Lean Thinking

Don't Panic I.T. Solutions - Items filtered by date: Tuesday, 06 February 2018
Published in Agile

Happy new year folks! Welcome back to the blog for another year. I hope you all had a great holiday break. I certainly did. I spent a large part of my break productively engaged in my workshop building things. I have mentioned this before but for those who have missed my previous workshop updates, I build things out of timber. Furniture, using traditional joinery so no nails, no screws, no fancy fasteners, just mechanical fit and glue to hold it all together. No cheap timber either. No pine. No MDF. No chipboard. Australian hardwoods all the way. To describe the process of working with expensive timber, let me put it into terms that more of my audience will understand (given that I suspect there are more software people than timber-workers who read this) - imagine working on a software project where every action you make is non-reversible. There is no source control, no revert, no undo, no control-z. Everything you do is straight to production. If you make a mistake you have to throw the whole part (and anything it is permanently glued to) away and start again with new materials, which involves a 3 hour round trip to the specialist timber yard, a lot of expense as you have buy a whole length not the little piece you need, and a long delay if they don't have what you want in stock.

So while I was building, I was thinking about just how anti-agile the whole process is. You need detailed up front plans. Once you start you really can't make changes, you are basically locked in. Materials are in limited supply, have long lead times and are expensive. There are limited options for any sort of teamwork. You can't have a team standing around a table saw. That's unsafe. In fact any more than two (one feeding, one catching and even then only if it's a big piece) and it's just not possible. You can't even have multiple people working on different pieces simultaneously (not in my workshop anyway) - there isn't the space and more than one machine at a time would start to blow fuses. So it really is a solo activity (until it gets to glue time where 7 or 8 extra pairs of hands are really handy for manipulating clamps). In a lot of ways it's a lot like infrastructure projects - expensive materials with long lead times. Detailed up front planning. Limited ability to roll back changes without massive rework. Lots of solo work doing configuration then brief bursts of activity at deploy time when it's all hands on deck. No wonder people say that infrastructure can't be done agile. But then I really looked at what I was doing and realised that most of those things describe the way I used to do woodworking a few years ago when I was starting out. What I was actually doing now, while it looked similar on the surface, was actually quite different. And quite agile.

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