{"id":1879,"date":"2014-06-09T08:11:41","date_gmt":"2014-06-09T15:11:41","guid":{"rendered":"http:\/\/lookforwardconsulting.com\/?p=1879"},"modified":"2024-03-05T10:39:39","modified_gmt":"2024-03-05T10:39:39","slug":"who-is-responsible-for-quality-in-scrum","status":"publish","type":"post","link":"https:\/\/thescrumacademy.com\/es\/2014\/06\/09\/who-is-responsible-for-quality-in-scrum\/","title":{"rendered":"Who Is Responsible for Quality in Scrum?"},"content":{"rendered":"

\"BIZ-JEEP19-2\"<\/a>To build a quality product we need to let go of the outdated 20th century idea that quality can be achieved through inspection alone, i.e. testing.\u00a0 Instead, let us focus on constructing a framework that produces quality outcomes from the beginning and the two Lean concepts highlighted in this article will help you achieve this goal.\u00a0 In the last article<\/a> in our series on Lean Thinking, I shared with you the concepts of gemba<\/i> (\u201creal place\u201d) and genchi genbutsu<\/i> (\u201cgo and see\u201d) as a way to stay grounded on where to find value and encourage everyone to take time to see for themselves how the product is being used.\u00a0 This article will discuss how we can build processes that will deliver the minimum amount of errors from the beginning.<\/p>\n

POKA-YOKE<\/strong> – \u201cmistake-proofing\u201d<\/em><\/h3>\n

Poka-yoke<\/i> means mistake-proofing.\u00a0 A poka-yoke<\/i> is any mechanism in a Lean process that helps the participants avoid mistakes.\u00a0 Its purpose is to eliminate product defects by preventing, correcting or drawing attention to human errors as they occur.\u00a0 Poka-yoke<\/i> can be implemented at any step of a process where something can go wrong or where an error can be made.\u00a0 Either the participant is alerted when a mistake is about to be made, or the poka-yoke<\/i> device actually prevents the mistake from being made.<\/p>\n

Many of the common mistake-proofing techniques for Team members come from Extreme Programming (XP).\u00a0 Continuous integration<\/a>\u00a0(CI) is the classic examples of poka-yoke for <\/i>software development.\u00a0 However, CI only works when everyone on the Scrum Team is checking in their code multiple times a day and knows how to back out their changes when they cause the build to fail.\u00a0 Automated unit and functional testing is another example of poka-yoke<\/i> since the automated tests exist to alert programmers that they have introduced errors while the design is still fresh in the their minds.\u00a0 Finally, pair programming<\/a>\u00a0is another excellent mistake-proofing process for coding and design errors since two sets of eyes review all new code.\u00a0 While not perfect, pairing eliminates many design, testing and requirement errors from entering the code in the first place.\u00a0 Frankly, I find it astounding that in 2014 that CI, automated testing and pairing is still not the standard practice for all software teams.<\/p>\n

ScrumMasters and Product Owners should work with the Team to poka-yoke <\/i>all the procedures and processes.\u00a0 Once a defect, error or abnormality creeps into the development process, ScrumMasters and Product Owners should provide leadership and support in mistake-proofing the process from future errors.<\/p>\n

JIDOKA<\/strong> – \u201cautomation\u201d<\/em><\/h3>\n

Jidoka<\/i> is a Japanese term describing a quality control process that can be best summarized as “automation with a human touch\u201d.\u00a0 It is a type of automation which implements supervisory activities rather than producing more product. \u00a0 When an abnormal situation arises in the Toyota Production System<\/a>, the machine will stop and workers will stop the production line to resolve the issue immediately (sometimes this is called \u201cStop the Line<\/a>\u201d).\u00a0 To me, jodoka<\/i> is about how do we work smarter so that we focus our attention on understanding the problem to ensure that it never recurs.<\/p>\n

Here are four general principles to jidoka <\/i>within the context of Scrum.<\/p>\n

    \n
  1. Detect the abnormality:<\/strong>\u00a0normally a Scrum Team will rely on the XP technical practices of CI and automated testing to identify code level problems.\u00a0 Additionally, the Scrum framework offers three places to detect abnormalities. \u00a0 The Daily Scrum to identify impediments to flow, the Sprint Review of the potentially shippable product helps everyone stay focused on the regular delivery of customer value and the role of ScrumMaster is to make visible any impediment or abnormality in the development process.<\/li>\n
  2. Stop:<\/strong> everyone in Scrum is responsible for quality.\u00a0 If you notice that something is wrong, ask another member of the Team, the ScrumMaster and\\or the Product Owner for their opinion.\u00a0 Often times in Scrum we make decisions based on limited or incomplete information and through the process of developing the product we learn something new that invalidates our assumptions – this is a good thing!\u00a0 When this occurs we need to share this information with other Team members, if the new information impacts some technical aspect of the product.\u00a0 Or we need to share it with the Product Owner, if it will have an impact on the requirements or the Team\u2019s ability to deliver.\u00a0 Finally, it is essential to keep the ScrumMaster informed of these conversations since it is their job to identify and anticipate recurring patterns of behavior within the Team.<\/li>\n
  3. Fix (or correct) the immediate condition:<\/strong> once we understand and agree the situation is abnormal, we make the correction to fix (or mitigate the impact of) the error.\u00a0 We do not allow it to persist, otherwise someone else will have to deal with it later and it will introduce an unnecessary delay.\u00a0 Team members should use the Daily Scrum to identify any abnormalities they encountered and how they fixed the situation so other Team members are aware the development process is having issues, to be on the lookout for potential abnormalities and perhaps implement a fix in their own work.<\/li>\n
  4. Investigate the root cause to install a countermeasure:<\/strong> use the Retrospective meeting to begin the conversation around the origin of the abnormality, identify the root cause of the issue and define an action item that will remove the impediment.\u00a0 If the issue requires a deeper investigation, the ScrumMaster and Team members may start an A3 investigation<\/a>\u00a0to probe the problem, gather data and come up with an effective countermeasure.<\/li>\n<\/ol>\n

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

    To build a quality product we need to let go of the outdated 20th century idea that quality can be achieved through inspection alone, i.e. testing.\u00a0 Instead, let us focus 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