Lean Principles

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A presentation I did for the Agile Profesionals Network (APN) Wellington branch. Even if we have a recipe the context of the situation can mean we can\’t replicate a successful dish in a different …

A presentation I did for the Agile Profesionals Network (APN) Wellington branch. Even if we have a recipe the context of the situation can mean we can\’t replicate a successful dish in a different environment. The key are Principles. Know your system, know your customer and desired output. Like a good chef have practices but understand the base principles of why things work.

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  • Start with some Christmas photosI decided to cook Christmas dinner – chose Gordon Ramsey recipe – list of ingredients and exact timingsI was all setHad all ingredients, timings – I was all set to repeat and have my family enjoy the results
  • I had all the ingredients, well close enough the local dairy didn’t have a few things– but the kitchen was small, we didn’t have an oven, the stove top was the order of the day.Didn’t have time to let the turkey rest for 2 hoursI still followed the recipe and the result was well…. A little different from the picture in Gordon Ramsey’s book
  • In agile and lean we have lots of ingredients. Agile BuffetWarning don’t try and take everything as it will make you ill ! It’s knowing what to choose, when it’s appropriate
  • How do we know what practices to choose?Why does a practice work? When should we use it, is it right for us?There is help, we need to go back to cooking basics. Core Values
  • a Principle comprehensive and fundamental law, Principles Guide what you do, tactics show you howdoctrine, or assumptionAs Ash Mauraya states – we should separate principles from tactics – “Principles guide what you do. Tactics show you how”Tactic – definition is a device for accomplishing an end – that to me is a practicePrinciples apply in all contexts – wheras practices only apply in someHow many people know how many agile principles there are?
  • Agile and Lean can be seen as cousins, with a set of values but different origins.Lean arose from manufacturing, whilst agile came from software developmentThe Principles underlying lean are applicable almost anywhere. Mary and Tom Poppendieck have been instrumental in mapping these principles to software development
  • Agile and Lean can be seen as cousins, with a set of values but different origins.Lean arose from manufacturing, whilst agile came from software developmentThe Principles underlying lean are applicable almost anywhere. Mary and Tom Poppendieck have been instrumental in mapping these principles to software developmentHere is there summary:
  • Use the Principles to Guide you in what practices to use, don’t implement a practice without understanding the reason for doing so – the principle that underpins it.But where do we start? Principles without practical practices is vapourware. What do we do with all the agile-lean indeed industry good practice ingredients we have?Lean is a journey not a destiination – people like Scrum as some framwork to start with
  • Actually primary features link back to the agile principles….
  • DonReinersten approaches lean on the basis of appreciating the system that people are working on – fostering the skills of those people you have in the system and attending to time by seeing how work flows through the systemsApproach: Value Stream, KanbanApply principles at each stage, there are process patterns that I look for at each step
  • Build in tests at each stagee.g. Output – does the customer know what they are getting
  • Remember, agile practices are only tactics there to support underlying principles Don’t be driven by your practices – use them in the context of your organisation/situationAlways stick to your principlesLike a Restaurant, know your customer, understand the principles of putting the correct dish together at the right time, seemless handoff bewteenstataions – tries and tested well undertoodpracices. Each restuatrnt is diffectent. The dishes are al a carte
  • We started with the Agile evolution, turning time on its side  Now we have recapped let’s have a quiz

Transcript

  • 1. ©  Equinox  Limited   By  Ant  Boobier  
  • 2. ©  Equinox  Limited  
  • 3. ©  Equinox  Limited  
  • 4. Agile  Buffet   “Today’s  typical  Agile  process,  no  ma6er  what  name   you  call  it,  takes  the  best  from  the  buffet  of  Agile   prac>ces”   -­‐  Jeff  Pa.on   Source:  www.agileproduct  design.com  ©  Equinox  Limited  
  • 5. Which  Agile-­‐Lean  PracBces  to  choose?   How  do  we  know  it  is  right  for  us?   Acceptance  TDD  ©  Equinox  Limited  
  • 6. Agile  Manifesto  Values  ©  Equinox  Limited  
  • 7. A  comprehensive  and  fundamental  law   “Principles  guide  you,  tacBcs  show  you  how”   ©  Equinox  Limited   -­‐  Ash  Mauraya  
  • 8. Agile  Manifesto  Principles...   Principle   Descrip6on   1   Sa6sfy  The  Customer   The  highest  priority  is  to  sa6sfy  the  customer  through   early  and  con6nuous  delivery  of  valuable  soBware   2   Welcome  Change   Welcome  changing  requirements,  even  late  in   development.  Agile  processes  harness  change  for  the   customer’s  compe66ve  advantage.   3   Deliver  Frequently   Deliver  working  soBware  frequently,  according  to  how   quickly  the  customer  can  consume  it.   4   Measure  of  Progress   Working  soBware  is  the  primary  measure  of  progress.   5   Mo6vated  People   Build  projects  around  mo6vated  individuals.  Give  them   the  environment  and  support  they  need,  and  trust  them   to  get  the  job  done.   6   High  Bandwidth   The  most  effec6ve  method  of  conveying  informa6on  to   and  within  a  development  team  is  face-­‐to-­‐face   conversa6on.  ©  Equinox  Limited  
  • 9. Agile  Manifesto  Principles...   Principle   Descrip6on   7   Whole  Team  Daily   Business  people  and  developers  must  work  together   daily  throughout  the  project.   8   Sustainable   The  sponsors,  developers  and  users  should  be  able  to   maintain  a  constant  pace  indefinitely.   9   Technical  Excellence   Con6nuous  a.en6on  to  technical  excellence  and  good   design  enhances  agility.   10   Simplicity   The  art  of  doing  just  enough  and  no  more  than  is   necessary.   11   Self  Organising  Team   The  best  architecture,  requirements  and  designs  emerge   from  self-­‐organising  teams.   12   Con6nuous   At  regular  intervals,  the  team  reflects  on  how  to  become   Improvement   more  effec6ve,  then  tunes  and  adjusts  its  behaviour   accordingly.   Source:  www.agilemanifesto.org  ©  Equinox  Limited  
  • 10. Lean  Principles   “The  goal  is  not  making   teams  agile  but  making   the  business  agile”   -­‐  Alan  Shalloway   “Lean  and  agile  are  cousins”   -­‐  Henrik  Kniberg  ©  Equinox  Limited  
  • 11. Lean  Principles   Lean  Principle   Descrip6on   Deliver  value  to  the  customer  quickly,  rapid  delivery;  high  quality;  low  cost   Deliver  Fast   Queuing  theory  to  Limit  Work  in  Process  (WIP)  and  context  switching   Managing  workflow  is  easier  than  managing  schedules,  using  repeatable  workflow   Waste  is  anything  that  does  not  add  value  to  the  customer.  The  three  biggest  wastes   Eliminate  Waste   in  soUware  development  are:   1.  Building  the  wrong  thing:  building  features    that  aren’t  needed   2.  Failure  to  learn:  policies  that  interfere  with  our  ability  to  learn   3.  Thrashing:  anything  that  interferes  with  smooth  flow  of  value   Predictable  performance  is  driven  by  feedback:  rapidly  respond  to  change   Learn  Constantly   Maintain  op6ons;  keep  code  change  tolerant,  minimise  irreversible  decisions   Defer  commitment,  schedule  irreversible  decisions  to  Last  responsible  moment     Build  Quality  In   Final  Verifica6on  should  not  find  defects!  Prevent  with  executable  requirements   Mistake  proof  your  process  with  test  first  development  to  establish  correctness   Break  dependencies:  architecture  should  support  addiBon  of  any  feature  at  any  Bme   Op6mize  the  Whole   Focus  on  the  en6re  value  stream  from  customer  request  to  deployed  soUware   Deliver  a  complete  product,  a  complete  team  delivering  not  just  the  soUware   Think  long  term    rather  than  local  opBmizaBon   Autonomy:  Empowered  self-­‐organising  feature  teams  with  effecBve  leadership   Engage  Everyone   Mastery:  Provide  challenge  and  environment  which  enables  people  to  grow   Purpose:  Tie  the  work  to  value  and  a  common  vision     Keep  Gefng  Be.er   Failure  is  a  learning  opportunity:  invesBgate  and  correct  them  as  they  occur   Standards  exist  to  be  challenged  and  improved   Use  the  scien6fic  method  Plan-­‐Do-­‐Check-­‐Act  process   Source:  Mary  and  Tom  Poppendieck  ©  Equinox  Limited  
  • 12. Lean  Principles   Lean  Principle   Descrip6on   Deliver  value  to  the  customer  quickly,  rapid  delivery;  high  quality;  low  cost   Deliver  Fast   Queuing  theory  to  Limit  Work  in  Process  (WIP)  and  context  switching   Managing  workflow  is  easier  than  managing  schedules,  using  repeatable  workflow   Waste  is  anything  that  does  not  add  value  to  the  customer.  The  three  biggest  wastes   Eliminate  Waste   in  soUware  development  are:   1.  Building  the  wrong  thing:  building  features    that  aren’t  needed   2.  Failure  to  learn:  policies  that  interfere  with  our  ability  to  learn   3.  Thrashing:  anything  that  interferes  with  smooth  flow  of  value   Predictable  performance  is  driven  by  feedback:  rapidly  respond  to  change   Learn  Constantly   Maintain  op6ons;  keep  code  change  tolerant,  minimise  irreversible  decisions   Defer  commitment,  schedule  irreversible  decisions  to  Last  responsible  moment     Build  Quality  In   Final  Verifica6on  should  not  find  defects!  Prevent  with  executable  requirements   Mistake  proof  your  process  with  test  first  development  to  establish  correctness   (Integrate  Quality)   Break  dependencies:  architecture  should  support  addiBon  of  any  feature  at  any  Bme   Op6mize  the  Whole   Focus  on  the  en6re  value  stream  from  customer  request  to  deployed  soUware   Deliver  a  complete  product,  a  complete  team  delivering  not  just  the  soUware   (Value  the  Whole)   Think  long  term    rather  than  local  opBmizaBon   Autonomy:  Empowered  self-­‐organising  feature  teams  with  effecBve  leadership   Engage  Everyone   Mastery:  Provide  challenge  and  environment  which  enables  people  to  grow   Purpose:  Tie  the  work  to  value  and  a  common  vision     Keep  Gefng  Be.er   Failure  is  a  learning  opportunity:  invesBgate  and  correct  them  as  they  occur   Standards  exist  to  be  challenged  and  improved   (Relentless  Improvement)   Use  the  scien6fic  method  Plan-­‐Do-­‐Check-­‐Act  process   Source:  Mary  and  Tom  Poppendieck  ©  Equinox  Limited  
  • 13. What  to  do  with  the  ingredients?  ©  Equinox  Limited  
  • 14. Primary  Features  of  Lean-­‐Agile  •  Building  SoUware  IteraBvely  and  incrementally  •  A  Product  Champion  •  Features  are  prioriBzed  to  deliver  business  value  •  Using  cross-­‐funcBonal  teams  where  people  use  their  skills  to  get   work  done,  using  a  facilitator  •  Focus  on  high  bandwidth  communicaBon  •  Daily  review  for  the  whole  team  •  Simple  visual  controls  in  workplace  to  report  progress  and  Issues  •  Risk  miBgaBon:  address  issues,  impediments,  and  dependencies   early  •  ConBnuous  process  improvement  and  good  pracBce   Source:  based  on  Alan  Shalloway  ©  Equinox  Limited  
  • 15. Framework  for  Designing  Systems   The  System   Pathways   Output   Connec>ons   Methods   Source:  Steven  J  Spear  ©  Equinox  Limited  
  • 16. Summary  of  System  Design     Item   Descrip6on   Outputs   •  What  is  the  objec6ve?   •  What  has  to  be  delivered  to  whom  and  by  when  to  ensure  success?   •  Match  supply  with  demand   Pathways   •  Sequencing  and  responsibility   •  What  Work  Stages  need  to  be  completed  by  whom  in  what  order  to   achieve  the  desired  outcome   Connec6ons   •  Conveying  informa6on  and  services  between  work  stages   •  What  are  the  hand-­‐offs  between  the  different  Work  Stages   •  What  informa6on  triggers  people  to  undertake  their  ac6vi6es  at   the  correct  6me   •  Handovers   Methods   •  What  is  each  Work  Stage’s  content,  sequence  and  6ming   •  How  do  you  know  the  method  you  are  using  is  working?   •  Policies  and  Procedures  ©  Equinox  Limited  
  • 17. Process  Pa_erns   •  PracBces  relate  to   mulBple  principles   •  Group  pracBces  into   Process  Pa_ern   areas   •  Process  Pa_erns  can   be  linked  to  system   framework  ©  Equinox  Limited  
  • 18. Process  Pa_erns   Item   Process  Pa.ern   Outputs   •  Purpose  and  vision   •  Product:  focus  on  the  product  rather  than  the  project   •  Value:  is  value  created  and  delivered  early   Pathways   •  Flow:  process  built  on  flow  to  eliminate  delay  (Itera6ons  or  Kanban)   •  Visual  Control:  a.end  to  the  system   •  Cycle  6me:  shorten  6me  work  starts  un6l  it  is  consumed  by  customer   •  Specifica6on  by  Example:  (aka  ATDD  or  BDD)     Connec6ons   •  Pull:  pull  based  capacity  planning   •  Cadence:  small  batches  delivering  to  customer  and  gefng  feedback  regularly   •  Defini6on  of  Done:  well  defined  work  prac6ces   •  WIP:  ensure  WIP  is  kept  as  small  as  possible   •  Swarm:  team  support     Methods   •  Well  defined  work  prac6ces   •  Process  Improvement:  share  with  rest  of  organisa6on   •  Technical  Prac6ces   •  Low  Dependency  Architecture   •  Coding  Standards   •  Code  Reviews   •  Con6nuous  Integra6on   •  Automated  Tes6ng  ©  Equinox  Limited  
  • 19. ©  Equinox  Limited  
  • 20. Further  Reading:  Lean  Principles                                      ©  Equinox  Limited  
  • 21. Further  Reading:  Cooking  ©  Equinox  Limited  
  • 22. @antboobier anthony@nomad8.com©  Equinox  Limited   www.nomad8.com
  • 23. Blogs:  equinox.co.nz/agileblog   anthony.boobier@equinox.co.nz   antboobier  ©  Equinox  Limited