Succeed using lean agile

483 views

Published on

0 Comments
3 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
483
On SlideShare
0
From Embeds
0
Number of Embeds
4
Actions
Shares
0
Downloads
14
Comments
0
Likes
3
Embeds 0
No embeds

No notes for slide

Succeed using lean agile

  1. 1. Succeed Using Lean/Agile Why, How, What? Christophe Achouiantz Lean/Agile Coach 1
  2. 2. © Sogeti 2 Today, the Customer is in the driving seat Why?
  3. 3. © Sogeti 3 Today, the Competition is one Click away Why?
  4. 4. © Sogeti 4 Succeeding as a product/service provider requires to deliver more value, earlier! Why?
  5. 5. © Sogeti 5 Succeeding requires you to work smart, not hard! Why?
  6. 6. © Sogeti 6 Deliver More Value Lean/Agile provides us with a set of tools and way-of-thinking to do just that! Deliver Earlier Why? Christophe Achouiantz @ChrisAch
  7. 7. © Sogeti 7 Deliver More Value AGILE Deliver Earlier Why? LEAN Christophe Achouiantz @ChrisAch
  8. 8. © Sogeti 8 Deliver More Value Both are equally important! Deliver Earlier How? Christophe Achouiantz @ChrisAch
  9. 9. © Sogeti 9 Deliver More Value They relate to each-others and re-inforce one another Deliver Earlier How? Christophe Achouiantz @ChrisAch
  10. 10. © Sogeti 10 ”There is nothing so useless as doing efficiently that which should not be done at all!” - Peter Drucker Outcome != Output How? Christophe Achouiantz @ChrisAch
  11. 11. © Sogeti 11 Deliver More Value Both are equally important! Deliver Earlier How? Christophe Achouiantz @ChrisAch
  12. 12. © Sogeti 12 ”Efficiency is doing things right, Effectiveness is doing the right things” - Peter Drucker How? Christophe Achouiantz @ChrisAch
  13. 13. © Sogeti 13 Deliver More Value Deliver Earlier Effectiveness Efficiency How? Christophe Achouiantz @ChrisAch
  14. 14. © Sogeti 14 Deliver More Value Effectiveness How?Value Christophe Achouiantz @ChrisAch
  15. 15. © Sogeti 15 Deliver More Value Effectiveness • Deliver the right thing • Make an IMPACT • Deliver OUTCOME, not just Output • What the customers NEED How?Value Christophe Achouiantz @ChrisAch
  16. 16. © Sogeti 16 How do we know we do the right thing? We don’t! Therefore, we must ask… How?Value Christophe Achouiantz @ChrisAch
  17. 17. © Sogeti 17 Feedback! How?Value Christophe Achouiantz @ChrisAch
  18. 18. © Sogeti 18 Feedback! • Iterative & Incremental Development • Small iterations that have value for the customers • Minimal Valuable Product (MVP) • Increments/Strech goals How?Value Christophe Achouiantz @ChrisAch
  19. 19. © Sogeti 19 Deliver Earlier Efficiency How?Speed Christophe Achouiantz @ChrisAch
  20. 20. © Sogeti 20 Deliver Earlier Efficiency How?Speed More resources (sometimes) help to develop faster! But! Not economically viable in the long run... Christophe Achouiantz @ChrisAch
  21. 21. © Sogeti 21 Deliver Earlier Efficiency How?Speed Become more Efficient! Efficient in delivering what the customers need != Efficient utilization of resources Christophe Achouiantz @ChrisAch
  22. 22. © Sogeti 22 Work Flow Efficiency over Resources Efficiency Lean Traditional Management (Economy of Scales) How?Speed Christophe Achouiantz @ChrisAch
  23. 23. © Sogeti 23 Work Flow Efficiency Lean How?Speed KPI: Lead-times for work items Christophe Achouiantz @ChrisAch
  24. 24. © Sogeti 24 Little’s Law How?Speed • Limit and then decrease WIP to improve lead-times • Increase throughput by adding capacity directly (e.g. adding people) or indirectly (improve the process) and see the benefit in lead-times &/or WIP Christophe Achouiantz @ChrisAch
  25. 25. © Sogeti 25Christophe Achouiantz @ChrisAch
  26. 26. © Sogeti 26 Work Flow Efficiency Lean How?Speed Need to pay attention to: • Amount of Work in Progress • Queues • Remove wait times • Blocked work items • Improve process • Re-work • Quality is important Christophe Achouiantz @ChrisAch
  27. 27. © Sogeti 27 Have a bigger impact by doing less! How? Christophe Achouiantz @ChrisAch
  28. 28. © Sogeti 28 Deliver More Value 1. Break down & Simplify your product/module/function/class • Identify a MVP & increments (User-story Mapping) 2. Get Feedback • Engage customers and end-users a.s.a.p. • Expect feedback: plan for it! 3. Re-plan continuously What?Value Christophe Achouiantz @ChrisAch
  29. 29. © Sogeti 29 What?Value User-story Mapping Christophe Achouiantz @ChrisAch
  30. 30. © Sogeti 30 En System Design Workshop  Bjud in de viktigaste/nyckelintressenter.  Ta fram detaljer kring systemet tillsammans. ”Borra” ner tillräckligt för att avtäcka och hantera de flesta problem.  Ta fram en visuell ”kravkarta” som stöd för diskussioner.  Ta fram en utvecklingsplan/roadmap där man delar upp kravbilden i små inkrement. Ett återkommande omplaneringsmöte  Hantera ändringar löpande (t.ex. veckovis).  Designa ”in” ändringarna i kravkartan.  Ändra planen efter det. Justeras plan kontinuerlig, pga: • Nya förståelsen man har för systemet. • Påverkan av feedback man får efter ett inkrement. • Livet! What?Value User-story Mapping Christophe Achouiantz @ChrisAch
  31. 31. © Sogeti 31 What?Value Other Agile Methods Do the right thing 1. Impact Mapping 2. ”Test Driven” Development 3. Agile/Lean User eXperience Deliver Earlier 1. Continuous integration & delivery 2. Automated tests Christophe Achouiantz @ChrisAch
  32. 32. © Sogeti 32 Deliver Earlier 1. See your workflow • Value stream mapping • Visualization 2. Understand your workflow • See queues, blocks, too much WIP, rework 3. Act • Create policies! • Limit WIP • Standard • 5 focusing steps What?Value Christophe Achouiantz @ChrisAch
  33. 33. © Sogeti • • • Definition of Done • • • Definition of Done • • • Definition of Done 33 S2013-09-15 XYZ M ABC 2013-06-10 M QWE XL DFG XL IOP 2013-09-12 L ZSX S ASD S FGH XS ZXC L CVB M JKL M RTY M NMN L AAA M GHG S HJK M OKN BBB M X S ERT X A A F F Christophe Achouiantz @ChrisAch http://leanagileprojects.blogspot.se DevelopTo Do DonePrepare Validate Doing DoingDone (Q) Doing Done (Q) • • • Definition of Ready Urgent Standard Low What?Value See your Workflow Christophe Achouiantz @ChrisAch
  34. 34. © Sogeti • • • Definition of Done • • • Definition of Done • • • Definition of Done 34 S2013-09-15 XYZ M ABC S2013-09-17 ERT M QWE XL DFG XL IOP 2013-09-12 L ZSX S ASD S FGH XS ZXC L CVB M JKL M RTY M NMN L AAA S HJK M OKN BBB M XA FF S CCC M2013-06-05 GGG Bottleneck! Too Much Ongoing! Too many Incidents! Better Quality? Another Class-of- Service? Remove Blocks! M GHG A Christophe Achouiantz @ChrisAch http://leanagileprojects.blogspot.se DevelopTo Do DonePrepare Validate Doing DoingDone (Q) Doing Done (Q) • • • Definition of Ready Urgent Standard Low (2) (4) (4)Incomming X What?Value Understand Flow Christophe Achouiantz @ChrisAch
  35. 35. © Sogeti 35 1. Identify constraint 2. Exploit – Get most of the constraint – (Remove all other types of work from resource) 3. Subordinate – Align system to support the constraint – (Everyone Helps!) 4. Elevate – Make other major changes – (Get mor resources) 5. Redo – Until no longer the bottle-neck What?Value Act: 5 Focusing Steps Christophe Achouiantz @ChrisAch
  36. 36. © Sogeti 36 Summary Succeeding today requires to deliver more value, earlier Agile & Lean techniques are designed for that 1. Simplify and Breakdown whatever you are doing today to find a MVP with increments. • Re-plan to focus on the MVP and get feedback on it asap. 2. Visualize your workflow • Act on what is your biggest bottleneck ACT NOW, do 2 things: Christophe Achouiantz @ChrisAch
  37. 37. © Sogeti 37 Thank You for Listening! ”It’s not the # of hours I work in a day that measure progress, it’s the number of feedback loops I complete!”feedback loops number of Christophe Achouiantz @ChrisAch

×