Muri, Kaizen & Retros

When do you most need a retro? When you feel as though you don’t have the time for it. Muri In lean, the feeling of stress (or the impossibility of your task) is called “Muri”. It should serve as a powerful indicator that something is terribly wrong. If you feel this as a member of

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

Takt Time & Sprints

Takt is a German word that has been adopted by lean. The original meeting is “beat” or “rhythm”. In an auto plant we may see a one minute takt. This means that every minute a finished car rolls off the assembly line, a dashboard is installed, a car is painted, etc.. Software development cannot possibly

Knowing why OVER knowing what

What does it mean to know why over what? What I do A focus on “what” we do creates many problems. It’s easy, though. It’s the first thing that comes to mind. I write code. I test. I gather requirements. I manage projects. Unfortunately, when we do this, it’s easy to lose sight of why

Working with OVER working for

What does it mean to work with a client as opposed to working for one? Handling Unknowns Consider a situation when there is a question or some uncertainty about how to solve a client issue, what does the conversation look like? Is it just you? Does the delivery team have a meeting? Do a few

Why Manifesto

Because people in software like “manifestos”, try this as a litmus test for the decisions to make sure you’re thinking about value and not just staying busy.  As in the agile manifesto, the things on the right have value, but not as much as the things on the left. Working WITH clients OVER working FOR clients Knowing why OVER knowing what

The Why of Lean

Conventional lean tools include timing a process and tagging each action as value added or waste. That may work in a factory, but not in software development; or can it? The same precision and clarity is not possible in a knowledge industry. You cannot apply a stop watch to mental problem solving. Sometimes getting away