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Why both scrum and lean in dist dev 07092010
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Why both scrum and lean in dist dev 07092010



Why both Lean and Agile in outsourcing and why Scrum is not enough

Why both Lean and Agile in outsourcing and why Scrum is not enough



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    Why both scrum and lean in dist dev 07092010 Why both scrum and lean in dist dev 07092010 Presentation Transcript

    • Why both Lean and Agile in outsourcing Why Scrum is not enough Mads Troels Hansen September 2010 Tema: “Vandfaldmodeller, Scrum og Kanban i Offshoring”
    • Why both Lean and Agile in outsourcing Why Scrum is not enough
      • Agenda
      • Some Lean and Agile definitions
      • 4 Challenges with outsourcing and scaling
      • Patterns for successful distributed development
      • 3 recommended actions for next step
      • Your expectations?
    • Selected Waterfall cases I will include
        • From CMMI to Lean, Scrum and Agile, SoftwarePeople (Bangladesh)
          • From Waterfall to Agile ( http://bit.ly/cmmileanagile )
        • Large product with Waterfall, Anonymous (Pakistan)
          • Problems with Waterfall
        • From waterfall to Lean and Agile, Anonymous (India)
          • From Waterfall to Lean and Agile
    • First some Definitions Scrum Waterfall Lean Kanban
    • Scrum
      • Sprint Planning
      • Prioritization
      • Task breakdown
      • Team commitment
      • Sprint backlog
      • Daily Scrum Meeting
      • 10-15 minutes
      • Three questions
      • Burndown Charts
      • Sprint
      • Release
      • Sprint Review
      • Demo
      • Product Owner
      • Prioritization
      • Voice of the Customer
      • Owns the product backlog
      • Scrum Master
      • Responsible for process
      • Support of team
      • Remove empediments
      • Scrum Team
      • Cross-functional
      • Deliver each sprint
      • Sprint Retrospective
      • Continuously improve
    • Schedule large work orders and align resources by workflow Schedule small work orders and align resources by schedule Schedule small work orders and align resources by workflow Waterfall – plan driven Agile – team oriented Lean – end2end
    • Lean 5 principles
    • Lean Software principles Poppendieck
      • Eliminate Waste
      • Build Quality In
      • Learn Before Commitment
      • Deliver Fast
      • Improve Relentlessly
      • Respect People
      • Appreciate the System
    • Kanban development
      • A very simple tool
        • Manage the Workflow
        • Limit WIP
        • Visualize the work
        • Establish a cadence
      Prescriptive Adaptive Kanban SCRUM Extreme Programming RUP Waterfall ” Whatever ”
      • The origin of kanban
      • Toyota Production System (TPS)
      • Taiichi Ohno ( 大野 耐 )
      • A kan-ban
        • A physical card (kan)
        • A signaling device (ban)
      • Lean (TPS) and Kanban
      • Why Kanban?
      A Kanban system , starts to focus on flow and cycle time of delivered work and gives a way to visualize and resolve bottlenecks
    • Length of Feedback Cycle
    • Don't go for the big BANG Build in small steps
    • What is done - legacy
    • What you do How you do it
    • 1. Do a Lean-Agile assessment
    • 2. Do Value Stream Mapping
    • 3. Do Regular retrospectives, USE DATA Collect and analyze data. 5xWhy, Systems Thinking, Cause and Effect
    • Patterns for successful distributed development Global Structure & Process Global Rhythm Global Req. Management Global Communication Protocols Global Technical Infrastructure Global Domain Knowledge Global Development Practices Cross cultural understanding
      • Global value streams
      • Daily accountability
      • Retrospectives and problem solving
      • Regular Business feedback, iterations
      • Regular Delivery of releases, iterations
      • Continuous integration, daily check-in
      • Easy to access
      • Standard procedures
      • Automated and simple
      • Define Done, Done
      • Use Feature teams
      • Test first and automated
      • What you don’t know you don’t know
      • Tell the vision with stories and personas
      • Requirements with needs not solutions
      • Solve problems together
      • Global Ambassadors
      • Knowledge Sharing
      • Plan on different levels
      • JIT Requirements
      • Two phase commit
      • Establish a Toolbox (plan A, B, C)
      • Define regular meetings with purpose and owners
      • Daily communication with Video
      Mads Troels Hansen, 2010
      • Management System
      • Gemba walk
      • Systems Thinking
      • Rapid Response System
      • Thank you
      • [email_address]
      People don ’ t resist change, they resist being changed. - Peter Scholtes @MadsTH
    • Lean-Agile Thinking ApS Selected Solutions [email_address] , +45 6082 2282 Project Booster Accelerated Product Management Successful Outsourcing – 8 patterns Tuning & Improving Shared Product Vision Iterative Delivery Visual Mgt., Progress Planning [User Story Mapping, Personas] [Iterations, Stories, Tasks, Est.] [Task Board, Kanban, Scrum, Charts] [Release Mgt, Risks] Product Definition Product Delivery Delivering Business Value [Innovation Games] [Portfolio, Release Mgt.] [Backlog Grooming, Kano Model] High Productivity, Visibility Train the Trainers Business Training Improvement, Readiness [Implementing Offshore Patterns] [Train/Coach Teams] [Talks, Business Case] [Offshore Assessment] Reflection, Problem Solving High Business Value Improvement, Readiness Training with Games [Retrospectives] [Value Stream Mapping] [Assessment] [Kanban, Bottleneck, Business Value] Coaching Mentoring Assessment Workshops Talks Training