The Oldsmobile Curved Dash, the best selling car before the Ford Model T. These were "mass manufactured" by hand.

These cost the equivalent of $22k USD

The Ford Model T.

These evenutally cost the equivalent of $4.5k USD

How?

The Assembly Line

Products move through discrete steps

assemble chasis -> install suspension -> install engine -> add body -> add wheels

Scientific Management

Focus on maximizing worker efficiency

Time and Motion Studies

Each worker should have a clearly defined task
Each worker should be given standard tools
Managers Monitor and Evaluate Changes
Managers improves processes

Problems In Early Industry

inflexible

Problems In Early Industry

inflexible
long lead times
- high efficiency leads to inventory of WIP
dependent on forecasting sales
overproduction and excess inventory
defects discovered late
worker disempowerment

Toyota Production System

AKA TPS

W. Edwards Deming

Taiichi Ohno

W. Edwards Deming

Goes to Japan to help rebuild after the war
Gives lectures on Statistical Process Control
SPC: Quality comes from improving the system instead of the workers / machines

Taiichi Ohno

Head of Toyota
Uses Deming's ideas to create Toyota Production System

### Toyota Production System
            #### What's the difference?
            - focus on improving _flow_
            - instead of just _efficiency_
            ---
            #### Just in Time
            - pull based system
            - orders move requests from right to left
            - Produce only what's needed, when its needed
            ![](assets/push-vs-pull.png)
            ---
            #### How to improve flow?
            - eliminate waste
            - muda (無駄) = waste
            - anything that doesn't add value to the customer
            ---
            #### 7 Wastes
              1. Overproduction (making too much)
              2. Waiting
              3. Transporting
              4. Inappropriate Processing (doing too much)
              5. Unnecessary Inventory
              6. Unnecessary/Excess Motion
              7. Defects
            ---
            #### Kanban
            - cards were used to send inventory requests from right to left
            - cards were also used on a board so show overall flow of work
            - could easily visualize bottlenecks

Theory of Constraints

You're only as fast as your bottleneck

Find the Bottleneck

Cutting
150/hr
→
Drilling
80/hr
→
Assembly
120/hr
→
Testing
200/hr

🎯 Drilling is the constraint at 80/hr

Max throughput = 80 units/hour

The Software Story

How does this relate to software?

Bespoke Software

"Handmade" programs.

Programs were written for specific one off tasks
Often written for specific machines
Hard to divide work

Waterfall

Let's pretend this is a factory

### The Waterfall Model
 Inspired by traditional manufacturing and construction
 
 Requirements →
 Design →
 Implementation →
 Testing →
 Deployment →
 Maintenance

Each phase must be completed before the next begins 
 ---
 ### Waterfall Principles
 - **Sequential phases**: No going back once a phase is "complete"
 - **Heavy documentation**: Detailed specs before coding
 - **Big upfront design**: Plan everything in advance
 - **Late testing**: Quality assurance at the end
 - **Single delivery**: Ship the complete product once
 ---
 ![](assets/margaret-hamilton.jpg)
 Waterfall got us to the Moon (Margaret Hamilton, lead software engineer for the Apollo Guidance Computer)
 ---
 ### Problems with Waterfall
 - **Inflexible**: Hard to change requirements mid-project
 - **Slow feedback loops**: testing happens late, bugs are expensive
 - **One way communication**: requirements handed down from "the business" to developers
 - **Big batches of work**: long development cycles, infrequent releases
 ---
 ### Problems with Waterfall
 Many major projects failed
 - Denver Airport baggage system
 - FBI Virtual Case File
 - UK NHS National Programme for IT

## Scrum
      - Turns out, we need to know _how_ to do Agile
      - Based on Rugby
      ![](assets/scrum_rugby.jpg)
      ---
      ## Scrum Roles
      - Product Owner
        - Represents customer/client needs
      - Scrum Master
        - facilitator
        - ensures flow
        - removes blockers
      - Developers
        - doing the work
        - not just programmers
          - designers
          - qa testers
        - devs are _self organizing_
      ---
      ### Scrum Events
      - Sprint
        - usually 2-4 weeks
        - delivery _working_ product **increments**
      - Sprint Planning
        - kicks off the sprint
        - Team decides _What can we deliver_ and _How will we do it_
        - Creates a _sprint goal_
        - selects items from product backlog that support that goal
          - backlog is like "customer orders"
        - Often use a Kanban board to track progress
      ---
      - Daily Scrum (Standup)
        - Was meant to be had "standing up"
        - 15 mins, same time every day
        - talk about next steps and **blockers**
        - **Not a status update for managers**
      - Sprint Review
        - end of sprint
        - team show the **increment** to stakeholders
        - collect feedback, update the product backlog
      - Sprint Retrospective
        - Final step
        - team inspects itself: what went wrong? What can improve?
          - Kaizen (continuous improvement)

## Ok, what's the point?
      ---
      ### The Three Ways of DevOps
      - First Way: Flow
        - Left to Right flow of work
        - Don't pass defects downstream
        - Remove / improve bottlenecks
        - Remove waste
        - Slow is smooth, smooth is fast
      ---
      ### The Three Ways of DevOps
      - Second Way: Fast Feedback
        - Constant flow of fast feedback from right-to-left at all stages of value stream.
      - The Third Way: Culture of experimentation and learning
        - Trust: when people believe what you believe
        - Culture is a set of shared
          - values
          - goals
          - practices
          - attitudes
      ---
      ## The Problems Agile doesn't solve
      ---
      ### Software Isn't Always Like Manufacturing
      - There are no equally discrete _units_
        - Tickets are not units
        - Hours worked are not equal in value
        - _Value_ in software isn't always measurable
      ---
      ### Culture is Hard
      - you need buy in from everyone
      - trust is fragile
      - blame is easy
      ---
      ### Bad Reasons to do Agile (or anything)
      - Everybody else is doing it
      - Because the tools you use were built for it
      - We've been doing it up to this point
      ---
      ## Some ideas for us
      - Tools are best for
        - convergence of process
        - collaboration of people
      ---
      ### Ideas for managers
      - Do faster sprint cadences
        - increase throughput
        - reduce "in queue" time for work
      ---
      ### Ideas for managers
      Use the Ticketing system
        - makes work visible
        - track time on ticket
        - communicate through time
        - makes bottlenecks visible
        - investigate burndown charts, time tracking, etc
      ---
      ### Ideas for managers
      Rotate team members
        - Every been given a task by someone and though: wow... you do _all this_?
          - or: You do _that_ like... _this_?
        - You or I might have a better way!
        - This is how we share tools
      ---
      ### Ideas For Developers
      Track time on our work
        - only way to improve estimates
        - only way to measure _actual_ throughput
        - only way to detect _patterns_ of work
        - Time spent does not equal value delivered
      ---
      ### Ideas For Developers
      Build prototypes
        - communicate ideas
        - get feedback early
        - fail fast, fail cheap
        - vibecode it?
      ---
      ### Ideas For Developers
      Improving testing
        - are there standardized test steps in the ticket?
        - should they be documented?
        - can we think of an easy way to set up tests?
        - Automated browser tests
        - Storybook-like tools
          - Test fixtures that users can use
      ---
      ### Ideas For Developers
      Mistake proofing
        - start with tests
          - build from specs
        - lint checkers
        - leveraging typesystems
          - even for dynamically typed languages
        - CI checks
      ---
      ### Ideas For Developers
      Build bespoke tools
      - autmoate repetitive tasks
      - Example: Order Details link maker
      ---
      ### Ideas for all of us
      Documentation
        - Why does Mary know how everything works
          - she asked someone
          - she wrote it down
            - in a place she can find it later
        - Put information where _everyone_ on the team can find it later
      ---
      ### Ideas for all of us
      Use Whiteboards and diagrams
        - communicate complex, detail oriented subjects
          - aids in clarity
        - get everyone (literally) on the same page
        - Excalidraw
          - please try it
        - Figjam is great
        - Mermaid.js
        - Learn some basic diagramming
          - flow charts
          - timelines
          - state diagrams
      ---
      ### Ideas for all of us
      Use Collaborative tools
        - Any system that we don't _all_ have access to is a _constraint_
        - Use tools with version control and/or change tracking
        - One source of truth
      ---
      ### Ideas for all of us
      Iterate directly on Design Artifacts (Figma)
        - communicate the ask
        - aids communication between designers, product owners and developers
        - tightens feedback loop
        - change tracking
      ---
      ### Ideas for all of us
      Managing Comms
        - Slack, Teams, Email
          - are not project management tools
          - channels > DMs
        - Meetings
          - Meetings are about exchanging information
            - someone should be _writing things down_
          - OR making decisions
            - someone should be **definitely** be _writing things down_
          - OR About creating culture and flow
      ---
      > Efficiency is doing things right, effectiveness is doing the right thing
      > - Peter Drucker
      ---
      ### Resources
      - [Agile Manifesto](https://agilemanifesto.org/)
      - [Scrum Guide](https://scrumguides.org/scrum-guide.html)
      - [The Phoenix Project](https://www.amazon.com/Phoenix-Project-DevOps-Helping-Business/dp/1942788290)
      - [The Goal](https://www.amazon.com/Goal-Process-Ongoing-Improvement/dp/0884271951)
      - [Operations Management](https://www.amazon.com/Operations-Management-Processes-Supply-Chains/dp/0134741064)
      - [An Elegant Puzzle: Systems of Engineering Management](https://www.amazon.com/Elegant-Puzzle-Systems-Engineering-Management/dp/1732265186)
      - [Excalidraw](https://excalidraw.com/)
      - [Mermaid.js](https://mermaid-js.github.io/mermaid/#/)
      - [Figjam](https://www.figma.com/figjam/)
      - [DevOps Demystified](https://www.youtube.com/watch?v=h5E--QSBVBY&index=4&list=WL&ab_channel=Deirdr%C3%A9Straughan)
      - [The System of Profound Knowledge](https://www.infoq.com/presentations/system-profound-knowledge/)


		Bespoke manufacturing
		The Assembly Line
		Scientific Management
		Bespoke software
		Waterfall
		TPS / Lean
		Theory of Constraints
		Agile
		Scrum
		DevOps