One of my favourite verbal patterns is “Stop The Bleeding”. I heard the term come back to me in a management meeting last week in the right context and with the right response – Success!
I’m not exactly sure where I heard this first but it was sometime in the last 4 years. Mike Cohn references it in the context of agile testing but until I searched for the term just now I’d never read that particular article so I’m sure it’s also used elsewhere…
Name: “Stop The Bleeding” or “Plug The Hole”.
Concept: Consider the “flow” of work and issues. Many software activities generate or receive some sort of flow. Whilst you can use a Kanban approach to manage the flow, you need to address the site of the problem first to prevent it getting any worse and look upstream to consider prevention activites.
Analogies: You have a patient on a stretcher with a series of broken bones and a torn major artery, where do you focus your attention first? – or- You’re in a boat with a leak in the hull. You either stop rowing and start bailing or start rowing and start sinking. Maybe it’s time to fix the leak? Once you’ve fixed the leak, how about staying away from the rocks?
Usage: The most common times I’ve used this term are in test automation and defect management.
I’ve seen major investments in writing automated regression test suites for existing functionality or old manual tests. Skilled testers are usually in limited supply. Why are we using their valuable capacity on a static problem?
We need to take that capacity and apply it to the issues we continue to create every day – the ones where we’re still bleeding. Write automated tests for our new functionality and changes that we’re introducing right now. These become your regression tests as soon as they start passing!
In defect management a common challenge is customer escalations. These usually happen because we failed to act on a problem in a timely manner. Stopping the bleeding here means addressing new incoming defects promptly and properly. For example; try replicating issues immediately and then negotiating when your customers want a solution rather than just focusing on traditional severity / impact numbers.
Once your flow is under control and you’re working to when customers want a fix, escalations for delinquent issues will trail off fast. Now you can start addressing your other priorities. Note: The “bleeding” in this second example is customer escalations, not incoming defects – Stopping incoming defects is a subject in itself!
I found another reference recently in “The Art of Agile Development”- Great book!