{"id":66,"date":"2008-07-25T21:16:53","date_gmt":"2008-07-26T04:16:53","guid":{"rendered":"http:\/\/lookforwardconsulting.com\/wordpress\/?p=66"},"modified":"2025-02-20T13:45:38","modified_gmt":"2025-02-20T13:45:38","slug":"pay-attention-to-the-obvious","status":"publish","type":"post","link":"https:\/\/thescrumacademy.com\/es\/2008\/07\/25\/pay-attention-to-the-obvious\/","title":{"rendered":"Pay Attention to the Obvious"},"content":{"rendered":"<p>The other day we were talking about\u00a0<a title=\"Design for Six Sigma\" href=\"http:\/\/en.wikipedia.org\/wiki\/Design_for_Six_Sigma\">DfSS<\/a>\u00a0and how much training material we were going to produce and what sort of timelines we could commit to. I was having a hard time wrapping my head around the scope of the problem because it seemed very large and undefined. Specifically, I was thinking I had a\u00a0<strong>LOT<\/strong>\u00a0of original training I needed to create around some Agile code practices. Somewhere along the way I had missed an important concept about my role on the DfSS rollout team. For some reason, I was under the impression that DfSS was about making better engineers.<\/p>\n<blockquote><p><span id=\"ctl00_SDTimesPlaceHolder_articleBodyLabel\">&#8220;Noooo. DfSS (<em><strong>DESIGN<\/strong><\/em>\u00a0for Six Sigma) is about taking good engineers (people with good skills and proven engineering aptitude) and training them to become good\u00a0<em><strong>designers<\/strong><\/em>.&#8221;<\/span><\/p><\/blockquote>\n<p>While had been consistently told that DfSS is the program is about \u201c<strong><em>designing\u00a0<\/em><\/strong>quality into the system\u201d, what I heard was \u201c<strong><em>building<\/em><\/strong>\u00a0quality into the system\u201d. During the implementation (ostensibly the work that happens after DfSS), quality engineering practices are monitored and controlled via the scorecard. It is through the scorecard that good engineering practices like\u00a0<a title=\"Continuous Integration\" href=\"http:\/\/martinfowler.com\/articles\/continuousIntegration.html\">continuous integration<\/a>,\u00a0<a href=\"http:\/\/en.wikipedia.org\/wiki\/Unit_testing\">automated unit tests<\/a>,<a href=\"http:\/\/c2.com\/cgi\/wiki?WhatIsRefactoring\">refactoring<\/a>, etc., etc. are implied to the Team. During implementation, you have to do \u201csomething\u201d which will satisfy the scorecard, that \u201csomething\u201d is up to you.<\/p>\n<p>Call me a bit skeptical about using the scorecard as a control mechanism for good engineering practices. I feel comfortable that the design coming from DfSS will be excellent, reflect the\u00a0<a title=\"VOC\" href=\"http:\/\/en.wikipedia.org\/wiki\/Voice_of_the_customer\">Voice of the Customer<\/a>\u00a0and be marketable, but leaving implementation as a black box to be monitored via a scorecard at phase gates ,or through periodic in-process reviews, leaves me less than satisfied. It seems to me that DfSS relies heavily on the ability of the DfSS Black Belt to bring both an excellent design\u00a0<strong>AND\u00a0<\/strong>quality engineering practices to the implementation team. In many of the environments I have encountered, there is big gap between the skills of the designers and the implementation team. It might be a bridge too far, I don\u2019t know.<\/p>\n<p>&nbsp;<\/p>\n","protected":false},"excerpt":{"rendered":"<p>The other day we were talking about\u00a0DfSS\u00a0and how much training material we were going to produce and what sort of timelines we could commit to. 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