Deming s Fourteen Points in .NET

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So Agile has embraced prototyping too Teams develop some aspect of the product, show it to customers, listen to the feedback and then decide what features to develop next If customers don t like a feature, it might be dropped or replaced Outside of the software community, this approach has been described as expeditionary marketing4 The thinking that started to emerge from all these in uences has much in common with Lean manufacturing and later Lean product development This is hardly surprising, since Deming s theories had their greatest in uence in Japan, the home of Lean manufacturing, and speci cally the Toyota Production System Not only do Agile and Lean share a common ancestor, but Lean has in uenced Agile and, as we shall see, Agile can be considered a type of Lean Hidden away inside all of these in uences was one more: learning It was implicit in Deming s points, it explained why some people and teams excelled, and it was why re nement through iteration and market testing worked Learning was what the lightweight proponents had been doing when they joined the object-oriented movement and when Patterns emerged from object-orientation The emergence of Agile from Patterns was a repeat of the process
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Deming s Fourteen Points
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W Edwards Deming was an American statistician, who used statistical techniques during the Second World War to improve American manufacturing output Following the war, he taught the same techniques to Japanese managers and engineers Deming proposed 14 points that he thought would lead to quality improvement: 1 Create consistency of purpose 2 Adopt new philosophy 3 Cease dependency on inspection 4 End awarding business on price 5 Improve constantly the system of production and service 6 Institute training on the job 7 Institute leadership 8 Drive out fear 9 Break down barriers between departments 10 Eliminate slogans and exhortations 11 Eliminate work quotas or work standards
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See Hamel and Prahalad (1991)
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Understanding Agile
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12 Give people pride in their job 13 Institute education and a self-improvement programme 14 Put everyone to work to accomplish it
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22 Positioning Agile
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Agile software development started as a term for a collection of lightweight methodologies, such as eXtreme Programming (XP), Crystal, Scrum, Dynamic Systems Development Method (DSDM) and others It has evolved into something more than that Agile embodies a philosophy about software development, a set of common beliefs and some practices The methodologies themselves are more prescriptive about how development is done and contain speci c practices For example, teams that follow Scrum are Agile, but not all Agile teams are Scrum teams; the same goes for other teams following XP or Crystal Other teams will have found their own ways of working, using the Agile philosophy and practices that work for them Figure 21 demonstrates how speci c methodologies are re nements of Agile Agile itself is a form of Lean Many organizations outside of software development have applied Lean principles to improve their processes and practices While Lean recommends a few speci c practices for example, value stream mapping it is itself a way of thinking about business processes and it embodies certain ideas and concepts These concepts lie behind much of the Agile philosophy Agile teams are practising a form of Lean However, it doesn t follow that all Lean teams are Agile, because some teams may nd alternative solutions that are compatible with Lean thinking but not present in Agile practices For example, a high-performing Lean team may decide to abandon the iteration model if it nds a better model for its environment
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Specific practices More specific practices XP, Scrum, Crystal, etc Agile Lean Learning Organization Concepts and values More general applicability
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