On October 23rd, 2014, we updated our
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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!
Thomas Jefferson (don’t copy the tools) In matters of style, swim with the current; In matters of principle, stand like a rock.
Why Lean ? We Have Agile !!!
There are gaps in Agile !!!
Lean has great synergy with Agile
Lean fills the Gap !!!
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.
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.
Traditional Work Harder Work Smarter
60-95% of our time doing things thatincrease cost but don’t add value!
64% Features are Rarely or never used
Lean Why do it at all ? Remove Waste
What is Lean anyway ?
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.
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
Deming’s 14 Points
Lean Origins… TPS - 1948 Taichii Ohno
Lean/Kanban Origins in Software… ~2002 (Mary & Tom Poppendieck) ~2003 (David Anderson)
Lean is aboutThinking...
Symphony of the Thousand
A Complex System
Understanding… but WHY ?
Change the System, Changes the Culture!
Lean is about… (Why ?)
Right Feature, Right Time… (Why ?)
Lean Principles (Cultural Changes)
#1 Built-in Quality
In Agile World…
#2 Empower the Team
Make conditions to people be…
In Agile World…
#3 Deliver as Fast as possible
Batch Size Reduction
#4 Decide as Late as Possible
Plan SUCKS! Planning Rocks!
In Agile World… AMDD Simple Design
#5 Optimize the Whole
We are Local…
…To the Extreme!
Beware: Taboo ahead !!!
5 whys Don’t attackthe symptoms!
In Agile World…
#6 Create/Amplify knowledge
In Agile World…
#7 Eliminate Waste
You need learn how to see waste !!!
#7-1 Overproduction (Extra Features)
#7-2 Inventory (Backlog / Partial done)
#7-3 Extra Processing Steps (Extra Steps/ Rework)
#7-4 Motion (Finding Information / Task Switching)
#7-5 Defects (BUGS not caught by tests)
#7-6 Waiting (waiting for decisions, including customers / delays)
#7-7 Transportation (Handoff’s)
Pull vs Push
Bucket approach == PUSH
Hose approach == PULL
Command Intent VS C2
Value Stream Mapping -> Kanban board
…Just the tip of the iceberg…
Kaizen ( Continuous Improvements)
Kaizen is involvement
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.
Improvements at daily basis NOT in events !!!
Toyota Kata: Continuous Improvement* http://www-personal.umich.edu/~mrother/Homepage.html
Toyota Kata: Coaching
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
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)
Make Explicit Policies
Kanban is visual card
Kanban is more than a index card
Kanban: Visual Flow | See to Believe
Visual Informarion Rules!* Boards over Tools | tools sucks!* Process Enforcements + Metrics* Not ONLY flow
Common SPECIFIC Understanding
Classes of Services
Classes of Services: Based on Cost of Delay!
In Agile World(Remember the XP Roads Approach ?) Dirt Road Cobblestone Road Highway Time ComplexityValue Added Scalability Risk
Classes of Services Based on post-its colors
Priority always in the TOP
Kanban Swim lanes
Kanban: Focus on the Right! Finish a Story Begin a new Story - FOCUS +