Scrumagilean A practical introduction to Lean Principles Jon Terry

Transcription

1 Scrumagilean A practical introduction to Lean Principles Jon Terry

2 DSDM Nope Scrum XP LeanKanban? Many people you meet will have a narrow software development centric view of modern management ideas Agile

3 1950s-1980s 1980s 1990s 2000s Today TQM Lean Construction Toyota Production System TOC Just-In-Time Six Sigma Lean (Manufacturing) Kanban A Messy Family Tree Lean Engineering Lean (Startup) Enterprise Understanding shared heritage broadens learning and eases communication Agile Scrum XP Lean IT (SAFe & ITSM)

4 Lean Starts with Principles A virtuous cycle of continuous improvement

5 Not Much Help Here

6 The Toyota Way has two main pillars: continuous improvement and respect for people. - Katsuaki Watanabe

7 Respect For People Continuous Improvement Lean

8 Respect For People Continuous Improvement Relentless Focus on Delivery Centered on Customers Customers What do they want? And what must we do to deliver it? Mentoring Management

9 Respect For People Continuous Improvement Relentless Focus on Delivery Make Team Success The Goal Humble, Hungry, Smart Motivation Ensure Cross-Team Alignment Autonomy with Safety Customers Build a Cohesive Team Mentoring Management Build People, Then Products Create Clarity & Over- Communicate Belief in the intrinsic motivation of clear purpose vs extrinsic motivation driven by rewards & punishment

10 Respect For People Continuous Improvement Relentless Focus on Delivery Optimize the Whole Visualize Workflow Measure to Manage Deliver JIT Defer Commitment Customers Experiment to Create Knowledge Mentoring Management Eliminate Waste Build Quality In Focus on rapid flow of value & fast feedback loops vs up-front planning & high utilization of all resources

11 Optimize the Whole Visualize Workflow Deliver JIT Eliminate Waste Visualize Workflow Defer Commitment Build Quality In Kanban s transparency is key to all other Lean change Experiment to Create Knowledge

12 Kanban Principles Evolve 1. Visualize the (current) workflow 2. Limit Work-in-Progress (WIP) * 3. Manage (for smooth) flow 4. Make process policies explicit Start from where you are today, even (especially) if that s Scrum 5. Implement feedback loops 6. Improve collaboratively using Kanban to apply new models * Often implicitly at first

13 The Scrum Framework Ideas Fixed Time and People Release 1 Scrum master Product Backlog Iteration 1 Iteration n Release Planning Product Owner Iteration Planning Daily Standup Demo / Retro Iteration Planning Daily Standup Demo / Retro Release Backlog Iteration Backlog Not Done Iteration Backlog Not Done Scrum mandates new roles, rituals and cadence for a team

14 Scrum A structure of new roles, rituals and cadence No prohibition against visualization, WIP limitation or flow measurement A mature Scrum team with good technical practices often looks awfully Kanban-ish Kanban Evolution through measurement No opinion on roles, meetings or iterations Software dev teams who use Kanban to become more Agile often act quite Scrum-y Do Both Look beyond the tactical practices to gain real value. The real value is in the principles.

15 Optimize the Whole Visualize Workflow Deliver JIT Defer Commitment Eliminate Waste Build Quality In Eliminate Waste If your client wouldn t gladly pay part of your itemized bill, it s waste Experiment to Create Knowledge

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18 Deliver JIT Optimize the Whole Visualize Workflow Eliminate Waste Muda 1. Work-In- Process 2. Delays 3. Extra Features 4. Technical Debt 5. Handoffs 6. Task Switching 7. Defects Defer Commitment Build Quality In Doing has no value, only done (quickly) Experiment to Create Knowledge

19 Deliver JIT Optimize the Whole Visualize Workflow Eliminate Waste Muda 1. Work-In- Process 2. Delays 3. Extra Features 4. Technical Debt 5. Handoffs 6. Task Switching 7. Defects If most features aren t used & Defer Commitment Build Quality In most work is support: most work is waste Experiment to Create Knowledge

20 Deliver JIT Optimize the Whole Visualize Workflow Eliminate Waste Muda 1. Work-In- Process 2. Delays 3. Extra Features 4. Technical Debt 5. Handoffs 6. Task Switching 7. Defects Defer Commitment Build Quality In Knowledge degrades with every transfer Experiment to Create Knowledge

21 Deliver JIT Optimize the Whole Visualize Workflow Eliminate Waste Muda 1. Work-In- Process 2. Delays 3. Extra Features 4. Technical Debt 5. Handoffs 6. Task Switching 7. Defects Defer Commitment Build Quality In Focus on failure-proofing your process rather than testing for failures Experiment to Create Knowledge

22 Optimize the Whole Visualize Workflow Deliver JIT Defer Commitment Eliminate Waste Build Quality In Experiment Knowledge creation requires hypothesis and acceptance of failure Experiment to Create Knowledge

23 Optimize the Whole Visualize Workflow Deliver JIT Defer Commitment Eliminate Waste Build Quality In Defer Commitment Wait. If you can t wait, invest in parallel experiments Experiment to Create Knowledge

24 Optimize the Whole Visualize Workflow Deliver JIT Defer Commitment Eliminate Waste Build Quality In Deliver JIT Not just fast. Delivering early creates inventory and sacrifices optionality Experiment to Create Knowledge

25 Optimize the Whole Visualize Workflow Deliver JIT Defer Commitment Eliminate Waste Build Quality In Optimize the Whole Your process has a bottleneck. Improvements elsewhere may be wasted Experiment to Create Knowledge

26 Key Reading Lean Thinking: Banish Waste and Create Wealth in Your Corporation - Jim Womack, Dan Jones The Phoenix Project: A Novel About IT, DevOps, and Helping Your Business Win - Gene Kim, Kevin Behr, George Spafford Velocity: Combining Lean, Six Sigma and the Theory of Constraints to Achieve Breakthrough Performance - A Business Novel - De Jacob, Suzan Bergland, Jeff Cox OR AND LATER FOR REINFORCEMENT The Goal: A Process of Ongoing Improvement - Eli Goldratt, Jeff Cox Online leankit.com/learn Articles E-books Webinars Templates Case Studies

27 Key Reading Online leankit.com/learn Articles E-books Webinars Templates Case Studies

28 Key Reading Kanban: Successful evolutionary change for your technology business - David J. Anderson Personal Kanban: Mapping Work Navigating Life - Jim Benson, Tonianne DeMaria Barry Real-World Kanban: Do Less, Accomplish More with Lean Thinking - Mattias Skarin Lean from the Trenches: Managing Large-Scale Projects with Kanban - Henrik Kniberg Principles of Product Development Flow - Don Reinertsen Online leankit.com/learn Articles E-books Webinars Templates Case Studies

29 Planview Inc