Here’s the data:

What is this saying?  Responses are on a scale of 1-5, with 5 “indicating the highest level of integration or satisfaction”.  It is comparing the different methodologies a development team can use, and how satisfied the teams were with the methodologies.

It shows that teams were much more satisfied with how much the customer was considered through the “Integration of User Experience” metric.  It also shows the team satisfaction is much higher using Agile.  I’m not really sure the distinction between Agile and Iterative in their research, as their methodologies are largely similar, but it’s clear which principles “win out”.  Both internal and external customers benefit from the approach.

More about Agile

Agile software development has many similarities to lean, and is one of the primary elements of the Lean-Agile method that NetObjectives uses.  You can see the similarities to lean in the principles of Agile development:

• Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
• Welcome changing requirements, even late in development. Agile processes harness change for the customer’s competitive advantage.
• Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
• Business people and developers must work together daily throughout the project.
• Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
• The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
• Working software is the primary measure of progress.
• Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
• Continuous attention to technical excellence and good design enhances agility.
• Simplicity–the art of maximizing the amount of work not done–is essential.
• The best architectures, requirements, and designs emerge from self-organizing teams.
• At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

checklist [chek-list]: a list of items.

Struggling to create a process that produces a quality end product every time?

Something as simple as a checklist may be your starting point.  It apparently has worked for hotels.  If you’ve heard about Peter Pronovost, then you’ll know the value it has brought to healthcare.

What does a checklist accomplish?  It ensures that each step of a process has been followed.  In terms of the Plan-Do-Check-Act cycle, the checklist lays out the initial Plan of what to Do, and depending upon the process, can also provide all of the necessary Check elements to ensure that the process is meeting the desired outcomes.

I was not a software developer by education.  So when I began developing Thrive, I had to establish a way to ensure that when I developed a new feature of Thrive that the end result was something that was created with a minimal amount of defects (bugs) and with a maximum amount of value to the end user.  Nobody wants to do something twice…I don’t even want to discover a bug, and the worst scenario is when defects reach the end user.  The checklist I created attempts to prevent defects from being created in the first place, but also tries to uncover them before they’re “out the door”.

From a software development standpoint, my checklist involves two core elements, with sub-lists under each main area.  Summarized, it looks like this:

1. Database Development: create data structures to support new feature, check impacts to existing data, create data necessary to support UI elements
2. User Experience: UI feature layout, interface logic and interface with data, user navigation, user security

This has worked incredibly well.  It has even worked when creating custom, “one-off” applications.  It ensures that everything is considered, even if it is not necessarily relevant to the current feature.  The checklist doesn’t cover every possible development scenario, but it probably covers 95% of them.  And when the outliers arise the checklist can get refined to ensure that the process remains solid.

While a checklist is not standard work, it can certainly be the starting point, whether in manufacturing, healthcare, government, or services.  It shouldn’t be difficult to get people together to determine a basic process checklist quickly.  From there, a more robust standard work can be developed.

Don’t think lean principles or standard work can be applied to the development of software or your IT department?  Alan Shalloway and Tom and Mary Poppendieck would beg to differ.

Some of the results of the lean efforts in Iowa Government can be found here.

On the Forbes DigitalRules blog, Twenty Reasons for Optimism.

On the Value Acceleration blog, Mitch has noticed busy airports and cities.

And what’s fueling the turn around?  Innovative people like Jeremy Parker, who’s story is told on Mark Cuban’s blog.

I like Tom Peters’ synopsis:

Oracle and Methodist got me thinking about how much is working and moving in the U.S. economy, though you sure as hell wouldn’t know it from the press and its pundits—or the President’s schedule-of-gloom.

We are getting the tar beaten out of us, to be sure, but the "American narrative," circa 2009, does not begin and end on Wall Street and/or Detroit.

Pick up the ball and run with it, small businesses and entrepreneurs!  Yeah, I know Oracle and Houston’s Methodist Hospital aren’t exactly small businesses, but it seems that small businesses and startups fuel growth, and grow themselves.

Anyone else notice things picking up?  I know I’m plenty busy.

(side note: I’m calling this “a” Friday roundup as opposed to “the” Friday roundup, because it would only be “the” Friday roundup if I did it all the time.  But I’ve only done it one other time.)

Problem Solving 101 started out as a simple guide to teach Japanese schoolchildren critical thinking skills. But it quickly became an adult bestseller, thanks to the powerful effectiveness of Ken Watanabe’s problem solving methods.

I have not read the book yet, but the web site provides some sample videos on basic problem solving techniques which could be applied not only by the Japanese schoolchildren, but certainly any organization looking to improve/establish/teach methods to improve their operations.

All of this reminds me of one of my favorite Saturday Night Live segments from Weekend Update, which featured "financial expert" Oscar Rogers and his analysis on how to correct the economic crisis.  While his process is humorous given the enormity of the problem, there certainly is validity to his process.  Here’s what he had to say, followed by the clip from Hulu.  Enjoy!

"Take it one step at time.  Identify the problem.  FIX IT!  Identify another problem.  FIX IT!  Repeat as necessary until it’s all FIXED!" -Oscar Rogers

Now is certainly a time in the business environment to be flexible.  To be adaptable.  To grab opportunity when others sit back and watch.  And the airport shuttle guy in the airport in Mexico was the ultimate example of this.  Here’s how the conversation went:

Me, looking for flight arrival information because we are waiting for passengers on another flight, approaching a man who is clearly affiliated with a shuttle service to take people to hotels:  "Where could we find flight information?"

Him, determining that my needs don’t directly match his services, but realizing there may be an opportunity for a different business opportunity to occur: "Where would you like to fly to?"

Wow.  In a span of about 2 seconds this man determined that although I wasn’t looking for his driving services I had created a market for him to provide other services and he immediately switched his business model to "I am now a travel agent"!  It would have been interesting to see if I had carried that conversation farther how he would have met that set of needs.

As referenced by the "On being nimble versus visionary" blog entry, a financial manager made this comment in an email:

"We stand resolved that the ability to react is now more important than the ability to predict."

The service provider in Mexico certainly realized this.  Without being able to predict what market needs might be walking off the airplane, he was ready to react and grab opportunity.

And this doesn’t have to be limited to small organizations (i.e. the Mexico shuttle service).  Zappos.com has numerous stories of delivery exceptional customer service outside of their "core" competency of providing shoes.  Here’s just one where people called customer service looking for the closest pizza delivery service!

Photo credit, Emery Way

Unfortunately, I think too many people pour money into things that don’t actually solve the problems that they have in the first place, or that will really deliver the business results that they need.  [Side bar: I guess I’m guilty sometimes, too…I almost made the plunge into a time-share that we could not realistically taken advantage of…but they key is: almost.]  Scott Whitlock has an example (if his blog hasn’t moved yet) about pouring good money after bad.

The VP at one of my clients tells a great story every time I bring other potential clients in to see there company.  "Give me the $2 million you were to spend on the ERP package you were going to buy, I’ll kick you in the shins because that’s how implementation would have felt, and then go buy Thrive instead."   (for obvious reasons I’m a little biased in why I like this quote).  While blunt, his point is of course that unfortunately many organizations do fall for the lure the dressed-up sales speak thrown around big systems.  Of course, we all know how Kevin Meyer feels about this as well.

I have a lot of feelings about ERPs, but here’s my current favorite visual about enterprise applications (from Go Big Always):

So what do people need?  Well let’s start with why in the world would you collect data to begin with?  People want to know where the problems are.  We need to know that something went wrong (or that things are going well).  We need feedback.  We need to know where the opportunities lie.  And then people want to be able to manage the process of improvement and see results later that they did indeed reach the desired target.

I guess if you do this through integrated and browser-based portal rationalization systems that non-intrusively collect data from disparate sources and provide real-time, resource multiplying, supply chain enhancing solutions, then more power to you.

"We have money right now, we’re just not spending any of it." (something I heard from a potential client of mine in the last few months)

A VP I was speaking to at a large manufacturer said a mistake their organization made in 2001 was to not invest capital in the future, and they’re still recovering from that.

A client of mine I spoke to last week said a company he used to work for cut back spending in R & D about 10 years ago and never recovered from decision.

Mark Perry says recovery is on its way:

But I hope that if people hear this news, that they’re not just waiting for it to happen.  Recovery requires action, which won’t happen in the form of a handout.  And there’s no better time to take action than during a down economy.

Get back to work.

Where do the lean managers (the Sandersons in John’s book) come from who can teach the rest of us traditional managers (the Porters) to manage in a new way? In sum, how do we all learn (or relearn) to manage so we can manage to learn? Books are a great start, but how do we learn through practice (the only real way to internalize new methods), particularly when our boss is stuck in outmoded ways of managing?

It really got me thinking about how I learn, and when I have done my best learning.  When have I gotten the most VALUE in my learning process?  In some respects, I think of my best learning as the “trial by fire” method of learning.  I learn best when pressure demands that I learn something new.  I consider myself to be a lifelong student–I love learning and I’m always doing it.  But no longer in a classroom.  Enter…

Just-In-Time Education

Today, I don’t learn something unless I need it.  As soon as I need new information (customer demand), I find a way to get it (through suppliers, like the Internet, books, friends, etc.).  This provides me with the highest value possible out of what I’m learning.  What does this eliminate?

• Overproduction/obsolescence: I no longer learn things that “expire” or I never use.  I would guess that probably 99% of what I learned in college I no longer use (or have never used, for that matter).  This isn’t necessarily a problem with the education system as much as it is a statement on: I had no idea what I wanted to do when I grew up!  Now I learn things relevant to the task or situation at hand.
• Rework: ever learned something, only to have to learn it again when you actually needed it?
• Inventories: having a ton of information just sitting around in your head taking up space.
• Extraneous “motion”: spending a whole lot of time learning things that are providing value to me as the “end product”.  I was a great test-taker.  I’m not saying this to brag, the reality is I could apply formulas to situations on a piece of paper and get a correct result.  But I didn’t understand squat about how this formula had any bearing on reality.

Womack discusses the shift in lean education from “batching education”, which I’m sure causes the afore-mentioned problems for other people also, to developing lean leaders:

Peter has converted a classroom-based program teaching abstract operations knowledge in big batches into a gemba-based learning process in an organizational context.

How do other people do their best learning?

wingsuit base jumping from Ali on Vimeo.

In lean manufacturing, people talk about "lowering the water level" by minimizing inventory.  This exposes the "rocks" of waste that exist on the shop floor.  You know who they are.  There are seven, right?  Oh wait, is it eight now?  Is it TOM D WIP or WORM PITT, TIMWOOD, or DOTWIMP?  I think And when your ship "S.S. Operations" starts encountering those rocks, it hurts!

But it’s all about risk/reward.  So you lower your inventory levels.  It may feel like greater risk because you’ll expose quality problems, excessive transportation, rework labor.  But the rewards can be so much greater.  Increase profitability.  Increase customer satisfaction.  Take market share.

The wingsuit base jumpers could ride safely away from the shear cliffs.  But where’s the reward in that?  They have chosen to decrease the space between them and problems, and have increased the reward of having a significantly better experience.

Not the best analogy?  Okay.  Whatever.  Enjoy the video.