What should you do if the team only has enough well-understood stories to
keep half the developers busy? One answer is to implement poorly-understood
stories just to keep the developers busy. Another is to have the un-needed
developers work to increase the capacity of the team as a whole (automation,
training, refactoring).

Ohno in Toyota Production System tells the story of a team that only had
enough work for 3.5 people. If the work is spread equally between the whole
team then it's hard to see that the team has spare capacity. If instead you
load 3 people 100%, then the half idle time of the fourth member is obvious.
If the team can improve their productivity a little they can free up one
person to contribute elsewhere.

Kent Beck
Three Rivers Institute

-----Original Message-----
From: Shane Mingins [mailto:[EMAIL PROTECTED] 
Sent: Sunday, December 19, 2004 11:29 PM
To: [EMAIL PROTECTED]
Subject: RE: [XP] A Plug-in to XP: XA (eXtreme Analysis) >> case study
presentation

--- Kent Beck <[EMAIL PROTECTED]> wrote:

> 
> The Theory of Constraints and Lean Manufacturing
> both suggest that sometimes
> people should not be busy.

Could u perhaps expand on this a bit.  

It has been a years since I read TOC (as well as The
Goal and The Race) so I cannot recall how this works.

Thanks
Shane

=====

Shane Mingins

[EMAIL PROTECTED]

please remove clothes before emailing



                
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