The ‘Who’ of Scientific Development

Scientific development is designed to mirror the unpredictability of the scientific method. Most organizations will have a hard time tolerating that. Others, like those in the pharmaceutical industry, may be able to embrace these ideas without difficulty. The primary barrier to using this technique will be from your organization. If teams have great autonomy, are self sufficient (don’t need others… Read moreThe ‘Who’ of Scientific Development

The ‘How’ of Scientific Development

Uncertainty Required The technique focuses on questions to answer over things to do. It’s fundamentally different than other techniques because it demands uncertainty. If you know the answer, then there is no hypothesis and there is no learning. You need to go back and form a new hypothesis. Even when an opportunity is put in front of the team, the… Read moreThe ‘How’ of Scientific Development

The ‘What’ of Scientific Development

The key is that our hypotheses are not deliverables. They are ideas seeking validation. This twist has important ramifications for how we end and enter sprints. At the end of a sprint, we can look at what we’ve done and for each hypothesis we can say: “yes” or “no”. Our planning is about what we will learn, rather than what… Read moreThe ‘What’ of Scientific Development

The ‘Why’ of Scientific Development

Can we use our backlog for professional growth by tracking and talking about what we want to learn? Stories are nice, but… As an agile coach I’ve spent a lot of time teaching and helping people practice writing stories in the classic format “As a […] I Want […] So That […]”. The virtues of this format are well known, so… Read moreThe ‘Why’ of Scientific Development

Jidoka and Captured Knowledge

In manufacturing, you likely know the problems to look for; broken threads, misshapen parts, etc.. In software, you may have no idea what kinds of problems you may create by changing code. In this way, practicing jidoka is invaluable. It’s how later developers know what can break, what is broken, and offers wisdom about how to fix bugs without breaking… Read moreJidoka and Captured Knowledge

Jidoka (automation with a human touch)

The two pillars of lean are just-in-time, and jidoka. Today we’ll look for jidoka in software development. What is jidoka Often translated as “automation with a human touch”, some people also use the word autonomation. The principle is rather simple. When designing a process, find opportunities for the process to self identify errors and stop so that the problems can… Read moreJidoka (automation with a human touch)

Takt Time & Waste Elimination

How does the use of sprints (takt) eliminate waste? By reducing Mura & Muri. Mura – Variability Imagine a lean auto plant with a 60 second takt. Expectations for everyone are clear. You will be done in 60 seconds. If you cannot consistently do your job in less than that, there is a problem. In 60 seconds, the next car… Read moreTakt Time & Waste Elimination