Scrum and Lean: Multiply the Powers<br />Om Band<br />February 2011<br />		 		             om.band@sap.com<br />
05/05/09<br />www.agiletour.com<br />
Lean: Why and What<br />	Lean was formulated by Toyota Production System<br />To…<br />Enhance Customer Value<br />Elimina...
Lean core: Just In Time<br />The Right Part<br />Of the Right Quality<br />At the Right Moment<br />In the Right Quantity<...
Lean Principle 1: Flow<br />GOAL: Improve Throughput time by reducing Work In Progress (WIP) Inventory<br />Batch<br />Pro...
Instead cut the software features in small implementable and usable features – Build, Integrate, Test, Document completely...
Lean Principle 2: Takt<br />Goal: Achieve consistent rhythm by leveling  the  work contents to eliminate overproduction an...
Shorter release cycles
Staff the teams rightly (Cross Functional Team of 10 members)
Align the takts in all related groups</li></li></ul><li>Lean Principle 3: Pull<br />GOAL: Produce when the customer needs ...
Lean Principle 3: Pull<br />GOAL: Produce when the customer needs to avoid overproduction<br /><ul><li>Customer defines th...
Top priority items are pulled by the development teams
Customer consumes the software and give feedback</li></li></ul><li>Pull ensures high quality and faster feedback<br />Defi...
Ranked Backlog</li></ul>All takts are aligned<br />0%<br />0%<br />~70%<br />~70%<br />~70%<br />~70%<br />Dev Takt(Impl. ...
Automated RT tests 100% OK
No open Prio 1, 2 msgs
Takt Demo  + Product Owner approval of takt shipment
Code reviews completed
Zero Prio 1/2 Checkman & JLIN </li></ul>Mandatory unit wide done criteria<br />0%<br />~30%<br />~30%<br />~30%<br />~30%<...
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Scrum and Lean : Multiply the Powers by Om Band

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Scrum and Lean : Multiply the Powers by Om Band

  1. 1. Scrum and Lean: Multiply the Powers<br />Om Band<br />February 2011<br /> om.band@sap.com<br />
  2. 2. 05/05/09<br />www.agiletour.com<br />
  3. 3. Lean: Why and What<br /> Lean was formulated by Toyota Production System<br />To…<br />Enhance Customer Value<br />Eliminate Waste<br />Improve Quality<br />Cut Costs<br />05/05/09<br />www.agiletour.com<br />
  4. 4. Lean core: Just In Time<br />The Right Part<br />Of the Right Quality<br />At the Right Moment<br />In the Right Quantity<br />In the Right Place<br />05/05/09<br />www.agiletour.com<br />
  5. 5. Lean Principle 1: Flow<br />GOAL: Improve Throughput time by reducing Work In Progress (WIP) Inventory<br />Batch<br />Processing<br />Single-Piece Flow<br />Processing<br /><ul><li>Don‘t start building all features simultanelusly in isolation and then integrate
  6. 6. Instead cut the software features in small implementable and usable features – Build, Integrate, Test, Document completely </li></li></ul><li>Pre and Final JIT Assembly Lines: Fishbone<br />Set break-point<br />Communication channel<br />Stack trace<br />Step in/out<br />Step in/out<br />Set break-point<br />Flow rule set<br />If-then ruleset<br />Rule script<br />Takt 4<br />Takt 1<br />Takt 3<br />Debugging in Rules<br />Infrastructure set up<br />for if-then rules<br />Takt 2<br />Rule script<br />Flow rule set<br />Object/variable view for If-then ruleset<br />Infrastructure setup for Java rules<br />Set break-point<br />Object/variable view<br />Stack trace<br />Decision table<br />Step in/out<br />Stack trace<br />Set break-point<br />Communication channel<br />Communication channel<br />Stack trace<br />Communication channel<br />
  7. 7. Lean Principle 2: Takt<br />Goal: Achieve consistent rhythm by leveling the work contents to eliminate overproduction and waiting!<br /><ul><li>Pick what you can fully finish!
  8. 8. Shorter release cycles
  9. 9. Staff the teams rightly (Cross Functional Team of 10 members)
  10. 10. Align the takts in all related groups</li></li></ul><li>Lean Principle 3: Pull<br />GOAL: Produce when the customer needs to avoid overproduction<br />
  11. 11. Lean Principle 3: Pull<br />GOAL: Produce when the customer needs to avoid overproduction<br /><ul><li>Customer defines the prioritized backlog/feature set
  12. 12. Top priority items are pulled by the development teams
  13. 13. Customer consumes the software and give feedback</li></li></ul><li>Pull ensures high quality and faster feedback<br />DefineT1<br />DefineT2<br />DefineT3<br />…<br />Define Takt(Product Team)<br />DONE Criteria for every Takt<br /><ul><li>Understandable Backlog (confirmed by team member of receiving team )
  14. 14. Ranked Backlog</li></ul>All takts are aligned<br />0%<br />0%<br />~70%<br />~70%<br />~70%<br />~70%<br />Dev Takt(Impl. Team)<br />DevT2<br />DevT3<br />DevT3<br />…<br />DevT9<br />I&TT10<br />I&TT11<br />DONE Criteria for every Takt<br /><ul><li>Dev & MIT/Unit/component test for NFT 100%OK
  15. 15. Automated RT tests 100% OK
  16. 16. No open Prio 1, 2 msgs
  17. 17. Takt Demo + Product Owner approval of takt shipment
  18. 18. Code reviews completed
  19. 19. Zero Prio 1/2 Checkman & JLIN </li></ul>Mandatory unit wide done criteria<br />0%<br />~30%<br />~30%<br />~30%<br />~30%<br />~30%<br />Integration &Acceptance Takt<br />IAT2<br />IAT3<br />IAT4<br />…<br />IAT10<br />I&TT11<br />DONE Criteria for every Takt<br /><ul><li>Integration scenario tests incl. NFT & RT 100% OK
  20. 20. No open Prio 1 & 2 msgs
  21. 21. Maximal two prio 3 msgs
  22. 22. Performance tests done
  23. 23. Increase in automated tests</li></ul>Parallel running integration teams<br />Customer<br />CT1<br />…<br />
  24. 24. Lean Principle 4: Zero Defect<br />GOAL: Fix issues in Products and Processes Immediately<br />Process Stability<br />System availability 80%<br />System availability 80% 4 = 41%<br />80%<br />80%<br />80%<br />80%<br />GOAL<br />100% OK parts<br />100% availability<br />80 %<br />80%<br />80%<br />80%<br />Batch Processing<br />Single-Piece Flow Processing<br />
  25. 25. Stop the Line in case of Issues: ANDON<br /><ul><li>If the takt delivery is affected/endangered all development activities are STOPPED for the affected projects.
  26. 26. STOP for Dev Projects means, “no new feature development, instead everybody works on corrections in Integration Codeline”
  27. 27. STOPPED projects do “root cause deep dive” to prevent future faults</li></li></ul><li>Solve the Root Cause: 5 Whys<br />The machine stopped<br />It overloaded and the fuse blew<br />Why?<br />Why?<br />Why?<br />Why?<br />Why?<br />The spindle drive isn’t properly lubricated<br />The oil pump isn’t running properly<br />The oil pump shaft bearings are worn out<br />Dirt has gotten into the oil pump<br />Take preventive measures to fix the root cause<br />
  28. 28. The Guide for the Journey towards Perfection: Kaizen<br />Continuous improvementsin small steps<br />Improvement<br />Time<br />Improvement<br />StandardWedge<br />Time<br />Kaizen = Continuous Improvement<br />www.agiletour.com<br />
  29. 29. The anatomy of Waste<br />In Automobile<br />05/05/09<br />www.agiletour.com<br />In Software<br />
  30. 30. Increased workload = Compressing the value adding process<br />Addedvalue<br />A<br />A<br />A<br />A<br />Waste<br />W<br />W<br />Improvement = Replacing waste with value adding tasks<br />Addedvalue<br />A<br />A<br />Waste<br />W<br />W<br />W<br />A<br />Eliminating waste versus Increased workload<br /> Source: Porsche Consulting<br />
  31. 31. Typical Continuous Improvement Model<br />Kaizen = Continuous Improvement<br />www.agiletour.com<br />
  32. 32. Scrum and Lean – The Winning Pair<br />Lean provides the framework on the overall process from define to delivery<br />Scrum provides great methodology of project execution<br />Both methodologies offer great models and tools to focus on critical aspects<br />Lean and Scrum makes a great winning combination <br />05/05/09<br />www.agiletour.com<br />
  33. 33. Questions Please…<br />05/05/09<br />www.agiletour.com<br />
  34. 34. Overprocessing<br />Code to<br />stock<br />Transport<br />Overproduction<br />Task<br />Switching<br />Waiting<br />time<br />Defects<br />The Anatomy of Waste in SW<br />7 kinds of waste<br /> Source: SAP Workshop CE/UI<br />
  35. 35. Separate the Value and Waste…<br />
  36. 36. Product<br /><ul><li>Too many variants
  37. 37. Excessive norms and tolerance
  38. 38. Unnecessary changes/late engineering
  39. 39. Carry-over parts not used
  40. 40. Over specifications
  41. 41. Too high material requirements
  42. 42. Costly production processes</li></ul>Process<br /><ul><li>Locations not structured
  43. 43. Parallel concepts
  44. 44. Loops
  45. 45. Over documentation
  46. 46. Waiting for decisions
  47. 47. Distributed development
  48. 48. Rework/errors/scrap
  49. 49. Complex flow of information</li></ul>Waste can be found in the product as well as in the process<br />oW<br />A<br />hW<br /> Source: Porsche Consulting<br />
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