1. More Content in Less Time Applying the secrets of Lean Thinking andAgile Programming to the creation of content. Mark Baker, Analecta Communications Inc.

2. Productivity is key Product design Manufacturing Software development Content developmentJanuary 29, 2013 Analecta Communications Inc. 20052

3. Lean manufacturing Toyota produces a new vehicle in one year compared to two to three years for North American competition. Toyota produces better cars at competitive prices yet makes more moneyJanuary 29, 2013 Analecta Communications Inc. 20053

4. Agile programming State of Florida Statewide Automated Child Welfare Information System Started 1990, estimated $32M, delivery 1998 As of 2002, spent $170M, estimated $230M, delivery 2005 State of Minnesota Statewide Automated Child Welfare Information System Started 1999, finished 2000, cost 1.1 million.January 29, 2013 Analecta Communications Inc. 20054

5. Lean thinking Toyota Production System (TPS) Lean Thinking study of TPS James P. Womack Daniel T. Jones Studied Toyota and other companies Derived set of principles dubbed Lean ThinkingJanuary 29, 2013 Analecta Communications Inc. 20055

6. Five principles Specify value: waste is any process that does not add value to the customer. In order to identify waste, you must first specify what is of value. Identify the value stream: trace how value is added to a product at each stage of the productive process. Waste is all the steps in the process that do not add value. Flow: The productive process should flow without interruption, without waiting, and without unnecessary movement. Pull: Nothing should be produced until it is needed by the next step in the process. Perfection: An organization must be committed to building and maintaining a culture in which every employee is dedicated to reducing waste and improving quality. Womack and Jones, pp 16-26.January 29, 2013 Analecta Communications Inc. 20056

7. Batch and Queue ManufacturingJanuary 29, 2013 Analecta Communications Inc. 20057

8. Manufacturing FlowJanuary 29, 2013 Analecta Communications Inc. 20058

9. Batch and Queue ContentJanuary 29, 2013 Analecta Communications Inc. 20059

10. Documentation beefs The spec keeps changing The developers wont review the docs Carrot approach Stick approachJanuary 29, 2013 Analecta Communications Inc. 200510

11. Content FlowJanuary 29, 2013 Analecta Communications Inc. 200511

12. Promotes learning Errors are discovered sooner Errors in content result from defects in knowledge Fix the defects in your knowledge so you can produce better content fasterJanuary 29, 2013 Analecta Communications Inc. 200512

13. More efficient Better utilization of resources No crunch at the end of the project Errors detected sooner means better understanding, which means fewer errors are madeJanuary 29, 2013 Analecta Communications Inc. 200513

14. Catches more errors Reviewers can focus on one issue at a time Catch developers while details fresh in their mindsJanuary 29, 2013 Analecta Communications Inc. 200514

15. Improves completeness Reviewer reading a book cant see the trees for the forest Focusing on one issue leads developers to ask where related issues are discussedJanuary 29, 2013 Analecta Communications Inc. 200515

16. Builds awareness When work flows, workers can see how their work affects the rest of the process. With incremental review, developers can see how their work affects documentation More likely to inform writers of design changesJanuary 29, 2013 Analecta Communications Inc. 200516

17. Waterfall design process Requirements System design Analysis Program Design Coding Testing DeliveryJanuary 29, 2013 Analecta Communications Inc. 200517

18. Waterfall doesnt work Keep trying to get it right the first time But we never do! Insanity: doing the same thing over and over and expecting different results EinsteinJanuary 29, 2013 Analecta Communications Inc. 200518

19. Why waterfall fails Design generates information Go from not knowing how to knowing how At the start you have little information At the end you have a lot of information Decisions fixed at the beginning are based on very little informationJanuary 29, 2013 Analecta Communications Inc. 200519

20. Information theory Events that are less probable contain more information. The closer our first-pass success rate is to 100 percent, the lower the information generation rate. This means that if we succeed at doing things right the first time we will have driven all information generation out of our design process. Reinertsen, Managing the Design Factory, pp 69,79January 29, 2013 Analecta Communications Inc. 200520

21. Embrace change Information will increase Designs will change Content requirements will change Content will changeJanuary 29, 2013 Analecta Communications Inc. 200521

22. Agile software development Iterative development User stories Frequent deliveries to customer Keep your options open Do the simplest thing that works Refactor constantlyJanuary 29, 2013 Analecta Communications Inc. 200522

23. Agile content development Iterative development User stories Frequent deliveries to customer Keep your options open Do the simplest thing that works Refactor constantlyJanuary 29, 2013 Analecta Communications Inc. 200523

24. Iterative development Develop content in small chunks Use incremental review Harmonize content development with product developmentJanuary 29, 2013 Analecta Communications Inc. 200524

25. User stories Support user tasks Use personas Minimalism Deliver only content that is known to be of value to customersJanuary 29, 2013 Analecta Communications Inc. 200525

26. Frequent deliveries to customer Publish continuously Make sure content is published to all alpha and beta tests, internal and external Mark pages as un- reviewed with appropriate cautions, but make sure they are read early and often Provide a feedback mechanismJanuary 29, 2013 Analecta Communications Inc. 200526

27. Keep your options open Learn first, then write Start as late as possible More information is available later Isolate volatility Media Subject matterJanuary 29, 2013 Analecta Communications Inc. 200527

28. Do the simplest thing that works Dont try to guess what future needs will be. You will guess wrong and waste effort Do the simplest thing that works today The simplest solution will be easiest to change when future needs ariseJanuary 29, 2013 Analecta Communications Inc. 200528

29. Refactor constantly Maintain simplicity by refactoring to eliminate complexity and redundancyJanuary 29, 2013 Analecta Communications Inc. 200529

30. Evenness You dont win the Tour de France by trying to win all stages Different techniques optimize different parts of the process Strive for evenness Optimize the whole rather than the partsJanuary 29, 2013 Analecta Communications Inc. 200530

31. Reading List More Content in Less Time, Mark Baker, Best Practices, forthcoming. Lean Thinking, James P. Womack and Daniel T. Jones, The Free Press, 2003. The Toyota Way, Jeffrey K. Liker, McGraw Hill, 2004. Managing the Design Factory, Donald G. Reinertsen, The Free Press, 1997. Lean Software Development, Mary Poppendieck and Tom Poppendieck, Addison Wesley, 2003.January 29, 2013 Analecta Communications Inc. 200531

32. Contact information Mark Baker Analecta Communications Inc. www.analecta.com mbaker@analecta.com 613-731-2555January 29, 2013 Analecta Communications Inc. 200532