0
Agile & Lean / Kanban                    0
What is Lean?                1
Agile Development Methods (Dogma)   eXtreme Programming (XP)   Scrum   Lean Software Development   Behavior Driven Dev...
Lean Has History   Standard software development practice for the last    decade.   Agile is the combination of principa...
Agile            LeanPrincipals       PrincipalsCommunications   Optimize the Whole  Simplicity      Eliminate Waste  Feed...
Eliminate Waste   Everything not adding value to the customer is    considered to be waste (Muda). This includes:     Un...
Create Knowledge / Amplify Learning Customer Feedback Short Cycle Times Refactoring Code Review Automated Test instea...
Build Quality In Unit Test / TDD Automated Acceptance Tests Refactoring Pattern Based Development Continuous Integrat...
Defer Commitment Wait till the last “Responsible” moment to  make an irreversible decision. Set Based Design     Pursue...
Deliver Fast Small Batch Sizes Short Iterations Feedback, Feedback, Feedback. Close Customer Collaboration Software D...
Optimize the Whole Manage the Value Stream Look beyond the Development Team Standardize the process Efficiency vs. Eff...
Respect People Trust in people that they know the best  way to do their jobs. Recognize Teams and Individuals for their ...
How Does Agile Fit?                      12
The Agile Manifesto – Agile Principals“We are uncovering better ways of developing software... Through this work wehave co...
Individuals & Interactions > Process and Tools   We value communication and teamwork over strict    processes and the too...
Working Software > Comprehensive Documentation Working Software requires just as much documentation as the customer needs....
Customer Collaboration > Contract Negotiation   Remove barriers    between the developers    and the customers.   Unders...
Responding to Change > Following a Plan                                          17
Agile PrincipalsSome of the principles behind the Agile Manifesto[6] are:  Our highest priority is to satisfy the custome...
Typical Agile                     Simple Lean      Adoption                           Adoption1.   User Stories           ...
Kanban         20
Kanban   Signboard or Billboard   Kan means "visual," and ban, means "card" or "board”   Is a signaling system to trigg...
3 Rules                           Strict                                  Queue1. Strict Queue Limits            Limits2. ...
Example Development Boards                             23
Example 2            24
Example 3            25
Work In Progress (WIP)   Create Columns for Each Step in your process   Pick Limits for “Active” Queues (team size divid...
WIP   Visible feature goals to minimize thrashing     MMF = minimal marketable feature     or MUF = minimal usable feat...
What Goes On A Card                      28
Cycle Time / Throughput   Goal is to get optimum flow   How many days does it take to flow through the team    once it e...
Backlog Board   3 Queues to show priorities   Set back log limit for each board to equal number of    slots on WIP   Ma...
What’s Changed:Optimize/Continuous Flow   No Iteration Planning Meetings   FIFO work order, don’t sign up   Cycle Time ...
Agile & Lean               32
Scrum vs. Kanban   Why do we really care?   Agile Manifesto is about uncovering better ways of doing    software – not a...
Daily Scrum/Standup   Used to Be     What did I do yesterday     What am I going to do today     Do I have any road bl...
Agile & Lean Together                        35
Agile & Lean Teams   1 Team Agile – 2 Week Interations   1 Team Lean – Kanban   Coordination:     Release   on the Cad...
Kaizen - Continuous Improvement                        改善   Team retrospectives, Scrum of Scrums, Scrum Master    Retrosp...
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Agile Lean Kanban Training 1 hour

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Agile Lean Kanban Training 1 hour

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Transcript of "Agile Lean Kanban Training 1 hour"

  1. 1. Agile & Lean / Kanban 0
  2. 2. What is Lean? 1
  3. 3. Agile Development Methods (Dogma) eXtreme Programming (XP) Scrum Lean Software Development Behavior Driven Development (BDD) Feature Driven Development (FDD) Crystal Clear Methodology DSDM Others: Test Driven Development (TDD), Model Driven Development (MDD), Rational Unified Process (RUP). 2
  4. 4. Lean Has History Standard software development practice for the last decade. Agile is the combination of principals that have existed for W. Edwards over 60 years. Deming Lean Software Development exposes the pedigree of Agile. Almost all Agile practices can be traced back to Deming’s System of Profound Knowledge and his 14 Points for Management.Deming’s System of Profound Knowledge:Deming advocated that all managers need to have what he ing Ma ix S Qu gem a) (S tur na igm nu eancalled a System of Profound Knowledge, consisting of four ali ent fac ty Lparts: Lean Ma Appreciation of a system: understanding the overall Software Dev. processes involving suppliers, producers, and customers (or recipients) of goods and services (explained below); Agile Knowledge of variation: the range and causes of variation in quality, and use of statistical sampling in measurements; Theory of knowledge: the concepts explaining knowledge and the limits of what can be known. Knowledge of psychology: concepts of human nature. 3
  5. 5. Agile LeanPrincipals PrincipalsCommunications Optimize the Whole Simplicity Eliminate Waste Feedback Create Knowledge Courage Build Quality In Respect Defer Commitment Visibility Deliver Fast Honesty Respect People Realism Quality 4
  6. 6. Eliminate Waste Everything not adding value to the customer is considered to be waste (Muda). This includes:  Unnecessary code and functionality  Delay in the software development process  Unclear requirements  Bureaucracy  Slow internal communication 5
  7. 7. Create Knowledge / Amplify Learning Customer Feedback Short Cycle Times Refactoring Code Review Automated Test instead of documented defects. 6
  8. 8. Build Quality In Unit Test / TDD Automated Acceptance Tests Refactoring Pattern Based Development Continuous Integration 7
  9. 9. Defer Commitment Wait till the last “Responsible” moment to make an irreversible decision. Set Based Design  Pursue multiple solutions eventually choosing the best one. Agile Version: Prioritize backlog, but don’t commit more then one iteration at a time. 8
  10. 10. Deliver Fast Small Batch Sizes Short Iterations Feedback, Feedback, Feedback. Close Customer Collaboration Software Demos 9
  11. 11. Optimize the Whole Manage the Value Stream Look beyond the Development Team Standardize the process Efficiency vs. Effectiveness 10
  12. 12. Respect People Trust in people that they know the best way to do their jobs. Recognize Teams and Individuals for their effort and contribution People are not “Resources” Empower the team to make the right decisions and improve the process. 11
  13. 13. How Does Agile Fit? 12
  14. 14. The Agile Manifesto – Agile Principals“We are uncovering better ways of developing software... Through this work wehave come to value:” Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a planThat is, while there is value in the items on the right, we value the itemson the left more. 13
  15. 15. Individuals & Interactions > Process and Tools We value communication and teamwork over strict processes and the tools to enforce them. Most software problems can be traced back to communication problems early on in a products lifecycle. Osmotic communication means that information flows into the background hearing of members of the team, so that they pick up relevant information as though by osmosis. 14
  16. 16. Working Software > Comprehensive Documentation Working Software requires just as much documentation as the customer needs. No More & No Less. 15
  17. 17. Customer Collaboration > Contract Negotiation Remove barriers between the developers and the customers. Understand that the closer the relationship between the customer and the development team the better the product. 16
  18. 18. Responding to Change > Following a Plan 17
  19. 19. Agile PrincipalsSome of the principles behind the Agile Manifesto[6] are: Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Welcome changing requirements, even late in development. Agile processes harness change for the customers competitive advantage. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. Business people and developers must work together daily throughout the project. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. Working software is the primary measure of progress. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. Continuous attention to technical excellence and good design enhances agility. Simplicity--the art of maximizing the amount of work not done--is essential. The best architectures, requirements, and designs emerge from self-organizing teams. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. 18
  20. 20. Typical Agile Simple Lean Adoption Adoption1. User Stories 1. User Stories2. Acceptance tests 2. Acceptance tests3. Iterative Development 3. Iterative Development4. Burn Down Charts 4. Burn Down Charts5. Story Boards V.S. 5. Kanban Boards6. Daily stand-ups 6. Daily stand-ups7. TDD / Unit Tests 7. TDD / Unit Tests8. Continuous integration 8. Continuous integration 19
  21. 21. Kanban 20
  22. 22. Kanban Signboard or Billboard Kan means "visual," and ban, means "card" or "board” Is a signaling system to trigger action Uses cards to signal the need for work to be done Another Toyota Lean lesson focusing on Just in Time production Example: 20 car doors, 5 left = “time to make more doors” Doors are requirements, requirements are inventory 21
  23. 23. 3 Rules Strict Queue1. Strict Queue Limits Limits2. Pull Value Through3. Make it Visible Pull Kanban Value Through Make it Visible 22
  24. 24. Example Development Boards 23
  25. 25. Example 2 24
  26. 26. Example 3 25
  27. 27. Work In Progress (WIP) Create Columns for Each Step in your process Pick Limits for “Active” Queues (team size divided by 2 or just be logical) Set “Wait” Queues to 2 or 3, keep small, Eliminate waste, get feedback FIFO If a slot is full, can’t start more work (A.K.A. PULL) Team sets Queue sizes to be most efficient, experiment Designed to Limit WIP, More WIP means slower flow 26
  28. 28. WIP Visible feature goals to minimize thrashing  MMF = minimal marketable feature  or MUF = minimal usable feature Can Only reorder in “Wait” Queue to move MUF forward Put Team Signals/Rules Above WIP Queue & Cross Team Signals On Bottom Could add a Queue for External Team 3 Rules: Strict Limit, Pull Value, Visible 27
  29. 29. What Goes On A Card 28
  30. 30. Cycle Time / Throughput Goal is to get optimum flow How many days does it take to flow through the team once it enters the WIP? Keep a chart: Wait/Cycle Time for each card size Good teams/systems: XS to Medium cards, Large = Bad If 22 ~same size cards in WIP, track 22 as well Sum up unit value on each board Velocity is a trailing indicator Throughput is a measure of demonstrated capacity 29
  31. 31. Backlog Board 3 Queues to show priorities Set back log limit for each board to equal number of slots on WIP Make assumption relative sizes will be close Same number of items in WIP on each board (22 in this example) Add up the “units” to ensure they are close, move wait line if they are considerably (not marginally) off Can now forecast based on logical assumptions Schedule regular backlog honing meetings with customer, rules at top Trigger release planning meetings when necessary Card is a TOKEN, physical means real, avoid temptation to live by a tool 30
  32. 32. What’s Changed:Optimize/Continuous Flow No Iteration Planning Meetings FIFO work order, don’t sign up Cycle Time replaces velocity, always updated Signal Event  Show & Tell  RPM Scheduled Events  Retrospectives  Releases per MMF/MUF or Cadence 31
  33. 33. Agile & Lean 32
  34. 34. Scrum vs. Kanban Why do we really care? Agile Manifesto is about uncovering better ways of doing software – not about one practice vs. another Principles  Frequent Delivery does not mean you must do iterations  Maintain a constant pace indefinitely (sustainable pace AND consistent pace?) 33
  35. 35. Daily Scrum/Standup Used to Be  What did I do yesterday  What am I going to do today  Do I have any road blocks Could Now Be  How are things flowing?  Team stands and reviews the WIP  Talk about blocks & constraints  Downstream work is most important Take Turns with each person “reading” the flow 34
  36. 36. Agile & Lean Together 35
  37. 37. Agile & Lean Teams 1 Team Agile – 2 Week Interations 1 Team Lean – Kanban Coordination:  Release on the Cadence – 2 Weeks  Separate Stand-Ups / Scrum of Scrums  Rotating Testing & Verification  Product Owners provide work to both teams based on criteria. Velocity, Lead Time & Cycle Time can all be coordinated. 36
  38. 38. Kaizen - Continuous Improvement 改善 Team retrospectives, Scrum of Scrums, Scrum Master Retrospectives Product Owner Retrospectives, Release Retrospectives The entire process of development at an Agile Enterprise should be regularly inspected and improved. The outcome of the PDCA process must include the Check and Act portions. 37
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