Agile and DevOps have reintroduced the notion of flows and iterations into IT development processes. On this subject, one often hears about pull or push flows as well as Kanban. What exactly is this? To begin with, I will quote the IT Production Director of a major French bank, who used this formula for the … Continue reading Push flow or pull flow: what is the difference and what exactly is it for?
Many teams practicing agility use the Definition of Done (often referred to as DoD) to determine, based on objective and shared criteria, if the User Story (US) is well completed. These criteria also serve as a "contract" between the team and the customer. This DoD is regularly translated into a list of points to check … Continue reading IT Kanban, a serial killer of the Definition of Done?
Originally, Training Within Industry was one of the methodological innovations that enabled the Americans to win the Second World War. Forced to find a way to quickly train non-specialists, especially inexperienced women, and young workers, to produce ammunition and equipment by the millions in weapons factories to support the war effort. The method, tested from … Continue reading What is TWI: Training Within Industry
Each year the DevOps Research & Assessment, led by Jez Humble and Nicole Forsgren recently acquired by Google Cloud, produces a report on the state of the art of DevOps entitled "State of DevOps". This state of the art report is based on more than 31,000 interviews with professionals (all industries, sizes, countries, mainly USA … Continue reading State of DevOps: a look back at the year 2019
In 2007, when Operae sponsored the 1st "Agile France" conference, developers of that distant era were wondering whether agile was, at bottom, nothing more than lean management applied to the software world. Let's not create suspense: the answer is definitely no and many companies can testify to this. This article aims to explain how the two … Continue reading Agile and Lean -a true duo
Depending on their job, some teams must adapt every day according to incoming flows, daily events and scheduled absences. It’s common to see a manager assigning tasks to his subordinates based on context and a goal known only to himself (after all, he knows better than anyone else...). Not so often we can observe a … Continue reading Visual Management boosts self-organization
Lean management is an interpretation of the “Toyota System”. Historically, a group of MIT researchers were sent by major American automobile manufacturers (General Motors, Ford, etc.) to conduct a study on the Toyota system. Their goal: understand how this Japanese company managed to sell cars in the United States, and in such great numbers? The … Continue reading Toyota and lean management
Let's take a closer look at one of the techniques of Lean Visual Management: the Kanban. Kanban is one of the key elements of Just-In-time (JIT) in the Toyota Production System (TPS). Designed by Taiichi Ohno in the 1950s (please read Taiichi Ohno’s Workplace Management), Kanban aims to achieve the ideal of one-piece flow, pulled … Continue reading Kanban, may the force be with you
In Lean management, a standard is a document that describes the best known way today to do a task within a given team. Writing work standards is not a waste of time because standards are benchmarks on the work that we know how to do. They indicate how to make an operation with the least … Continue reading What is a work standard?
In classical theater, the plot is organized around 3 unities: time, place and action. With the coronavirus, what becomes of the unity of place? An insurance company whose it teams are spread out across two sites prohibits them from moving from one place to another even though they are involved on the same project. A … Continue reading Working together when we're not together