Continous Improvement (9%) Flashcards
lessons learned vs
retrospectives
traditional projects want to learn after a project
agile wants to learn after every iteration
kaizen
change for the better continuous improvement 1950s kaizen: PDCA agile: plan develop evaluate learn
5 why’s
fishbone
tools for retros but also for kaizen
multiple levels of improvement in agile
pair programming
daily stand up
demo review retro
product release
process tailoring
kanban - make it yours
scrum - stick to the rules
hybrid
form of process tailoring
methodology anti-patterns
- one size for all projects
- intolerant: team should be able to decide on changes
- heavy: do not add much more procedures
- established:
- untried: se things that worked in practice, not something unseen
success criteria
the project got shipped
the leadership remained intact
the team would work the same way again
methodology success patterns
interactive face to face communication
only little documentation
larger teams need heavier methodologies
critical projects need more ceremony
feedback and communication reduce the need for intermediate deliverables
discipline and skills over process and formality
efficiency is expandable
value stream mapping
map process
improve process
total cycle time
value added time
no value added time
process cycle efficiency
project pre mortems
- imagine the failure
- generate the reason for failure
- consolidate the list
- revisit the plan