{"id":1715,"date":"2013-09-11T08:30:02","date_gmt":"2013-09-11T15:30:02","guid":{"rendered":"http:\/\/lookforwardconsulting.com\/?p=1715"},"modified":"2025-02-21T08:57:02","modified_gmt":"2025-02-21T08:57:02","slug":"seven-wastes-software-development","status":"publish","type":"post","link":"https:\/\/thescrumacademy.com\/es\/2013\/09\/11\/seven-wastes-software-development\/","title":{"rendered":"Seven Wastes of Software Development"},"content":{"rendered":"

\"dumpsterdiving2\"<\/a><\/b>value<\/strong>: anything of worth that the customer will pay for.<\/em><\/p>\n

waste<\/strong>: anything the business does, or produces, that the customer will not pay for.<\/em><\/p>\n

Scrum, and its practices, roles and meetings, are designed to help you visualize waste in your product development process and within your organization. \u00a0In the language of Scrum, we call waste “impediments” or “obstacles”. \u00a0It is very important to remove the obstacles because they are impediments to delivering value to your customer fast and impediments to self-organization and high-performing teams. \u00a0As you become more comfortable with Scrum and your role as Product Owner, ScrumMaster or Team member, seeing waste will be one of the first breakthroughs of learning how to leverage Scrum to create real and lasting change.<\/p>\n

In order to help you with seeing waste, I have used the work of Mary and Tom Poppendieck<\/a> and their two books, Lean Software Development: An Agile Toolkit and Implementing Lean Software Development: From Concept to Cash, to create a list of seven common wastes of software development. \u00a0Mary and Tom do a great job of mapping the Seven Wastes of Lean Manufacturing<\/a>\u00a0to software development and I encourage you to read their books if you want to know more about Lean Thinking applied to software.<\/p>\n

The Seven Wastes of Software Development are listed to below to help open your eyes. \u00a0As you read this list, make a note of the common wastes that you encounter each day and their impact on your work. \u00a0I might even suggest that your consider showing this list to someone else in your organization and start a dialogue on what wastes are common in your business and how you might begin to remove them, or mitigate their impact.<\/p>\n

    \n
  1. Partially Done Work:<\/strong> partially done work has a tendency to become obsolete and it gets in the way of other development that might need to be done.\u00a0 Examples of partially done work are uncoded requirements or designs, unsynchronized code, untested code, undocumented code and undeployed code.\u00a0 Partially done work ties up resources in investments that have yet to yield results and since the work is not finished, we cannot reallocate staff to the next important business initiative.\u00a0 The big problem with partially done work is that you have no idea whether or not it eventually will work, when it will get into the hands of your customer or that when it is finally delivered, it is valuable to the customer.\u00a0 Another word for partially done work is called inventory<\/em><\/span>.<\/li>\n
  2. Extra Processes:<\/strong> do you ever ask yourself, \u201cAre all these processes really necessary?\u201d\u00a0 Processes consume time and resources.\u00a0 Extra processes slows down response time.\u00a0 Processes hide quality problems and extra processes no one really cares about add no value.\u00a0 When we look at processes, we need to ask ourselves are they the most efficient, effective means to transmit the information or achieve the goal.\u00a0 Often times that are not are candidates for elimination.<\/li>\n
  3. Extra Features:<\/strong> it may seem like a good idea, perhaps even harmless, to put in a few extra features into a system \u201cjust in case\u201d they are needed.\u00a0 Technical people talk a good game on why they are essential, but on the contrary, extra features are serious form of waste.\u00a0 Every line of code in the system has to be tracked, compiled, integrated and tested each time the code is touched and has to be maintained for the life of the system.\u00a0 Each bit of code increases complexity, is a potential failure point and it is probable it may even become obsolete before it is used.\u00a0 Another term for extra features is called overproduction<\/em><\/span>.<\/li>\n
  4. Handoffs:<\/strong> in many software projects we transmit knowledge and information via documents – requirements move from analysts to designers, then design documents move from designers to programmers, code moves from developers to testers and so on.\u00a0 Each handoff is fraught with opportunities for waste.\u00a0 The biggest waste of all in handoffs is the information loss.\u00a0 We cannot possibly pass along all the information that is needed to the next person in the line.\u00a0 An enormous amount of tacit knowledge and learnings about the customer remain behind and never reach the receiver.<\/li>\n
  5. Delays:<\/strong> one of the most sizable forms of waste in software development is usually waiting for things to happen.\u00a0 Delays in starting a project, delays in staffing, delays due to excessive requirements documentation, delays in reviews and approvals, delays in testing and delays in deployment are waste.\u00a0 Delays are common in software development and it would seem counterintuitive to think of them as waste.\u00a0 Yet, each delay keeps your customers and users from realizing the value of your system and allows a competitor to edge into your market.<\/li>\n
  6. Task Switching:<\/strong> assigning people to multiple projects simultaneously is a source of waste.\u00a0 Every time a team member switches between tasks, a significant switching time is incurred as they get their thoughts gathered, reoriented to the new work and get into the flow of the new task.\u00a0 Add in people belonging to multiple teams and we create many more interruptions and thus more task switching.\u00a0 This has been know since Tom DeMarco<\/a> and Timothy Lister wrote Peopleware in 1987 and was reinforced in 2001 by researchers at the University of Michigan Ann Arbor.\u00a0 They showed that worker productivity drops between 20% to 40% as one switches between tasks.\u00a0 When this happens multiple times a day, this time lost, called context switching, adds up fast.\u00a0 Context switching is pure waste and should be avoided.<\/li>\n
  7. Defects:<\/strong> the amount of waste caused by a defect is the product of the impact of the defect and the time it goes undetected.\u00a0 A critical defect that is detected in three minutes is not a big source of waste.\u00a0 A minor defect that is not discovered for weeks is a much bigger waste.\u00a0 The way to reduce the impact of defects is to find them as soon as they occur by testing immediately, integrating often and releasing to production as soon as possible.<\/li>\n<\/ol>\n

    Remember, if something does not directly add value as perceived by the customer, it is considered waste.\u00a0 If you can do without it, it\u2019s waste.<\/p>\n

     <\/p>\n","protected":false},"excerpt":{"rendered":"

    value: anything of worth that the customer will pay for. waste: anything the business does, or produces, that the customer will not pay for. 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