Agile Management Principles

In the traditional approach to project management

, a project is identified, evaluated, divided into tasks and precisely planned. The problem is that one of the basics of project management is to estimate tasks. This is usually not possible because of the complexity of software development.

Another approach to the matter of software development is to consider the entire development team as a factory, that is to say, as a set of workstations or machines, whose activities are interrelated. It injects the client's needs as raw material, which will be gradually transformed into the final product. This method allows one to apply the theory of constraints, as in the manufacturing industry for over 30 years.

For example, attempts to reduce what is called an inventory of "in progress". In the case of software development, the inventory consists of client needs that are expressed, but not yet delivered. This inventory may consist of written specifications, architecture, design, code not yet delivered in a working software. This is money well spent, relying on the warehouse of software. Agile methods try to reduce the inventory in order to allow the customer to change his mind easily.

In the production of software, there can and should be an imbalance in the production chain. The one link is weakest, does not provide sufficiently and becomes the limit of production throughout the software factory. How to spot it? There is a pile of work to do (it is slower than what came before) and after work, it is expected to continue the development; if this recurs, it is then in the presence of a constraint. In fact, the entire production capacity of the system is the capacity of this constraint, it must be optimized to speed up production of the entire plant.

If agile managers want to reduce the current inventory, they simply make sure that all the other positions do not upstream faster than the bottle neck. To know when a project will be delivered, simply evaluate the effort to make the bottle neck. The project will be delivered when the bottle neck has done its work, the more time for the 1st task to arrive at the neck and the time to deliver the final task leaving the neck. Assuming this to be your DBA (Data Base Administrator), that is your bottleneck. The project begins and a task arrives at the neck in two weeks. It takes six months of work. It takes 3 weeks to deliver, once an item is passed into the hands of the DBA. Then the project will take seven months and one week if nothing happens to the bottleneck. The remaining production is of little importance on the maturity of the bottleneck. Provided that all realize the importance of the bottle neck and no one delayunnecessarily. Simple, but brilliant. Does it work? Ask Toyota, they applied the method with some success. Moreover, many manufacturers have used it for over 20 years. They have saved 30% of expenditures, reducing inventory.

by: Lawrence Reaves

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