Lean o Agile Scrum o Kanban

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1 Are You Agile Enough? Dicembre 2018 Stefania Di Cristofalo Lean o Agile Scrum o Kanban

2 Lean

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5 5 principi Lean

6 Lean

7 SE VUOI EFFICIENTARE UN PROCESSO ESISTENTE DEVI FARE UN INTERVENTO LEAN Ridurre tempi attesa Ridurre passaggi di consegne Ridurre sovra-produzione Prevedere time-boxing Ridurre batch di lavoro

8 Kanban è uno strumento utile a visualizzare e gestire il flusso del lavoro Giardini del Palazzo Imperiale di Tokyo

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10 Visualizzare il flusso del lavoro Visualizzare la allocazione del lavoro Individuare le sovra-allocazioni Individuare i colli di bottiglia SE VUOI TRACCIARE E GESTIRE IL FLUSSO DEL LAVORO, LA KANBAN BOARD E LO STRUMENTO ADATTO Nella nostra Kanban i post-it non rappresentano pezzi di automobile o persone ma attività (fatte da persone o strumenti) che scorrono nella catena di produzione-

11 Cosa hanno in comune Lean e Agile?

12 Agile

13 Ralph Stacey Natrix CAUSE AND EFFECT CAN BE UNDERSTOOD ONLY ANALYZING OR INVESTINGATING THE SYSTEM AND ITS MECHANISMS. APPLY GOOD PRACTICES. NO CLEAR RELATIONSHIPS BETWEEN CAUSE AND EFFECT EVEN IF INSPECTED. THE APPROACH IS TO ACT, SENSE, RESPOND AND WE CAN DISCOVER NOVEL PRACTICE. THE RELATIONSHIP BETWEEN CAUSE AND EFFECT CAN ONLY BE PERCEIVED IN RETROSPECT, BUT NOT IN ADVANCE. INSPECT AND ADAPT. RELATIONSHIPS BETWEEN CAUSE AND EFFECT ARE EVIDENT. APPLY BEST PRACTICES. 15

14 We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Agile Manifesto Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. Kent Beck Mike Beedle Arie van Bennekum Alistair Cockburn Ward Cunningham Martin Fowler James Grenning Jim Highsmith Andrew Hunt Ron Jeffries Jon Kern Brian Marick Robert C. Martin Steve Mellor Ken Schwaber Jeff Sutherland Dave Thomas

15 Ciclo dopo ciclo imparare, adattarsi, produrre. Empirical Approach TRANSPARENCY INSPECTION ADAPTATION

16 Esperimenti Consegne Frequenti Team cross-funzionali Auto-organizzazione Intentional & Servant Leader Organizzazione come rete di team Collaborazione Psycological Safety Trasformazione Agile

17 CAMBIO DI PARADIGMA

18 Cambio di Paradigma

19 Chi Agile è, Agile fà L AGILITA E UN MINDSET Pensare Agile, Essere Agile, Fare Agile

20 Scrum è un framework Agile di pratiche SCRUM FRAMEWORK DI PRATICHE COLLABORATIVE PER TEAM COINVOLTI NELLA REALIZZAZIONE DI PROGETTI COMPLESSI 3 ruoli 5 eventi 3 artifact LEGGERO SEMPLICE DA COMPRENDERE DIFFICILE DA PADRONEGGIARE

21 SCRUM

22 Value Creation Business value Agile Waterfall time 24

23 Il mio team lavorerà con SCRUM e adotterà una Kanban Board per visualizzare e gestire il lavoro da fare SE VUOI CREARE UN PRODOTTO O UN SERVIZIO CON UN TEAM DEDICATO SCRUM E LA SCELTA GIUSTA

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25 Grazie! #

26 Scrum vs Kanban SCRUM Timeboxed iterations prescribed. Team commits to a specific amount of work for this iteration. Uses Velocity as default metric for planning and process improvement. Cross-functional teams prescribed. Items must be broken down so they can be completed within 1 sprint. Burndown chart prescribed KANBAN Timeboxed iterations optional. Commitment optional. Uses Lead time as default metric for planning and process improvement. Cross-functional teams optional. Specialist teams allowed. No particular item size is prescribed. No particular type of diagram is prescribed 28

27 Scrum vs Kanban SCRUM WIP limited indirectly (per sprint) Estimation prescribed Cannot add items to ongoing iteration. A sprint backlog is owned by one specific team Prescribes 3 roles (PO/SM/Team) A Scrum board is reset between each sprint Prescribes a prioritized product backlog KANBAN WIP limited directly (per workflow state) Estimation optional Can add new items whenever capacity is available A kanban board may be shared by multiple teams or individuals Doesn t prescribe any roles A kanban board is persistent Prioritization is optional. 29

28 Lean una Storia Antica Arsenale di Venezia 1574 King Henry III of France comes to see boats built up in one hour through continuous process flow & standard assembly stations Sakichi Toyoda 1902 Jidoka Stopping production of defective cloth Machine operate with no need for workers to watch each machine 1924 Quick Changeover Zero time shuttle is introduced so the loom can keep running contonuously Henry Ford 1910 Flow Highland Park Henry Ford s Highland Park plant pioneers «Flow Production» Equipements placed in process sequence The whole factory operate at the rate of the final assembly 1926 Mass River Rouge Different types of process steps are located in «Process Villages» Kiichiro Toyoda Taiichi Ohno 1937 Just In Time Toyota Motor Company is established Just In Delivery of parts 1950 Kanban & Supermarkets Practical methods are devloped to implement JIT Mura > Muri > Muda Jim Womak & Dan Jones 1990 The Machine that Changed the World 1996 Lean Thinking

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30 SE VUOI CAPIRE COME FUNZIONA UN PROCESSO E VUOI EFFICIENTARLO, LEAN VALUE STREAM MAP E LO STRUMENTO ADATTO Ridurre tempi attesa Ridurre passaggi di consegne Ridurre sovra-produzione Prevedere time-boxing Ridurre batch di lavoro