less code, more software

Is an excellent book by Lin Yutang, isbn 978-0688163525. As usual I'm going to quote from a few pages:

In the West, the insane are so many that they are put in an asylum, in China the insane are so unusual that we worship them.

I consider the education of our senses and our emotions rather more important than the education of our ideas.

Only he who handles his ideas lightly is master of his ideas, and only he is master of his ideas is not enslaved by them.

A great man is he who has not lost the heart of a child.

Passion holds up the bottom of the world, while genius paints its roof.

The courage to be one's own natural self is quite a rare thing.

An Old Man was living with his Son at an abandoned fort on the top of a hill, and one day he lost a horse. The neighbours came to express their sympathy for his misfortune, and the Old Man asked, "How do you know this is bad luck?" A few days afterwards, his horse returned with a number of wild horses, and his neighbours came again to congratulate him on this stroke of fortune, and the Old Man replied, "How do you know this is good luck?" With so many horses around, his son began to take to riding, and one day he broke his leg. Again the neighbours came round to express their sympathy, and the Old Man replied, "How do you know this is bad luck?" The next year, there was a war, and because the Old Man's son was crippled, he did not have to go to the front.

The trouble with Americans is that when a thing is nearly right, they want to make it still better, while for a Chinese, nearly right is good enough.

When the chains of a bicycle are kept too tight, they are not conducive to the easiest running, and so with the human mind.

Tea in invented for quiet company as wine is invented for a noisy party.

Luxury and expensiveness are the things most to be avoided in architecture.

Taste then is closely associated with courage.

We must give up the idea that a man's knowledge can be tested or measured in any form whatsoever.

Only fresh fish may be cooked in its own juice; stale fish must be flavoured with anchovy sauce and pepper and mustard - the more the better.

The thing called beauty in literature and beauty in things depends so much on change and movement and is based on life. What lives always has change and movement, and what has change and movement naturally has beauty.

is the title of an excellent book by Tom DeMarco. This second snippet (here's the first) continues my tactic of rereading good books several times. As usual I'm going to quote from a few pages:

Talented managers are ... all sense organ, constantly attuned to the effect their leadership is having on their people ... Managers without such talent find themselves relying on formulas and "principles" of management. They reason, "This thing I'm trying to do should work; the fact that it isn't working probably suggests that I'm doing it half-heartedly." And so they do more of whatever they've been doing.

When the new automation is in place, there is less total work to be done by the human worker, but what work is left is harder. That is the paradox of automation: It makes the work harder, not easier.

In my experience, standard processes for knowledge work are almost always empty at their center.

The power you've granted is the power to err. If that person messes up, you take the consequences. Looked at from the opposite perspective, it is this capacity to injure the person above you that makes empowerment work.

When there is neither time nor staff to cope with work that runs more slowly than expected, then the cost of lateness is paid out of quality. There is no other degree of freedom.

... voluminous documentation of everything that will hold still for it.

Successful change can only come about in the context of a clear understanding of what may never change, what the organization stands for... the organization's culture... If nothing is declared unchangeable, then the organization will resist all change. When there is no defining vision, the only way the organization can define itself is its stasis.

is an excellent book by David Anderson (isbn 978-0-9845214-0-1). As usual I'm going to quote from a few pages:

The essence of starting with Kanban is to change as little as possible.

Failure to make a delivery on a promised date gets noticed much more than the specific content of a given delivery does.

Counter-intuitively, most bottleneck management happens away from the bottleneck.

Speed is most useful if it is in the right direction… If your priority is to find and reduce the constraint you are often solving the wrong problem... The dramatic success of the Toyota Production System (TPS) had nothing to do with finding and eliminating bottlenecks. Toyota's performance gains came from using batch-size reduction and variability reduction to reduce work-in-progress inventory [Don Reinersten]

Kan-ban is a Japanese word that literally means "signal card" in English. In a manufacturing environment, this card is used as a signal to tell an upstream step in a process to produce more work. The workers at each step in the process are not allowed to do work unless they are signalled with a kanban from a downstream step.

Trust is a hard thing to define. Sociologists call it social capital. What they've learned is that trust is event driven and that small, frequent gestures or events enhance trust more than large gestures made only occasionally.

High-trust cultures tend to have flatter structures than lower-trust cultures.

The traditional approach to forming a commitment around scope, schedule, and budget is indicative of a one-off transaction. It implies that there is no ongoing relationship; it implies a low level of trust.

The more groups involved, the longer the meeting is likely to take. The longer the meeting, the less frequently you are likely to hold it…

Buffers and queues add WIP to your system and their effect is to lengthen lead time. However, buffers and queues smooth flow and improve predictability of that lead time. By smoothing flow, they increase throughput, so more work is delivered through the kanban system. Buffers also ensure that people are kept working and provide for greater utilisation. There needs to be a balance, and buffers help maintain it. In many instances you are seeking business agility through shorter lead times, and higher quality partly through lower work-in-progress. However, do not sacrifice predictability in order to achieve agility or quality. If your queue and buffer sizes are too small and your system suffers from a lot of stop-go behaviour due to variability, your lead times will be unpredictable, with a wide spread of variability. The key to choosing a WIP limit for a buffer is that it must be large enough to ensure smooth flow in the system and avoid idle time in the bottleneck.

The first principles of Kanban are to limit work-in-progress and to pull work using a visual signalling system.

You need slack to enable continuous improvement… In order to have slack, you must have an unbalanced value stream with a bottleneck resource.

The width of a bottle's neck controls the flow of liquid into and out of the bottle. We can pour quickly from a wide neck, but often with a greater risk of spillage. With a narrow neck, the flow is slower but it can be more precise… In general, a bottleneck in a process flow is anywhere that a backlog of work builds up waiting to be processed.

As we all know, there really is no such thing are multi-tasking in the office; what we do is frequent task switching.

is an excellent book by Donald Reinersten (isbn 978-1-935401-00-1). As usual I'm going to quote from a few pages:

Operating a product development process near full utilisation is an economic disaster.

When we emphasise flow, we focus on queues rather than timelines.

Almost any specialist can become a queue.

We grow queues much faster than we can shrink them.

When queues are large, it is very hard to create urgency.

Queues amplify variability. Moving from 75 to 95% utilisation increases variability by 25 times.

Sequential phase-gate processes have inherently large batch transfers.

Large batches encourage even larger batches.

Reducing batch size is usually the single most effective way to reduce queues.

Companies inevitably feel they can computerise this whiteboard, however, they almost always create a more elegant but less useful system.

The speed of feedback is at least two orders of magnitude more important to product developers than manufacturers.

The human effect of fast feedback loops are regenerative. Fast feedback gives people a sense of control; they use it, see results, and this further reinforces their sense of control.

Homeostasis is the tendency of a system to maintain its current state.

In product development, our problem is virtually never motionless engineers. It is almost always motionless work products.

Opportunities get smaller with time, and obstacles get larger.

The scarcest resource is always time.

To align behaviours reward people for the work of others.

It has been said that one barbarian could defeat one Roman soldier in combat, but that 1,000 Roman soldiers could always defeat 1,000 barbarians.

The Marines, and all other elite organisations, maintain continuity in their organisational units.

I was speaking to Olaf Lewitz at the awesome Oslo coach camp last week. We were discussing why drinking coffee doesn't create the same social dynamic as smoking cigarettes. I chatted with Geir Amdal too and quite by chance he mentioned he's given up smoking. And how approaching a work colleague and asking if they want to go outside for a smoke is not the same as asking if they want to go outside for a talk.

Then I remembered something Olve Maudal said to me recently. He said that kids being allowed to eat sweets on Sundays was not really about kids being allowed to eat sweets on Sundays at all. It was really about kids not being allowed to eat sweets on any day except Sunday. Similarly, apparently in the USA when you're driving along you sometimes see a big sign at the side of the road saying "Litter here" and then another sign a mile or so later saying "Stop littering". These signs are also not really about littering. They're about not littering in the places outside the designated littering zones.

There's a crucial difference between smoking and drinking coffee. Smokers tend to smoke in groups in designated areas because smoking is not allowed except in those areas. Coffee is different. Drinking coffee is, by default, allowed everywhere. When you want a coffee you walk to the coffee machine and make a cup of coffee. There's often no one else at the coffee machine so you take your cup of coffee back to your work desk. It is precisely this take-it-back-to-your-desk default which is why there is only rarely someone else at the coffee machine. It is a self-fulfilling dynamic.

If you want to encourage more social interaction between your team members here's what you might do:

• Buy machines that make really good coffee.
• Put them in a nice area with lots of space to congregate in.
• Ban drinking coffee at work-desks.

The third step might seem a bit draconian. But it's vital. You could justify it on the grounds that spilling coffee onto expensive computers will waste money. But the real reason it to encourage developers to drink their coffee near the coffee machine. Together. To encourage communication.

This is a photo of a pack of butter belonging to my good friend Olve Maudal. Olve has exactly 157 packs of butter in his house right now. All safely housed in his new super-sized fridge. Many of his 157 packs have been flown in specially by relatives visiting from abroad. Olve would only allow one pack out of the fridge for the photo. Even then he insisted it be taken out under the watchful eyes of the two security guards he's specially hired to guard the fridge - Lars by day and the other Lars by night. Well, you can't be too careful right now. Butter is selling for crazy money on the black (or should that be yellow) market.

Yes, it's just one small example of the butter shortage here in Norway at the moment. Apparently the cause is a new fat-rich fad-diet sweeping the population combined with the seasonal tradition of making butter-rich Xmas cookies.

Shortages like this are, as Stephen Fry might put it, quite interesting. At one point there was probably a very mild shortage. Word of the mild shortage started to spread (sorry) and anyone buying butter bought a few extra packets just to be safe. The shortage got a bit worse. Word of the worsening shortage spread further and faster. People bought even more. A self-fulfilling dynamic was thus set in place. Soon the shelves were stripped of all butter.

The shortage the customers are experiencing is, no doubt, fractally mirrored by the shops selling (or rather not selling) butter. Butter wholesalers just don't have enough butter to meet the orders from shops. Shops that get any butter get less than they ordered. Any butter the shops do get is bought in a flash (but only by relatively few people because of the bulk butter buying behaviour) and they're out of stock again. You can imagine the shop keepers pulling their hair out in exasperation. If only they could get more butter they could make a small fortune. But right when there's the most demand they have none on their shelves! They increase the size of their wholesale reorder hoping to cash in.

What will happen in a few weeks time? One possible (perhaps even likely) outcome, is that the wholesalers will finally get enough butter to meet their over-inflated orders. The shop keepers pile the butter onto their shelves and wait for the Krona to roll in... Some of the butter is sold. But not very much. After all, Xmas is now over. The fat-rich fad-diet has gone the way of all fads and the glossy magazines are now preaching a low-fat diet. And lets not forget that a fair percentage of the population has, like Olve, over 100 packets of butter in their new fridges. They're certainly not going to be buying butter any time soon.

The shop keepers then face the daunting prospect of vast butter-walls sitting unsold on their shelves, fast approaching its sell-by date. Lowering the price doesn't help. It all has to be thrown away. Again the same thing will be fractally mirrored at the smaller scale. Lots of people, such as Olve, will have more butter than they can possibly use in time. They too will have to throw out loads of butter as it goes past its use-by date.

The same lurching from one extreme to another can happen when the number of people trying to make phone calls starts to approach network capacity. People can't get through. So they try again. And when they do get through the line gets dropped. So when they do get through they stay on a bit longer. It happens on roads too.

It's dangerous to run systems at full capacity. They reach a tipping point and topple into a death spiral. Busy work and inventory pile up. That causes even more busy work and even more inventory. But almost no butter is being bought or sold. There is no flow.