Lean Development Practices for Enterprise Agile

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Enterprise agile initiatives require strategic, portfolio, product, and team perspectives at all levels. Alan Shalloway has found that lean software development principles help integrate all of these perspectives into a cohesive, actionable whole. With a combination of lean science, lean management, lean team, and lean learning methods, Alan shows how your organization can prepare for enterprise agility. Lean science focuses on the “laws” present in all software development projects. Lean management empowers executives to contribute to the context within which teams can flourish. Lean team methods are actualized in Kanban approaches. Lean learning empowers everyone in the organization to improve his skills and practices. Alan shows how you can make these four perspectives work together so that enterprise software development teams build the right software in the right way and continue to improve their practices along the way.

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Lean Development Practices for Enterprise Agile

  1. 1.           AW9 Concurrent Session  11/7/2012 3:45 PM                "Lean Development Practices for Enterprise Agile"       Presented by: Alan Shalloway Net Objectives               Brought to you by:        340 Corporate Way, Suite 300, Orange Park, FL 32073  888‐268‐8770 ∙ 904‐278‐0524 ∙ sqeinfo@sqe.com ∙ www.sqe.com
  2. 2. Alan Shalloway Net Objectives With more than forty years of experience, the founder and CEO of Net Objectives Alan Shalloway is an industry thought leader in lean, Kanban, product portfolio management, Scrum, and agile design. Alan helps companies transition enterprise-wide to lean and agile methods, and teaches courses in these areas. He is the primary author of Lean-Agile Software Development: Achieving Enterprise Agility, Design Patterns Explained, Lean-Agile Pocket Guide for Scrum Teams, and Essential Skills for the Agile Developer. Co-founder and board member for the Lean Software and Systems Consortium, Alan is a popular speaker at prestigious conferences worldwide.
  3. 3. Agile Lean Development Practices for Enterprise Agile © copyright 2010. Net Objectives, Inc.1 © Copyright 2012 Net Objectives, Inc. All Rights Reserved
  4. 4. © Copyright 2012 Net Objectives, Inc. All Rights Reserved 2
  5. 5. Lean for Executives Product Portfolio Management Business Product Owner Business ASSESSMENTS CONSULTING T RAINING COACHING Lean Enterprise Manage ment Team technical process Lean-Agile Kanban / Scrum ATDD / TDD / Design Patterns Lean Management Project Management © Copyright 2012 Net Objectives, Inc. All Rights Reserved 3
  6. 6. © Copyright 2012 Net Objectives, Inc. All Rights Reserved 4 We have got tog evah eW it backwards sdrawkcab ti and upside-edispu dna down. .nwod
  7. 7. Agility is where you have Predictability and faster realization of Business Value © Copyright 2012 Net Objectives, Inc. All Rights Reserved 5
  8. 8. You need Agility for: – Speed Faster realization of Business Value – Value Get more (business value) from current resources (capacity) – Productivity Higher productivity of business value delivery (measurable) © Copyright 2012 Net Objectives, Inc. All Rights Reserved 6
  9. 9. Agility is about Business Value Increments not Development Cycles © Copyright 2012 Net Objectives, Inc. All Rights Reserved 7
  10. 10. Scaling Agility Agility at Scale using methods that work at team level to get teams to work together Focus on entire value stream Shortening cycle time Avoid excessive WIP at product level © Copyright 2012 Net Objectives, Inc. All Rights Reserved 8
  11. 11. How Blockages Occur in Value Stream Not Using MMFs Concept Not Involved Regional Coordinators Business Leaders Trainers & Educators Product Managers Business Customers Consumption No Big Customer Picture Product Champion(s) Too Many Capabilities Selected New Requirements Software Product Product Related Doesn’t Do Product IncrementalRelated Product Related Development Not Involved Ops & Support Software Release During Build Poor Shared Components Engineering Shared Components Practices Development © Copyright 2012 Net Objectives, Inc. All Rights Reserved 9
  12. 12. PORTFOLIO THE VALUE STREAM c h u n k i n g s l i c i n g BUSINESS DISCOVERY BUSINESS DELIVERY Business Priority Decision Is there enough business value? Identify potential capabilities Business Planning Business Readiness Decision Is it technically feasible? Define increments as MMFs Ready to Pull Incremental Development Incremental Deployment Decision Is an SME ready? Set acceptance criteria and feature sequence Support & Feedback Decision Is it ready to release? Build iteratively Scrum / Kanban / Hybrid ATDD and Emergent Design © Copyright 2012 Net Objectives, Inc. All Rights Reserved 10
  13. 13. economics of responsiveness Payback Period Profit Period Cash flow Investment Period Time Breakeven First Release from Denne and Cleland-Huang. Software by Numbers © Copyright 2012 Net Objectives, Inc. All Rights Reserved 11
  14. 14. Staged Releases Payback Period Cash flow Investment Period Profit Period Release 1 Net Return Time First Release © Copyright 2012 Net Objectives, Inc. All Rights Reserved 12
  15. 15. Staged Releases Profit Period Payback Period Cash flow Investment Period Release 1 Net Return Release 2 Net Return Time Second Release © Copyright 2012 Net Objectives, Inc. All Rights Reserved 13
  16. 16. staged releases Profit Period Investment Period Payback Period Cash flow Total Return Time Breakeven Point Investment © Copyright 2012 Net Objectives, Inc. All Rights Reserved 14
  17. 17. Increased Profit Cash flow Staged Releases Breakeven Single Release Time First Release Requires a focus on sustainability of realizing value by attending to architectural roadmap of product line © Copyright 2012 Net Objectives, Inc. All Rights Reserved 15
  18. 18. Incrementally Realizing Business Value value risk What risks do these approaches lower? risk Evolving the System value © Copyright 2012 Net Objectives, Inc. All Rights Reserved 16
  19. 19. Deliver in Stages when possible focusing on the known, valuable features gives greater certainty produces greater value lowers risk of mis-building and over-building © Copyright 2012 Net Objectives, Inc. All Rights Reserved 17
  20. 20. Agile Advantage  Work on highest value features first  Allows for discovery and clarity of customer   requirements Quicker time to market Ability to not build features of lower value Goal is to deliver business value incrementally and frequently!! © Copyright 2012 Net Objectives, Inc. All Rights Reserved 18
  21. 21. ACH (automated clearinghouse) ACH is our electronic network to clear credit and debit transactions with other institutions Primary Objective: By Year’s end, process 100% of all loans Primary Objective: Reduce the number of checks required by 25% Key Feature: 0.0001% error rate © Copyright 2012 Net Objectives, Inc. All Rights Reserved 19
  22. 22. Business Backlog for ACH Goal: 100% of Loans Loans 25% Reduction in Checks Checks High Low © Copyright 2012 Net Objectives, Inc. All Rights Reserved 20
  23. 23. Business Backlog for ACH Goal: 100% of Loans 25% Reduction in Checks Loans Checks Outbound Inbound 1 4 Withdrawals Terminations 2 High 3 Low © Copyright 2012 Net Objectives, Inc. All Rights Reserved 21
  24. 24. Business Capabilities for ACH BF - Web MMF – Web & Call in Outbound - Loans Manage Bank Info Redirect from chk to ACH Bank Notify Update Reconciliation Cover Funds Confirm ? Analytics & Reporting Web • • What are the business capabilities needed for ACH? What are the sources? How can we group them for highest value? Call in IVR • Paper © Copyright 2012 Net Objectives, Inc. All Rights Reserved 22
  25. 25. Business Backlog for ACH Goal: 100% of Loans 25% Reduction in Checks Loans Checks Outbound Inbound MMF Web |1 Call in Withdrawals 4 Terminations 2 3 BF IVR High Release 1 BF Paper Low Release 2 © Copyright 2012 Net Objectives, Inc. All Rights Reserved Release 3 23
  26. 26. Business Features to User Stories MMF – Web & Call in Outbound - Loans Manage Bank Info Redirect from chk to ACH Bank Notify Update Reconciliation Cover Funds Confirm ? Analytics & Reporting Web User Story Manage banking info for a Webinitiated outbound ACH transaction Call in © Copyright 2012 Net Objectives, Inc. All Rights Reserved 24
  27. 27. Business Backlog for ACH Goal: 100% of Loans Loans Outbound MMF Web |1 Call in Beware! 25% Reduction in Checks Checks Building Manage Bank Info as a standalone component for everything is a system evolution! Inbound Withdrawals Terminations Might be more efficient from an IT perspective, but it is NOT from a 4 2 business value perspective!!! 3 BF IVR Manage Bank Info High Release 1 BF Paper Low Release 2 © Copyright 2012 Net Objectives, Inc. All Rights Reserved Release 3 25
  28. 28. high ALWAYS DRIVE FROM BUSINESS VALUE High ROI value to the business Cost of Delay low Cost of Risk release 1 release 4 time © Copyright 2012 Net Objectives, Inc. All Rights Reserved 26
  29. 29. Bus Pri Bus Plan Bus Rdy BUSINESS DELIVERY RTP It 0 BUSINESS DISCOVERY Iter Dev Inc Depl Spt & Fdbk Value Time box Team Scale / Scope Portfolio Book of Work Rolling Releases Level 1,2, & 3 Program Program Backlog Releases Multiple Teams Project Product Backlog Iterations Whole Team © Copyright 2012 Net Objectives, Inc. All Rights Reserved 27
  30. 30. If you can’t see it, you can’t manage it. © Copyright 2012 Net Objectives, Inc. All Rights Reserved 28
  31. 31. Request Design Approve Review Reqts Sign Off Code Test Analysis Deploy 1. Identify the actions taken in the value stream © Copyright 2012 Net Objectives, Inc. All Rights Reserved 29
  32. 32. Request Approve Reqts Sign Off Analysis 0.5 hrs 8 hrs 160 hrs 8 hrs 100 hrs Design Review Code Test Deploy 120 hrs 2 hrs 280 hrs 240 hrs 8 hrs 1. Identify the actions taken in the value stream 2. What was the real time from start to finish of the action? © Copyright 2012 Net Objectives, Inc. All Rights Reserved 30
  33. 33. Request Approve Reqts Sign Off Analysis 0.5 / 0.0 hr .1 / 7.9 hrs 60 / 100 hrs 1 / 7 hrs 40 / 60 hrs 0.5 hrs 8 hrs 160 hrs 8hrs 100 hrs Design Review Code Test Deploy 40 / 80 hrs 2 / 0 hrs 80 / 200 hrs 40 / 200 hrs 3 / 5 hrs 120 hrs 2 hrs 280 hrs 240 hrs 8 hrs 1. Identify the actions taken in the value stream 2. What was the real time from start to finish of the action? 3. What was the average time working on this vs working on other things? © Copyright 2012 Net Objectives, Inc. All Rights Reserved 31
  34. 34. Request 0.5 / 0.0 hr Approve 320 hrs .1 / 7.9 hrs Reqts 80 hrs 60 / 100 hrs 320 hrs 1 / 7 hrs 160 hrs 8 hrs 0.5 hrs Sign Off Analysis 80 hrs 8hrs 40 / 60 hrs 100 hrs 80 hrs Review Design 40 / 80 hrs 120 hrs 160 hrs 2 / 0 hrs 2 hrs Code 80 hrs 80 / 200 hrs 280 hrs Test 80 hrs 40 / 200 hrs 240 hrs Deploy 80 hrs 3 / 5 hrs 8 hrs 1. Identify the actions taken in the value stream 2. What was the real time from start to finish of the action? 3. What was the average time working on this vs working on other things? 4. Identify time between actions © Copyright 2012 Net Objectives, Inc. All Rights Reserved 32
  35. 35. Request 0.5 / 0.0 hr Approve 320 hrs .1 / 7.9 hrs Reqts 80 hrs 60 / 100 hrs 320 hrs 1 / 7 hrs 160 hrs 8 hrs 0.5 hrs Sign Off Analysis 80 hrs 8hrs 40 / 60 hrs 100 hrs 80 hrs Review Design 40 / 80 hrs 160 hrs 2 / 0 hrs 2 hrs 120 hrs 20% rejected Repeat 1X Code 80 hrs Test 80 / 200 hrs 80 hrs 40 / 200 hrs 240 hrs 280 hrs Deploy 80 hrs 3 / 5 hrs 8 hrs 65% defective Repeat 3X 1. Identify the actions taken in the value stream 2. What was the real time from start to finish of the action? 3. What was the average time working on this vs working on other things? 4. Identify time between actions 5. Identify any loop backs required © Copyright 2012 Net Objectives, Inc. All Rights Reserved 33 22 September 2012
  36. 36. Request Request 0.5 // 0.0 hrs 0.5 0.0 hrs Reqts Reqts Approve 320 hrs .1 / 7.9 hrs 80 hrs hrs 60 / 100 hrs 320 hrs 1 / 7 hrs 160 hrs 8 hrs 0.5 hrs Sign Off Off Analysis Analysis 80 hrs 40 / 60 hrs 8 hrs 8hrs 100 hrs 80 hrs Review Review Design Design 40 / 80 hrs 160 hrs 2 / 0 hrs 2 hrs 120 hrs 20% rejected Repeat 1X Code 80 hrs 80 / 200 hrs Test Test 80 hrs Deploy Deploy 40 / 200 hrs 80 hrs 240 hrs 280 hrs 3 / 5 hrs 8 hrs 65% defective 65% defective Repeat 3X Repeat 3X PCE = 509 hrs hrs = 14.9% 3433 hrs hrs 1. Identify the actions taken in the value stream 2. What was the real time from start to finish of the action? 3. What was the average time working on this vs working on other things? 4. Identify time between actions 5. Identify any loop backs required Avg Time Worked Time Worked 6. Calculate Process Cycle Efficiency: Total Cycle Time Total Cycle Time © Copyright 2012 Net Objectives, Inc. All Rights Reserved 34
  37. 37. how much of what you do is valuable? rework? © Copyright 2012 Net Objectives, Inc. All Rights Reserved 35
  38. 38. What Work Do You Do? Getting Requirements Design Re-doing requirements Planning Collaboration Working from old requirements Programming Testing Integration “Fixing” bugs Deployment Documentation Training What percentage of your time do you spend on the left? Write it down. Building unneeded features “Integration” errors © Copyright 2012 Net Objectives, Inc. All Rights Reserved Overbuilding frameworks Essentially duplicating components 36
  39. 39. © Copyright 2012 Net Objectives, Inc. All Rights Reserved 37
  40. 40. © Copyright 2012 Net Objectives, Inc. All Rights Reserved 38
  41. 41. What Causes Delays?      Working on too many things Waiting for people Not appreciating the cost of delay Large batches of work that have different stages Complexity © Copyright 2012 Net Objectives, Inc. All Rights Reserved 39
  42. 42. Request 0.5 / 0.0 hrs Approve 320 hrs .1 / 7.9 hrs Reqts 80 hrs 60 / 100 hrs 320 hrs 1 / 7 hrs 160 hrs 8 hrs 0.5 hrs Sign Off Analysis 80 hrs 8hrs 40 / 60 hrs 100 hrs 80 hrs Review Design 40 / 80 hrs 160 hrs 2 / 0 hrs 2 hrs 120 hrs 20% rejected Repeat 1X Code 80 hrs Test 80 / 200 hrs 80 hrs Deploy 40 / 200 hrs 240 hrs 280 hrs 65% defective 65% defective Repeat 3X Repeat 3X 80 hrs 3 / 5 hrs 8 hrs 3433 – 509 = 2924 Which gives a better return? Getting better at what you do © Copyright 2012 Net Objectives, Inc. All Rights Reserved Eliminating delays between what you do 40
  43. 43. Getting the right people to work on the right thing at the right time Is more important than doing the © Copyright 2012 Net Objectives, Inc. All Rights Reserved steps faster 41
  44. 44. Here’s a spot! And another! © Copyright 2012 Net Objectives, Inc. All Rights Reserved 42
  45. 45. Consider the Software Value Stream Concept Regional Coordinators Business Leaders Trainers & Educators Product Managers Business Customers Consumption Customer Product Champion(s) Capabilities Managing here New Requirements Software Product Ops & Support Software Release Product Related Shared Components Product Related Product Related Shared Components Development Reduces induced waste here Product Portfolio Management © Copyright 2012 Net Objectives, Inc. All Rights Reserved 43
  46. 46. what structure to use? © Copyright 2012 Net Objectives, Inc. All Rights Reserved 44
  47. 47. Legacy Organization: Matrix Resources to Projects Project 1 Project 2 Project 3 Project 4 Project N © Copyright 2012 Net Objectives, Inc. All Rights Reserved 45
  48. 48. Let’s Create a Pilot Project Project 1 Project 2 Project 3 Project 4 % Project N Experience has shown that if you create a cross-functional colocated team you will improve 3x without changing your process. © Copyright 2012 Net Objectives, Inc. All Rights Reserved 46 Business Analyst, Architect, Usability Expert, Developer, Developer, Tester, Project Manager Expert
  49. 49. Seeing the Parts © Copyright 2012 Net Objectives, Inc. All Rights Reserved 47
  50. 50. Role of Team in Bigger Picture © Copyright 2012 Net Objectives, Inc. All Rights Reserved 48
  51. 51. VALUE Business Lean Enterprise Team Manage ment FLOW MAKE © Copyright 2012 Net Objectives, Inc. All Rights Reserved 49
  52. 52. MAKE Team technical INCREMENTAL DELIVERY CREATIVE PROBLEM SOLVING QUALITY BUILT IN © Copyright 2012 Net Objectives, Inc. All Rights Reserved 50
  53. 53. VALUE PRIORITIZATION BUSINESS ITERATIONS RELEASE PLANNING Business technical © Copyright 2012 Net Objectives, Inc. All Rights Reserved 51
  54. 54. FLOW Value Stream Visualization Impediment Impact Workflow as Process ACCOUNTABILITY technical Manage (limit) queues Visual controls Manage flow (process) Manage ment © Copyright 2012 Net Objectives, Inc. All Rights Reserved 52
  55. 55. Common Theme Creating the bigger team - pan team © Copyright 2012 Net Objectives, Inc. All Rights Reserved 53
  56. 56. Case Study 3: Coordinating Teams Background • Multiple teams • Specialized • Each team completed sprints in two weeks …but value not delivered for months …and then with challenges © Copyright 2012 Net Objectives, Inc. All Rights Reserved 54
  57. 57. BUSINESS DISCOVERY BUSINESS DELIVERY Business Priority Business Business Planning Readiness Ready to Pull Incremental Development © Copyright 2012 Net Objectives, Inc. All Rights Reserved Incremental Support & Deployment Feedback 55
  58. 58. Business Business Planning Readiness Ready to Pull Incremental Development Incremental Development Incremental Development © Copyright 2012 Net Objectives, Inc. All Rights Reserved Integration Train Business Priority Shared Backlog BUSINESS DISCOVERY BUSINESS DELIVERY Incremental Support & Deployment Feedback 56
  59. 59. Overall Team Organization Product Line A applications Product Line B applications Component team for line B applications Component team for line A applications System-Wide Component Team © Copyright 2012 Net Objectives, Inc. All Rights Reserved 57
  60. 60. Teams on a Project Product Line A applications Product Line B applications Component team for line B applications Component team for line A applications System-Wide Component Team © Copyright 2012 Net Objectives, Inc. All Rights Reserved 58
  61. 61. Focus on time over the entire value stream. © Copyright 2012 Net Objectives, Inc. All Rights Reserved 59
  62. 62. MMF MMF Split MMF Teams work on according to their parts Teams Eventually integrating Teams work on them until done their parttogether Teams split according to components Feedback times for: Progress bar Team 2 weeks Across teams 6 weeks Customer 8 weeks © Copyright 2012 Net Objectives, Inc. All Rights Reserved 60
  63. 63. MMF MMF Split MMF into sub-features Integration still required After one iteration, teams but takes much less time integrate their components Development teams split Teams work on according to part their components Feedback times for: Progress bar Team 2 weeks Across teams 2 weeks Customer 2 weeks © Copyright 2012 Net Objectives, Inc. All Rights Reserved 61
  64. 64. Case study Coordinating Multiple Business Stakeholders with Multiple Team © Copyright 2012 Net Objectives, Inc. All Rights Reserved 62
  65. 65. Case study Coordinating Multiple Business Stakeholders with Multiple Team © Copyright 2012 Net Objectives, Inc. All Rights Reserved 63
  66. 66. The Simple Case 1. Define Business capabilities 5. Assign to team backlog 4. Create high level stories 2. Create MMFs Team Product Backlog 3. Prioritize MMFs A A1 A2 A1 A1aA1b A1c A1d Team 1 A2 Stakeholders Architecture / Technical Leads Product Owners Development teams © Copyright 2012 Net Objectives, Inc. All Rights Reserved 64
  67. 67. A Harder CasePrioritize MMFs 3. 1. Define Business capabilities 2. Create MMFs 4. Create high level stories A2 A1 Team Product Backlogs A1aA1bA1c A1d A2 A A1 5. Assign to team backlogs A2a A2c A2b Team 1 Team 2 Team 3 Team 4 Stakeholders Architecture / Technical Leads Product Owners Development teams © Copyright 2012 Net Objectives, Inc. All Rights Reserved 65
  68. 68. Normal Problem – We Call it Tough A Team Product Backlogs Team 1 B Team 2 C Team 3 D Team 4 E Stakeholders Architecture / Technical Leads Product Owners Development teams © Copyright 2012 Net Objectives, Inc. All Rights Reserved 66
  69. 69. Product Owner Role Stretched too Thin Team Product Backlogs A B C D E Stakeholders ?? ?? ? ? Team 1 Team 2 Team 3 ? Team 4  Product Owners do project management  Stakeholders can’t go to one source to see what to do  Teams have to coordinate with themselves Architecture / Technical Leads Product Owners Development teams © Copyright 2012 Net Objectives, Inc. All Rights Reserved 67
  70. 70. Product Managers and Product Owners Team Product Backlogs A Team 1 B Team 2 C Team 3 D E Product Manager: • represents the stakeholders • prioritizes MMFs • breaks MMFs into components Stakeholders Product Owner: • acts as SME to team • represents team to product managers Team 4 • breaks MMFs into components with Prod Mgrs • breaks components into stories Architects Architecture / Leads Leads / Technical Technical Product Managers • responsible for technical dependencies across teams Product Owners • provide high level costs to Product Managers Development teams © Copyright 2012 Net Objectives, Inc. All Rights Reserved 68
  71. 71. Agile At Scale 1. Define Business capabilities A 5. Assign to team backlogs 3. Prioritize MMFs 2. Create MMFs A1 B1 A1 A2 B2 B B1 B2 B3 C1 C C1 C2 Team Product Backlogs B1a B1b B1c Team 1 A1a A1c A1b A1d Team 2 B2a B2c B2b B3aB3b B3c Blocked B3 4. Create high level stories A2 Team 3 Team 4 C2 Stakeholders Architecture / Technical Leads Product Managers Product Owners Development teams © Copyright 2012 Net Objectives, Inc. All Rights Reserved 69
  72. 72. Holistic Approach Visibility Systems Thinking Flow Self-organization with bigger view key points © Copyright 2012 Net Objectives, Inc. All Rights Reserved 70
  73. 73. Lean in a nutshell Achieve higher quality lower cost faster delivery by attending to time Self-organization & leadership are important. An holistic view is essential. © Copyright 2012 Net Objectives, Inc. All Rights Reserved 71
  74. 74. Transitions Require Why and How Understanding the why may get you started Understanding the how will help overcome the fear The perceived value must be greater than the fear © Copyright 2012 Net Objectives, Inc. All Rights Reserved 72
  75. 75. T E L L I N G P E O P L E “J U S T D O I T ” JU S T D O E S N ’T D O I T © Copyright 2012 Net Objectives, Inc. All Rights Reserved 73
  76. 76. Business Enterprise Agility Team technical Manage ment © Copyright 2012 Net Objectives, Inc. All Rights Reserved 74
  77. 77. Lean-Agile: Evolving Agility ∞ Agility Continually evolving Sustaining, not improving Maturation Declining Business Lean Thinking Low Team Mgmt Time (years) Iterative  Flow  Highest Business Value © Copyright 2012 Net Objectives, Inc. All Rights Reserved 75
  78. 78. Lean-Agile: Evolving Agility Where are you currently? ∞ Agility Business Management Team Continually evolving Sustaining, not improving Maturation Declining Low Time (years) Iterative  Flow  Highest Business Value © Copyright 2012 Net Objectives, Inc. All Rights Reserved 76
  79. 79. Company / Organization Lines of Business / Divisions Departments / Programs Projects / Releases Lean Business & Engineering Practices Business Strategy / Business Architecture – all skills needed to define, build, validate, and deploy Continuous discovery and development Business Portfolio Planning Whole Teams Business Driven Software Development Automated Regression Tests Continuous Integration ATDD – Acceptance Test Driven Development Continuous Standards Improvement Iterative development Scrum Lean Software Development XP / Iterative Kanban Stage 1 Stage 2 Stage 3 Enterprise Agility © Copyright 2012 Net Objectives, Inc. All Rights Reserved 77
  80. 80. Net Objectives’ Talks At Conference Monday  8:30-12:00pm Eight Steps to Kanban. Ken Pugh Tuesday  8:30-12:00pm Scaling Agile with the Lessons of Lean Product Development Flow. Alan Shalloway  1:00-4:30pm Design Patterns Explained: From Analysis Through Implementation. Alan Shalloway Wednesday  3:45-5:00 Lean Development Practices for Enterprise Agile. Alan Shalloway Thursday  Keynote 1245-2:00pm Form Follows Function: The Architecture of a Congruent Organization. Ken Pugh Register at www.netobjectives.com/register for slides & more © Copyright 2012 Net Objectives, Inc. All Rights Reserved _s 78
  81. 81. Thank You!     Register at www.netobjectives.com/register See www.netobjectives.com/resources Contact me at alshall@netobjectives.com Twitter tag @alshalloway © Copyright 2012 Net Objectives, Inc. All Rights Reserved copyright © 2010 Net Objectives 79 Inc.
  82. 82. Q U E S T I O N S ? Lean for Executives Product Portfolio Management Business Product Owner Business ASSESSMENTS CONSULTING T RAINING COACHING Lean Enterprise Manage ment Team technical For more info on free resources see: www.netobjectives.com/resources process Lean-Agile Kanban / Scrum ATDD / TDD / Design Patterns Lean Management Project Management © Copyright 2012 Net Objectives, Inc. All Rights Reserved 80

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