RE: How to measure SIP?

This is actually a common situation in Lean Production. You can only go
so far inside the team before you have to start educating your suppliers
and customers. Toyota has done a brilliant job of optimizing the whole
value chain, not just the part of it on their premises. At some point
you'll either have to choose to educate your customer or accept limits
on the amount of value you can deliver.
 
Kent

-----Original Message-----
From:
sentto-8007113-455-1056099999-kent=threeriversinstitute.org@returns.grou
ps.yahoo.com
[mailto:sentto-8007113-455-1056099999-kent=threeriversinstitute.org@retu
rns.groups.yahoo.com] On Behalf Of Piergiuliano Bossi
Sent: Friday, June 20, 2003 2:07 AM
To: [email protected]
Subject: Re: [SIP] How to measure SIP?


Kent Beck wrote:


I "only" have an aesthetic/intellectual argument for when to start the
SIP clock, not any experience. You have some capital to invest. At some
point, you start applying it towards a particular feature, so you can't
apply towards any other feature (opportunity cost). At some future
point, you receive revenue, so you have capital again. Symmetry suggests
to me that we should start measuring when the capital becomes
unavailable and stop measuring when it becomes available again. This
suggests B to me, since writing a story on a card doesn't really prevent
me from writing 100 other stories on other cards.


I agree with you in general, but in our case and from a pure customer's
point of view, capital is budgeted before iteration planning (ie: at the
beginning of the month of work), but really expended only when the
software is validated in pre-production, not before (actually, it's even
worse: typical invoices in Italy have payment conditions such that you
receive money 30, 60 or 90 days after issueing the invoice).
Technically, if the software is not validated, because it is too buggy,
or we messed up the relationship with the customer or ... the customer
doesn't spend anything and capital may be diverted to another project.

I don't think that my comment would affect how SIP is calculated, but I
think it would be worth mentioning it.



Does that answer your question?


Yes, sort of. :-) 
Thanks. I'll report back again as I experiment more.

The real problem that I perceive is customer's idle times: it really is
out of our control and it depends on organizational and political
factors that have nothing to deal with our project and the relationship
with the customer.



Ciao, Giuliano




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