At2012 chennai lean_agile_krishnas


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At2012 chennai lean_agile_krishnas

  1. 1. Lean AgileKrishna Sivaramakrishnan, Aspire Systems 20th 2012 October
  2. 2. Agenda• Lean Agile Props• Lean principles Agile derivatives• Lean Thinking Agile Rationale• Three Ms• Types of MUDA and Agility Mapping• Fastest Case Agile Pit-stop and Strategies• Scrum – A perfect fit for Kano model of Customer satisfaction• Challenges• Agile Delivery Hunch or Hindsight• Make it Lean not Leaner
  3. 3. Lean Agile PropsCharacteristic Lean AgileBasic principle Eliminate Waste Continuous(Frequent) Delivery of working iterationsPrimary Emphasis Time (Speed) with Quality Speed with QualityApproach Business systems Stakeholder Collaboration Value Stream Mapping Time Box release with variable scope Value Added Activity ROI to stakeholdersDeployment structure Kaizen – PDCA Prioritization by Scrum team Diagnose-Analyze-Improve-Standardize- Customer involvement Institutionalize Prioritize, Plan, Execute, Review , Retrospect and Value
  4. 4. Lean principles – Agile Derivatives • Standardization and Innovation are two sides of the same coin • Use Lean as it frees up capacity to do more value added work - checklist• Lean reduces Cost and improves process speed by elimination of waste• Lean is not for brining process under statistical control ( pro Agile) Waste Elimination (Context priorities) Standard Work (Engineering and reviews) Flow (remove hurdles avoid extra approvals, docs) Customer PULL (design, schedule and make develop what the customer wants and just when the customer wants it ) Faster, Better, Cheaper
  5. 5. Lean Thinking- - Agile rationale o Help Team: • Do work in a standard way • Detect issues • Find and fix root causes • Disseminate learning o Ensure Developers have what they need to do their job o Respond quickly to help o Relieve overburden (muri) and uneven workload (mura) that interferes with finding and fixing root causes o Respect people: • Not wasting their time on non-value-adding work MUDAs • Letting them fix their work OwnershipNot solving their problems for them, helping them solve them self governingMr. Cho, Chairman of Toyota:…brilliant results from average people managing brilliant processes, not average results (or worse) from brilliant people managing broken processes
  6. 6. Three MsThree Ms• MUDA - Non Value Added Work• MURA - inconsistency / fluctuation• MURI - strain, hurdles
  7. 7. Types of MUDA and Agility MappingMUDA AGILITY MAPPINGOver Production Heavy Code Base, extra WPS, more buffer resources contributing to non required features, obsolete WPsWaiting Unnecessary Hand-offs, Excessive change request approvals, in efficient Server set up time, unwanted tools installation, unplanned leavesUnnecessary Transport or Unnecessary movement of work products at different levels within theconveyance project, as against Kanban and collaborative HubExcess Inventory Product / Application – Waiting for cross platforms, multi OS testing because the testing and user environments are not yet ready.Over processing requirements gold plating, design gold plating, etc., poor tools selectionMotion / Unnecessary Wastage of time and energy. Spread out teams of same product, tooMovement much to and fro , no knowledge sharingDefects costs heavily to the vendors and customers alike. Detecting the defects early by using Agile approaches likes TDD, Pair programming, Extreme programming
  8. 8. Fastest Case - Agile Pit Stop and Pit Stop Strategy Rate of Fuel Consumption Weight of = components Sprint Velocity = Stories complexities Agile Pit strategy Cornering speed = Module Integration Tyre Wear rate = Change Track Pit request index parameters = CI, Auto UT
  9. 9. Scrum – A perfect fit for KanoKano talks about following categories of customer requirements :• Attractive - when present make customers delighted• Performance - when fulfilled more the better• Must-Be - Basic requirements – absence of these make customers unhappyScrum management being collaborative model with continuous customer involvements, no wonder Scrummanagement embraces Kano model of customer satisfaction. The best part is conversion of lower levels ofsatisfaction(or dissatisfaction) types (reverse, indifferent types) will be progressed into higher levels of customerdelight by delivering attractive requirements to customer. Customer Delight Implicit requirements – customers do not Performance Category. Increases customer expect this; feel delighted when Happiness in direct proportion of meeting we deliver this level his requirement Higher performance Poor performance Must be requirement – If not met leads to dissatisfaction Customer Dissatisfaction
  10. 10. Challenges • Just the Management flavour of the month • Doing well, why change, Autos had to do it • Cost cutting • Cant risk my project for orgn throughput • Creativity is our most important asset – standard work will stifle creativity.”• Do you want a tester to run the TC suit or innovate - Standard work can free us to be creative where it counts
  11. 11. Agile Delivery Hunch or HindsightFor the Hunch: AGILEExperienced team knows –•priorities for the current sprint release.•why they are skipping few processes explicitly.•of ability to help customer in driving the Agile projects.•that requirements are PULLed from stakeholders,•to minimize wait times for development and test phaseFor the Hindsight: LEAN•Hunch comes from hindsight•Competence on pair programming•Consult the customers•Expertise in understating stakeholder’s requirement,•Fitting the most wanted in the current release,•Collaborating with customers daily, CI,•TDD that would drive development
  12. 12. Make it Lean not Leaner LEAN LEANERThink Product Vision by prioritizing Product Backlog through Sprint Don’t forget Product backlog, theme and vision while detailing inBacklogs SprintsAgility is thinking in story points and ensuring values to all Don’t skip stories planning, estimation, mapping with tasks asstakeholders. Customers are concerned on stories status that is direct subsets. Useful for developers if they cant think through stories.VALUEEliminate Manual efforts in : unit testing, reviews, code Don’t skip Unit testing, adequate reviews by being “Agile” that is notintegration. Use ToolsHave short stand up meetings Don’t overlook stand up meetings as a way of saving time.Have planning poker estimation or any other rational and simple Don’t skip formal estimation and allow guess estimates. This overestimation. simplification will lead to confusion and missed features for the sprint planned.Have product vision in back of the mind and focus on the current Don’t dilute code review without thinking about the dependenciessprint. Set and leave the integration and regression testing to the and the impact of the present features into future .Use test early and test often tenet for both functional and non Never avoid non functional / alternate paths for testing in the namefunctional requirements. of agilityClear the impediments by ensuring right resources, training, clarity, Does not mean compromise on technical Quality of the features bytooling and understanding concession to developer’s lack of skill. Train resources.