1. Lean & Kanban: Além da Agilidade@diego_pachecoabout.me/diegopacheco
2. Sim, Eu trabalho com TI…(Gosto de Dinossauros) firstname.lastname@example.org @diego_pacheco diego-pacheco.blogspot.com github.com/diegopacheco
4. Yes,Agile !!!
6. Empty your mind...
7. We may need some recycle!
9. Agile Mindsets and COREvalues are BIGGER THANScrum. You also need XPbecause CODE Matters. Bla bla bla,you must pay attention on XP Scrum, Bla bladude, stop being a faggot! bla, Scrum, Bla bla bla, Scrum, bla, bla and bla… SCRUM!
12. Thomas Jefferson (don’t copy the tools) In matters of style, swim with the current; In matters of principle, stand like a rock.
13. Why Lean ? We Have Agile !!!
14. There are gaps in Agile !!!
15. Lean has great synergy with Agile
16. Lean fills the Gap !!!
17. Lean XCMMI
18. CMMI Assumption 1: A system is best managed by disaggregating it into identifiable work products that are transformed from a input to output to archive Assumption 2 A mature specific goal. organization is one in which everything is carefully planned and then controlled to meet the plan.
19. Lean Assumption 1: A mature organization looks at the whole system; it does not focus on optimizing disagreggregated parts. Assumption 2 A mature organization focuses on learning effectively and empowers the people who do the work to make decisions.
20. Lean XTraditional
21. Traditional Work Harder Work Smarter
22. 60-95% of our time doing things thatincrease cost but don’t add value!
23. 64% Features are Rarely or never used
24. Lean Why do it at all ? Remove Waste
25. What is Lean anyway ?
26. Scientific Management & Taylor 1910 People are not Smart, enough to know the best way to do it! They are lazy! Workers will do as little as possible. Workers do not care about quality. Experts tell workers exactly what to do! Do the best and cheapest way! Pay extra if they do it the best way right! Experts(management/supervisors) break the work in small parts so the workers can do it.
27. W. Edwards Deming 1940 The Humanist “All anyone asks for is a chance to work with pride.” People are good. People care !!! Respect People. People are about Trust, Pride, and applause not numbers. Continuous improvements in work process: PDCA. Intrinsic Motivation
28. Respect People
29. Deming’s 14 Points
30. …Intrinsic Motivation
31. Lean Origins… TPS - 1948 Taichii Ohno
32. Lean Manufacturing
33. Lean/Kanban Origins in Software… ~2002 (Mary & Tom Poppendieck) ~2003 (David Anderson)
34. Lean is aboutThinking...
35. Symphony of the Thousand
36. A Complex System
37. Understanding… but WHY ?
38. Change the System, Changes the Culture!
39. Lean is about… (Why ?)
40. Right Feature, Right Time… (Why ?)
41. Business Agility
42. Lean Principles (Cultural Changes)
43. #1 Built-in Quality
44. In Agile World…
45. #2 Empower the Team
46. Make conditions to people be…
47. In Agile World…
48. #3 Deliver as Fast as possible
49. Bucket approach
50. Hose approach
51. Batch Size Reduction
52. Continuous Deployment/Deliver
53. #4 Decide as Late as Possible
54. Plan SUCKS! Planning Rocks!
55. Uncertain Cone
56. In Agile World… AMDD Simple Design
57. #5 Optimize the Whole
58. We are Local…
59. …To the Extreme!
60. Beware: Taboo ahead !!!
61. System Thinking
62. 5 whys Don’t attackthe symptoms!
63. Critical Chain
64. In Agile World…
65. #6 Create/Amplify knowledge
66. In Agile World…
67. #7 Eliminate Waste
68. You need learn how to see waste !!!
70. #7-1 Overproduction (Extra Features)
71. #7-2 Inventory (Backlog / Partial done)
72. #7-3 Extra Processing Steps (Extra Steps/ Rework)
73. #7-4 Motion (Finding Information / Task Switching)
74. #7-5 Defects (BUGS not caught by tests)
75. #7-6 Waiting (waiting for decisions, including customers / delays)
76. #7-7 Transportation (Handoff’s)
77. Pull vs Push
79. Bucket approach == PUSH
81. Hose approach == PULL
82. Command Intent VS C2
83. Value Stream Mapping -> Kanban board
85. …Just the tip of the iceberg…
86. Kaizen ( Continuous Improvements)
87. Kaizen is involvement
88. Leaders/Coaches must be breathing kaizenIts not have the best perfect way of doing work up-to-front. It’smotivate people to always get better ways to do work.
89. Improvements at daily basis NOT in events !!!
90. Hold On…
91. Toyota Kata: Continuous Improvement* http://www-personal.umich.edu/~mrother/Homepage.html
92. Toyota Kata: Coaching
94. Kanban is 80% about People!"Putting people in good systems results in better results than putting people in bad systems – soattending to the systems will help the peoples behavior" via @alshalloway
95. The Essence of Kanban is…1. Visualize the Workflow2. Limit WIP3. Manage Flow4. Make Process Policies Explicit5. Improve Collaboratively (using Models and the Scientific Method)
96. Make Explicit Policies
97. Kanban is visual card
98. Kanban is more than a index card
99. Kanban: Visual Flow | See to Believe
100. Visual Informarion Rules!* Boards over Tools | tools sucks!* Process Enforcements + Metrics* Not ONLY flow
101. Common SPECIFIC Understanding
102. Classes of Services
103. Classes of Services: Based on Cost of Delay!
104. In Agile World(Remember the XP Roads Approach ?) Dirt Road Cobblestone Road Highway Time ComplexityValue Added Scalability Risk
105. Classes of Services Based on post-its colors
106. Priority always in the TOP
107. Kanban Swim lanes
108. Kanban: Focus on the Right! Finish a Story Begin a new Story - FOCUS +