More content in less time
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Applying the lessons of Lean Thinking and agile programming to content creation.
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- 1. More Content in Less Time Applying the secrets of Lean
Thinking andAgile Programming to the creation of content. Mark
Baker, Analecta Communications Inc.
- 2. Productivity is key Product design Manufacturing Software
development Content developmentJanuary 29, 2013 Analecta
Communications Inc. 20052
- 3. Lean manufacturing Toyota produces a new vehicle in one year
compared to two to three years for North American competition.
Toyota produces better cars at competitive prices yet makes more
moneyJanuary 29, 2013 Analecta Communications Inc. 20053
- 4. Agile programming State of Florida Statewide Automated Child
Welfare Information System Started 1990, estimated $32M, delivery
1998 As of 2002, spent $170M, estimated $230M, delivery 2005 State
of Minnesota Statewide Automated Child Welfare Information System
Started 1999, finished 2000, cost 1.1 million.January 29, 2013
Analecta Communications Inc. 20054
- 5. Lean thinking Toyota Production System (TPS) Lean Thinking
study of TPS James P. Womack Daniel T. Jones Studied Toyota and
other companies Derived set of principles dubbed Lean
ThinkingJanuary 29, 2013 Analecta Communications Inc. 20055
- 6. Five principles Specify value: waste is any process that
does not add value to the customer. In order to identify waste, you
must first specify what is of value. Identify the value stream:
trace how value is added to a product at each stage of the
productive process. Waste is all the steps in the process that do
not add value. Flow: The productive process should flow without
interruption, without waiting, and without unnecessary movement.
Pull: Nothing should be produced until it is needed by the next
step in the process. Perfection: An organization must be committed
to building and maintaining a culture in which every employee is
dedicated to reducing waste and improving quality. Womack and
Jones, pp 16-26.January 29, 2013 Analecta Communications Inc.
20056
- 7. Batch and Queue ManufacturingJanuary 29, 2013 Analecta
Communications Inc. 20057
- 8. Manufacturing FlowJanuary 29, 2013 Analecta Communications
Inc. 20058
- 9. Batch and Queue ContentJanuary 29, 2013 Analecta
Communications Inc. 20059
- 10. Documentation beefs The spec keeps changing The developers
wont review the docs Carrot approach Stick approachJanuary 29, 2013
Analecta Communications Inc. 200510
- 11. Content FlowJanuary 29, 2013 Analecta Communications Inc.
200511
- 12. Promotes learning Errors are discovered sooner Errors in
content result from defects in knowledge Fix the defects in your
knowledge so you can produce better content fasterJanuary 29, 2013
Analecta Communications Inc. 200512
- 13. More efficient Better utilization of resources No crunch at
the end of the project Errors detected sooner means better
understanding, which means fewer errors are madeJanuary 29, 2013
Analecta Communications Inc. 200513
- 14. Catches more errors Reviewers can focus on one issue at a
time Catch developers while details fresh in their mindsJanuary 29,
2013 Analecta Communications Inc. 200514
- 15. Improves completeness Reviewer reading a book cant see the
trees for the forest Focusing on one issue leads developers to ask
where related issues are discussedJanuary 29, 2013 Analecta
Communications Inc. 200515
- 16. Builds awareness When work flows, workers can see how their
work affects the rest of the process. With incremental review,
developers can see how their work affects documentation More likely
to inform writers of design changesJanuary 29, 2013 Analecta
Communications Inc. 200516
- 17. Waterfall design process Requirements System design
Analysis Program Design Coding Testing DeliveryJanuary 29, 2013
Analecta Communications Inc. 200517
- 18. Waterfall doesnt work Keep trying to get it right the first
time But we never do! Insanity: doing the same thing over and over
and expecting different results EinsteinJanuary 29, 2013 Analecta
Communications Inc. 200518
- 19. Why waterfall fails Design generates information Go from
not knowing how to knowing how At the start you have little
information At the end you have a lot of information Decisions
fixed at the beginning are based on very little informationJanuary
29, 2013 Analecta Communications Inc. 200519
- 20. Information theory Events that are less probable contain
more information. The closer our first-pass success rate is to 100
percent, the lower the information generation rate. This means that
if we succeed at doing things right the first time we will have
driven all information generation out of our design process.
Reinertsen, Managing the Design Factory, pp 69,79January 29, 2013
Analecta Communications Inc. 200520
- 21. Embrace change Information will increase Designs will
change Content requirements will change Content will changeJanuary
29, 2013 Analecta Communications Inc. 200521
- 22. Agile software development Iterative development User
stories Frequent deliveries to customer Keep your options open Do
the simplest thing that works Refactor constantlyJanuary 29, 2013
Analecta Communications Inc. 200522
- 23. Agile content development Iterative development User
stories Frequent deliveries to customer Keep your options open Do
the simplest thing that works Refactor constantlyJanuary 29, 2013
Analecta Communications Inc. 200523
- 24. Iterative development Develop content in small chunks Use
incremental review Harmonize content development with product
developmentJanuary 29, 2013 Analecta Communications Inc.
200524
- 25. User stories Support user tasks Use personas Minimalism
Deliver only content that is known to be of value to
customersJanuary 29, 2013 Analecta Communications Inc. 200525
- 26. Frequent deliveries to customer Publish continuously Make
sure content is published to all alpha and beta tests, internal and
external Mark pages as un- reviewed with appropriate cautions, but
make sure they are read early and often Provide a feedback
mechanismJanuary 29, 2013 Analecta Communications Inc. 200526
- 27. Keep your options open Learn first, then write Start as
late as possible More information is available later Isolate
volatility Media Subject matterJanuary 29, 2013 Analecta
Communications Inc. 200527
- 28. Do the simplest thing that works Dont try to guess what
future needs will be. You will guess wrong and waste effort Do the
simplest thing that works today The simplest solution will be
easiest to change when future needs ariseJanuary 29, 2013 Analecta
Communications Inc. 200528
- 29. Refactor constantly Maintain simplicity by refactoring to
eliminate complexity and redundancyJanuary 29, 2013 Analecta
Communications Inc. 200529
- 30. Evenness You dont win the Tour de France by trying to win
all stages Different techniques optimize different parts of the
process Strive for evenness Optimize the whole rather than the
partsJanuary 29, 2013 Analecta Communications Inc. 200530
- 31. Reading List More Content in Less Time, Mark Baker, Best
Practices, forthcoming. Lean Thinking, James P. Womack and Daniel
T. Jones, The Free Press, 2003. The Toyota Way, Jeffrey K. Liker,
McGraw Hill, 2004. Managing the Design Factory, Donald G.
Reinertsen, The Free Press, 1997. Lean Software Development, Mary
Poppendieck and Tom Poppendieck, Addison Wesley, 2003.January 29,
2013 Analecta Communications Inc. 200531
- 32. Contact information Mark Baker Analecta Communications Inc.
www.analecta.com mbaker@analecta.com 613-731-2555January 29, 2013
Analecta Communications Inc. 200532