Continuous Improvement Begins With Standards
Software is the executable representation of knowledge.  As a result, I find that software development provides a fruitful basis for exploring how problem solving is done by diverse team members in a cooperative (or even combative!) context.
Here is one example. In June 1997, Tom Gilb wrote an article for Crosstalk on “Requirements-Driven Management”. He noted that his purpose was intended to discuss, among other things, “some of the current major problems in systems engineering.” I stumbled upon this article again over the weekend, and it’s still as relevant now as it was a decade ago.
Standards are a prerequisite for systematic continuous improvement; the means to achieve an improvement process, not the ends, according to Glib. Furthermore, he remarks that Deming’s perspective on continuous improvement establishes, in part, that the reason we should adopt standards is to normalize our project to other projects . Once we do that, we’ve opened the doors to be able to use industry best practices, derived from other projects who also applied the standards – so that we can “clearly see the effect of any changes experimentally introduced into a process and not have to worry too much about other potential factors that impact the results.”
Learning, learning, learning. It’s all about continuous improvement through continuous learning, and in presenting this, Gilb is essentially promoting the same philosophy as Alistair Cockburn’s Cooperative Game Manifesto for Software Development. Both see the learning process as the key to successful software development. (So why do we not focus on this aspect of development more?) Glib addresses the issue of learning directly:
“The time has come to recognize that projects are so large, so complex, so unpredictable, and so state-of-the-art new that we have no practical alternative except to maximize our learning process during the project and as early as possible in the project life. “
In this article, Gilb also presents “Evo” – short for “Evolutionary Project Management” – which has been used at IBM since 1970. It’s an implementation of Deming’s PDCA (Plan-Do-Check-Act) approach, and the author likens it to Humphrey’s Personal Software Process (PSP).