14. AT&T: FINDINGS
Mejor comunicación que el 98% de los procesos
Excelencia e integridad de las personas
Multi-disciplinarios, pero especializados
Prototipado intensivo
Juntas de diseño constantes
Introspección constante acerca del proceso
QA es una actividad central del desarrollo
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24. “THE TOYOTA WAY”
1. We place the highest value on actual implementation and
taking action.
2. There are many things one doesn’t understand therefore,
we ask them why you don’t just go ahead and take action?
3. You realize how little you know and you face your own failures
and redo it again and at the second trial you realize another
mistake ... so you can redo it once again.
4. So by constant improvement ... one can rise to the higher
level of practice and knowledge.
19
30. PRINCIPIOS
1. Eliminate Waste vs Early specification reduces waste
2. Build Quality In vs The job of QA is to find defects
22
31. PRINCIPIOS
1. Eliminate Waste vs Early specification reduces waste
2. Build Quality In vs The job of QA is to find defects
3. Create Knowledge vs Predictions create predictability
22
32. PRINCIPIOS
1. Eliminate Waste vs Early specification reduces waste
2. Build Quality In vs The job of QA is to find defects
3. Create Knowledge vs Predictions create predictability
4. Defer Commitment vs Planning is commitment
22
33. PRINCIPIOS
1. Eliminate Waste vs Early specification reduces waste
2. Build Quality In vs The job of QA is to find defects
3. Create Knowledge vs Predictions create predictability
4. Defer Commitment vs Planning is commitment
5. Deliver Fast vs Haste makes waste
22
34. PRINCIPIOS
1. Eliminate Waste vs Early specification reduces waste
2. Build Quality In vs The job of QA is to find defects
3. Create Knowledge vs Predictions create predictability
4. Defer Commitment vs Planning is commitment
5. Deliver Fast vs Haste makes waste
6. Respect People vs here is One Best Way
22
35. PRINCIPIOS
1. Eliminate Waste vs Early specification reduces waste
2. Build Quality In vs The job of QA is to find defects
3. Create Knowledge vs Predictions create predictability
4. Defer Commitment vs Planning is commitment
5. Deliver Fast vs Haste makes waste
6. Respect People vs here is One Best Way
7. Optimize the Whole vs Optimize by decomposition
22
36. WASTE REDUCTION
MENTALLITY
Mura: Just-In-Time: supplying the production process
with the right part, at the right time, in the right
amount, and first-in, first out component flow
Muri: unreasonable work that management imposes
on workers and machines because of poor
organization
Muda: rework, overproduction, transportation,
inventory, motion, danger, breakdown, ...
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67. EL ENEMIGO
De los primeros “Management
consultants”
“Scientific Management” (1911)
Progressive Era: Edison,
Ford, ...Hitler☺
Frederick Taylor
(1856 - 1915)
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71. PRINCIPIO 4
“Divide work nearly
equally between
managers and workers,
so that the managers
apply scientific
management principles
to planning the work
and the workers actually
perform the tasks.”
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72. TAYLORISM
“The science of handling
pig-iron is so great that the
man who is physically able
to handle pig-iron and is
sufficiently phlegmatic and
stupid to choose this for
his occupation is rarely
able to comprehend the
science of handling pig-
iron.”
44
73. TAYLORISM
“It is only through enforced
standardization of methods,
enforced adoption of the best
implements and working
conditions, and enforced
cooperation that this faster
work can be assured. And the
duty of enforcing the adoption
of standards and enforcing this
cooperation rests with
management alone.”
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79. “LOS QUE SABEN” “LOS QUE EJECUTAN INSTRUCCIONES”
DISEÑO PRODUCCIÓN
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80. RELACIÓN CAUSA-EFECTO
Complex Complicated
C-E: COHERENTE
C-E: ENTENDIBLE
EN RETROSPECTIVA
Chaos Simple
C-E: NO DISCERNIBLE C-E: ENTENDIDA
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81. RELACIÓN CAUSA-EFECTO
AQUI ESTA UD.
Complex Complicated
C-E: COHERENTE
C-E: ENTENDIBLE
EN RETROSPECTIVA
Chaos Simple
C-E: NO DISCERNIBLE C-E: ENTENDIDA
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82. RELACIÓN CAUSA-EFECTO
AQUI ESTA UD.
Complex Complicated
C-E: COHERENTE
C-E: ENTENDIBLE
EN RETROSPECTIVA
Chaos Simple
C-E: NO DISCERNIBLE C-E: ENTENDIDA
AQUI ESTA TU PROJECT MANAGER
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100. SPACE SHUTTLE
“If the software isn't perfect, some of the people we go to meetings with
might die”
Cada línea de código diseñada, verificada, antes de ser escrita
Especificación funcional: 40,000 páginas
1 bug x cada 420,000 LOC
17 bugs en las últimas 11 versiones
“People ask, doesn't this process stifle creativity? The answer is, yes, that is
precisely the point.”
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101. ¿ QUIERO ? (DIFICULTADES)
¿ Te interesa entregar valor ?
Práctica Contracultura
Poder implica
responsabilidad Luchar por cambiar el
status-quo
Disciplina total
Fricción con otras
Colaboración, personas y áreas
Transparencia, Confianza,
Iniciativa, Retrospectiva, Volver a aprender
Aceptar errores, Coraje, muchas cosas
Trabajo duro.
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102. PREDICCIÓN
Sólo el 30% de las
organizaciones van a ser
exitosas en adoptar
Scrum/Agil
El resto se va a ver
obligado a permanecer
competitivas con
Outsorcing/Offshoring
Con el riesgo que esto
implica en la calidad Ken Schwaber
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