Design In Process | Glossary

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Design-in-Process (DIP) is partially finished work. DIP is discussed here as analogous to WIP (Work-in-progress of manufacturing). Partially finished work, incomplete work, inventory are considered as waste in IT industry which is not visible as in the manufacturing industry.

In Software development DIP is inventory, which is a risk. As Donald (Don) Reinertsen mentions in his book, queues cause development process to have too much design-in-process inventory. Developers, managers unaware of DIP do not measure it, do not manage it. They even do not realize that DIP is a problem. When DIP is high, cycle times are long.

Don, gives two important reasons why product developer are blind to DIP

  1. Inventory is financially invisible, partially completed designs are not considered as assets in balance sheet and R&D costs are expensed as they are incurred.
  2. Inventory is usually physically invisible in product development so developers are blind towards it. DIP is an information, not physical object. We don’t see piles of DIP if we walk through engineering department, DIP inventory is bits on disk drive, and we have very big disk drive in product development.

 

Blind to DIP, increases variability, risk and cycle time which in turn decrease efficiency, quality and motivation.

 

Reference: “The Principles of Product Development FLOW Second Generation Lean Product Development” by Donald Reinertsen (page 5 & 6)

 

The Scrum Culture: Introducing Agile Methods in Organizations (Management for Professionals) | Book Series

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Overview:
This book is the best guide for Managers, Scrum Masters and Agile coaches who are interested in Agile organizational methods and who are planning to introduce Scrum for their own firm. Scrum is not only a Product Development Framework but can also be used to structure activities for Agile and Lean Organizational Development.

You will learn:

  1. In the First part, Book explains its relevance, highlights a number of pain points typical for first encounters with Scrum, and embeds it in an introduction to organizational change.
  2. The second part describes the principles of introducing Scrum in detail.
  3. The third part embarks on the practical application of these principles, drawing on a wealth of experience gathered in many successful introduction projects.
  4. The fourth part focuses on a detailed case study of a Scrum transformation
  5. The fifth part provides the scientific background information and study details that led to the findings
  6. In part six offers a number of appendices with extensive information on Scrum and its principles.

Author:

Dominik Maximini


Published In:
2012