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TOC – 3,4 and 5. Putting all together

TOC  Framework  – Three key points

What to change:  The system pains points that are needed to be changed.
To what to change to:  To be state.
How to cause the change:  Mechanism to be adopted.

TOC  – Four Pillars

Inherent Simplicity.
All Conflicts can be resolved.
People are Good.
Never Say I Know.

Five Focusing steps.

Identify the Constraint
Exploit the Constraint
Subordinate to the constraint
Elevate the constraint
Go to step 1



Subordinate other decision to bottleneck

One of the key focus in Theory of constraints is “Subordinate every other decision to bottleneck”. This one focus is a great beneficial differentiation when compared any other innovation / productivity technique.

It can be applied to software projects and program alike with great potential improvements.  Finding out the key steps in any work flow / life cycle / program and identifying the critical bottleneck is half the problem solved. Next step is to work together as a team brainstorm how  all the processes and people can collaboratively work together to weave the innovation magic. All processes should be synchronized and subordinated to help smooth-en the critical bottle neck so as to achieve maximum efficiency of the whole system..

2013 in review

The WordPress.com stats helper monkeys prepared a 2013 annual report for this blog.

Here’s an excerpt:

A San Francisco cable car holds 60 people. This blog was viewed about 2,200 times in 2013. If it were a cable car, it would take about 37 trips to carry that many people.

Click here to see the complete report.

DOD for Agile rationale – UB4I

UB4I  – DOD for Agile rationale 

Value delivered is the most effective metrics in Agile. Prioritization by Product owners  and relevant stakeholders make the user stories for first few sprints.

‘Don’t measure people but product’ paradigm is best  represented by Agile model.

You before I mindset is the greatest skills for an Agile team member. Like we have definitions of done for various  stages of Agile product development, an attempt at DOD for successful Agile practitioner is UB4I.  

Some traits for UB4I

  • teams share their work expertise
  • caring for other issues
  • Committed to common Sprint and product goals
  • pitching in whenever team requires help
  • Collaborative
  • co-creative
  • Be a product developer as against coder
  • wearing multiple hats in the projects

please add on…


Lean lifts Muda drags

Lean lifts Muda drags

Logic for lean appears magic for mediocre

not only weed out wastes, sets fire on them

path is unfurled, value flows without wait

conduit unconfined, elevating through upscale

continuously glued to innovation

where’s the work, its living spirit

embodying people, where product

stages disappear as if to reflect

oneness of sea, without plurality phenomenon

whether it’s the sea or waves or water or all one

so does product made of lean stature

not being different in concept, construct,

test and release. Product, people

and the consumers revel in reverence.

Lean lifts and Muda drags.

Lenify Flow

Lenify flow – Optimize the flow through bottleneck

Group review of software work products is one of the effective ways in reducing the work flow of Product through various gates of software life cycle. Typically the time taken using Group review methods to review software work products  like Software requirements, Design work products, Code, Testing documents is reduced up to one third of effort, it would otherwise take if these are reviewed by individual people.

For example the if the software development team after receiving business requirements from customer, review the requirements as team consisting of Project Manager, Project members, Architects, Quality group, Business Analysts and support functions they might take together say 3-5 hours for a requirements review. All these stakeholders will come out with their queries that can be consolidated and sent to customer on the same day for clarifications. On the other hand, If the project team reviews individually they might take say 2-3 days and then send to others for their inputs. This might involve more than 3 days since it not only involves review effort but also the waiting time from each of the stakeholders plus additional communication overheads.

The group review method is one of good technique that can be put reduce the waiting time, reduce the total effort and to increase the speed and the increase the product flow during the software development process. Group review of software work products is one of the effective ways in reducing bottleneck and accelerates the flow of work products.

SIPOC for Ideas Launch

SIPOC for Ideas Launch

Supplier Inputs Process Outputs Customer
Employees( trigger) Innovative suggestions Brainstorming the suggestions Output pointers Senior Management
Senior Management Ideas considered Preliminary validations Prioritized backlogs of ideas Department heads
Department Heads Share their project viability and plans  on prioritized ideas Weighing the cost vs benefit Benefits expectations on the prioritized backlogs All department heads,


Management Listing of top five ideas Launching top three Business plans for the launched ideas All employees