Bootcamps and technical programs might make you a coder but they won’t make you a great software developer.
Invaluable engineers are more than just solid coders, they must also have soft skills organizations rely on to find solutions and deliver.
They’re also disciplined and understand their role in the greater ecosystem of product development and delivery.
Yet, many organizations struggle with their own development teams, not knowing enough about technical details to know whether their developers are being productive or not.
Some organizations feel as if they’re being held hostage by their developers. On the flip side, developers often feel victimized, overwhelmed with demands to do more with less.
If any of this sounds familiar, know that you’re not alone. I’ve seen these issues in almost every organization I’ve gone into.
Good news is, it is all manageable and solvable. It can also be turned around fairly quickly, putting your projects, your development team, and the entire organization right back on track.
I offer a 12-week course that draws from 20 years of experience in software development and 10 years in lean six sigma process improvement.
This course concentrates on all aspects of software delivery, from the people and process to the systems and tools. More than just an audit of all these areas, I consult and mentor your developers in the areas of communication, administratively handling their assignments, being transparent, and contributing professionally, helping them to develop the soft skills they need to succeed and your organization needs in order to maximize its software investments.
Throughout this course, I also pay attention to issues that warrant a Six Sigma level of effort. I’ll consider problems that:
- Have a financial impact to EBIT (Earnings Before Income Tax) or NPBIT (Net Profit Before Income Tax) or have a significant strategic value
- Produce results that significantly exceed the amount of effort required to obtain the improvement
- Aren’t easily or quickly solvable with traditional methods
- Improve performance of a specified metric or Key Performance Indicator (KPI) by greater than 70 percent over existing performance levels
Steps to lean process improvement, include:
- Determining how your process delivers value to your customers
- Reducing obvious waste with layout, better information-sharing, smaller batches, 5S, visual management, &
- Separating repetitive processes from unique processes and find ways to make unique processes repetitive
- Mapping the process flow to determine value-added and non-value-added activities
- Identifying bottlenecks and causes of variability
- Focusing Kaizen projects on processes that cause bottlenecks and variability
- Identifying opportunities for cross-training to improve process performance