SlideShare a Scribd company logo
1 of 104
Download to read offline
PRACTICAL SCRUM
Like us: 

Visit: 

Follow me:

Tweet: 

CONSTANT
HIGHER
MORE
LEARNING
QUALITY
FUN
Day 1
www.facebook.com/PracticalAgile 

www.practical-agile.com

@Linkedin

@PracticalAgile1

THE EXPERT
Some Working Agreement
If you want to be here - act like you want to be here
Some Working Agreement
EXERCISE
Let’s Form Teams
What are we going to cover today?
TABLE OF CONTENTS
10

31
46
60

83
90
What we thought vs. What
we know
What is Agile?
What is scrum?
What is the manager role
within agile environment?
What is Lean Thinking?
How does scrum eliminate
waste?
Respect the sticky note
One item per sticky, use a sharpie
“It ain’t what you don’t know
that gets you into troubles.
It’s what you know for sure
that just ain’t so”
Mark Twain
WHAT WE THOUGHT VS. WHAT WE KNOW
What we thought vs. What we know
Requirements
Design
Implement
Test
Acceptance
Analysis
Deliver
WINSTON W. ROYCE 1970
"I believe in this
concept, but the
implementation
described above is
risky and invites
failure"
01
WHAT WE
KNOW
The harder we plan and
analyze in the beginning,
the less there’s change in
the project and the more
successful the project
WHAT WE
THOUGHT
WHAT WE
THOUGHT
01
WHAT WE
KNOW
There is change always
and responding to it is vital.
Uncertainty is best reduced
by learning from actual
implementation
02
WHAT WE
KNOW
It is possible to “collect” or
even “know” all the
requirements up-front
WHAT WE
THOUGHT
02
WHAT WE
KNOW
Requirements evolve as
customers and our
knowledge increases –
based on experience
WHAT WE
THOUGHT
03
WHAT WE
KNOW
Division of work to
specialized teams
(specification, design and
testing) is efficient
WHAT WE
THOUGHT
WHAT WE
THOUGHT
03
WHAT WE
KNOW
Cross-functional teams
reduce the amount of
handovers and are more
productive
04
WHAT WE
KNOW
Multiple parallel programs
speed up the development
WHAT WE
THOUGHT
WHAT WE
THOUGHT
04
WHAT WE
KNOW
Multiple programs create
big management
overhead and risk of
overloading the pipeline,
R&D works most efficiently
in continuous mode
05
WHAT WE
KNOW
Resource usage and cost
optimization is the key to
increased productivity
WHAT WE
THOUGHT
WHAT WE
THOUGHT
05
WHAT WE
KNOW
Concentrating on value
stream optimization,
removing waste and
sustainable flow increases
productivity
06
WHAT WE
KNOW
It’s possible to transfer
information effectively on
written documents without
much of human contact.
WHAT WE
THOUGHT
WHAT WE
THOUGHT
06
WHAT WE
KNOW
Essential knowledge is
lost in every handover
and human interaction is
needed to overcome it.
07
WHAT WE
KNOW
You can save time by “good-
enough” development.
WHAT WE
THOUGHT
WHAT WE
THOUGHT
07
WHAT WE
KNOW
Any technical debt will
slow development down
and thus we don’t allow
technical debt to
accumulate.
08
WHAT WE
KNOW
Product development
process can be defined as a
predictable and repeatable
process
WHAT WE
THOUGHT
WHAT WE
THOUGHT
08
WHAT WE
KNOW
Product development is an
evolving and adaptive
process
Wishful thinking
WHAT IS AGILE?
EXERCISE
Rewrite Each Agile Principle With 3 Words
Agile Principle 1-4
1. Our highest priority is to satisfy the customer through early and
continuous delivery of valuable software
Agile Principle 1-4
1. Our highest priority is to satisfy the customer through early and
continuous delivery of valuable software
2.Welcome changing requirements, even late in development.
Agile processes harness change for the customer’s competitive
advantage
Agile Principle 1-4
1. Our highest priority is to satisfy the customer through early and
continuous delivery of valuable software
2. Welcome changing requirements, even late in development.
Agile processes harness change for the customer’s competitive
advantage
3. Deliver working software frequently, from a couple of weeks
to a couple of months, with a preference to a shorter timescale
Agile Principle 1-4
1. Our highest priority is to satisfy the customer through early and
continuous delivery of valuable software
2. Welcome changing requirements, even late in development. Agile
processes harness change for the customer’s competitive
advantage
3. Deliver working software frequently, from a couple of weeks to a
couple of months, with a preference to a shorter timescale
4. Business people and developers must work together daily
throughout the project
Agile Principle 5-8
5. Build project around motivated individuals. Give them the
environment and support they need, and trust them to get the
job done
Agile Principle 5-8
5. Build project around motivated individuals. Give them the
environment and support they need, and trust them to get the
job done
6. The most efficient and effective method of conveying
information to and within development team is face-to-face
conversation
Agile Principle 5-8
5. Build project around motivated individuals. Give them the
environment and support they need, and trust them to get the
job done
6. The most efficient and effective method of conveying information
to and within development team is face-to-face conversation
7. Working software is the primary measure for progress
Agile Principle 5-8
5. Build project around motivated individuals. Give them the
environment and support they need, and trust them to get the job
done
6. The most efficient and effective method of conveying information to
and within development team is face-to-face conversation
7. Working software is the primary measure for progress
8. Agile processes promote sustainable development. The
sponsors, developers, and users should be able to maintain a
constant pace indefinitely
Agile Principle 9-12
9. Continuous attention to technical excellence and good
design enhances agility
Agile Principle 9-12
9. Continuous attention to technical excellence and good design
enhances agility
10.Simplicity – the art of maximizing the amount of work not
done – is essential
Agile Principle 9-12
9. Continuous attention to technical excellence and good design
enhances agility
10.Simplicity – the art of maximizing the amount of work not done –
is essential
11.The best architectures, requirements, and designs emerge from
self-organizing teams
Agile Principle 9-12
9. Continuous attention to technical excellence and good design
enhances agility
10.Simplicity – the art of maximizing the amount of work not done –
is essential
11.The best architectures, requirements, and designs emerge from
self-organizing teams
12.At regular intervals, the team reflects on how to become more
effective, then tunes and adjusts its behavior accordingly
EXERCISE
Command and Control
Vs.
Self Manage
Where Scrum Fits?
• In our industry people got used to create and use META
solutions to problems.
• The problems we are facing have nothing to do with
technology, it is a people issue.
• In this land the basic assumption is that there is no META
solution, just an empirical framework to allow inspect & adapt
cycles.
• This experience is frustrating for those who are looking for
predefined processes and final answers.
• ENTER AT YOUR OWN RISK!!!
WHAT IS SCRUM?
"Scrum is a team of eight individuals in Rugby.
Everyone in the pack acts together with everyone
else to move the ball down the field in small
incremental steps. Teams work as tight,
integrated units with whole team focusing on a
single goal."
EXERCISE
What Would You Do ?
THE ORIGIN OF 

SCRUM
• Toyota lean concept

• The new, new software
development game
[Takeuchi & Nonaka, 1986]
• Iterative & incremental
development
• Jeff Sutherland
• Ken Schwaber
• Understanding that we
cannot predict the future

• One size does not fit all

• Constant improvement

• Transparency & Visibility
• Team work
SCRUM PRINCIPLES
• Deliver business value fast
(max. 30 days)
• Prioritizing
• Empirical approach
• Fun !!!
SCRUM PRINCIPLES
THE HIGH MOON STUDIO
SCRUM PROCESS OVERVIEW
3 Roles:
Product owner
Scrum Master
Team
4 Ceremonies :
Sprint Planning
Daily
Sprint review
Retrospective
3 Artifacts:
Product Backlog
Sprint Backlog
Burndown Charts
PRODUCT OWNER (PO)
• Defines the features of the product
• Defines release dates and content
• Responsible for ROI
• Prioritizes feature according to value
• Can change features and priority 

once every predefined interval
• Decides what will be worked on in
each iteration
• Accepts or rejects results
SCRUM MASTER (SM)
• Scrum - A framework for
managing the development
lifecycle of software products
• Master - A skilled practitioner of
a particular art or activity
• A Scrum master - the leader of
the Scrum process (& team)
What does it means 

“The leader of the scrum process”?
• Coach the team with Scrum
• Coach the PO with Scrum
• Help Facilitate effective ceremonies
• Helps removing impediments
• Help the team grow
• He is standing at the nexus between:
The product management
that believes that any
amount of work can be
done
Developer’s that have the
willingness to cut quality to
support the managements
belief
The English verb “to manage” was originally derived
from the Italian maneggiare, meaning to handle and
train horses
The SM has no authority over the team or the PO
WHAT IS THE MANAGER ROLE WITHIN AGILE ENVIRONMENT?
A change in Manager’s role
Stop:
• Assign task and verify completion
• Micro manage to have the “illusion of control”
• Makes decisions for the team
• Limit the information & resources available to the team
Start:
• Trust the team to get the job done
• Gather data
• Coach - observe and ask questions
• Challenge
• Give feedback
CAT HERDERS?
SCRUM TEAM
• Self organizing
• Typically 5-9 people
• Cross functional (Preferably a
feature team)
• Provide estimate for the tasks
• Decides how much it can do
• Decides how to reach the sprint
goal (within the project’s boundaries)
• The team is responsible for the
outcome
EXERCISE
Cross Functional 

Vs. 

Specializing Team
Round 1
Round 2
CONCEPT CHANGE
• Decides what it can do
• Decides how to do it
• Responsible for the quality
• If the job is successful the team
gets the credit
• If the job is not DONE the team
is responsible
ALL OF US
ARE SMARTER THAN
ANY OF US
THE TEAM IS
WRONG?
• Let the team fail
• Create an environment where it
is ok to fail
• Failure amplifies learning
• Where failure is allowed,
innovation and experiments are
encouraged
• Increases trust
THERE IS NO FAILURE
ONLY FEEDBACK
EXERCISE
The story about

Ofer Eini and EBay
(completely imaginary)
Ofer wants to know:
Can your team build this skeletal system for him?
The unions marketing division wants to set the press
conference to one month, do you agree?
What should he announce in this conference ?
EXERCISE
Debate in your teams and decide:

what do you tell Ofer ?
WELL DONE!
“A lack of transparency results in distrust and a deep
sense of insecurity”
Transparency
Stop taking risks for our customers (without even letting them
know)

Share the risk 

Maximize the chances of success

Create a common interest

Know (not assume) the status of our projects - share it with the
customer
How encourage transparency?
Avoid the 90% done syndrome
Face hard facts - Early
Working Software - unfinished work is waste
Track progress with burn down charts
What Reduces Visibility?
Gantt charts
Hierarchy
Low Quality
Core code
What Reduces Visibility?
Core Code
AKA infrastructure or legacy code

Most functionality depends on it

Usually fragile, does not have a test harness

only a few people really know it

Changes are time consuming

Becomes a bottleneck
“Once you put on a suit, no one tells you the
truth anymore”
[Philip Crosby – 1995 – Reflections on quality]
Hierarchy
Technical Debt
Time
Work
left
20
10 12 14 16 18
Low Quality
KEN SCHWABBER, “SCRUM ET AL”
What is Definition of Done (DoD)
Terms of satisfaction of the product owner

Defined by the PO with the team

reflecting the technical abilities of the team

Items that are not Done “do not count”
This is just one example
Expending the Definition of Done over time
Designed
Coded
analyzed
Unit tested
Perf. tested
Code coverage
Live
Deployable
Acc. tested
This is just one example
Expending the Definition of Done over time
Undone
Undone
Undone
Undone
Stabilization 

sprint(s)
Sprint 1 Sprint 2 Sprint 3 Sprint 4
Undone = risk
Undone = no visibility
Can we
release ?
Unfinished Unfinished Unfinished
“THE TOYOTA STYLE IS NOT
TO CREATE RESULTS BY
WORKING HARD. IT IS A
SYSTEM THAT SAYS THERE
IS NO LIMIT TO PEOPLE’S
CREATIVITY. PEOPLE DON'T
GO TO TOYOTA TO 'WORK'
THEY GO THERE TO
‘THINK'."
Taiichi Ohno
Lean Thinking
Continues Improvement
Respect for People
[Mindset]
My work is to do my work and to improve my work
Waste Value
Opportunity for
improvement
Traditional
improvement
EXERCISE
Exercise: The Name Factory
•
•
•
•
Round 1
Context Switch
Round 2
No Context Switch
Kaizen - Reduce Waste
Value:
The moments of actions or thoughts creating the
product that the customer is willing to pay for
Total value time
Total cycle time
= Value ratio____________
Waste:
All other moments or actions that do not add value
but consume resources
Detect and Eliminate Waste
1. Overproduction of features
2. Waiting and delay
3. Handoff
4. Extra process
5. Partially done work
Detect and Eliminate Waste
6. Task Switching
7. Defects
8. Under-realizing
people’s potential
9. Knowledge scatter
10.Wishful thinking
EXERCISE
Find one example of waste
from your work and design an
experiment to try eliminate it
Over Production of Features
1. Features or services the
customer doesn’t want
2. Large engineering
documents, more detailed
designs than can be quickly
implemented
3. Duplication of data
* THIS IS ONLY EXAMPLE
Wave
Waiting and Delay
1. For clarification
2. Documents
3. Approval
4. Components
5. Other groups to finish something
* THIS IS ONLY EXAMPLE
Handoff
1. Giving a specification from an analyst to an engineer
2. Giving a component to another group for testing
* THIS IS ONLY EXAMPLE
Over Processing
1. Relearning, lose of information
2. Forced conformance to centralized process checklists
3. Recreating something made
* THIS IS ONLY EXAMPLE
Partially Done Work – WIP  DIP
1. Designs documented but not built
2. Things built but not integrated or tested
3. Things tested but not delivered
* THIS IS ONLY EXAMPLE
Task Switching
1. Interruption
2. Multitasking on 3 projects
3. Partial allocation of a person to many projects
* THIS IS ONLY EXAMPLE
Under-realizing People
1. People only working to single speciality job
2. Do people have the chance to change what they see is
waste
* THIS IS ONLY EXAMPLE
Information Scatter or Loss
1. Information spread across many separate documents
2. Communication barriers such as walls between people,
or people in multiple locations
Wishful thinking
1. “We MUST follow the plan”
2. “The estimate cannot increase; 

The effort estimate is what we want it to be, not what it
is now proposed”
3. “We’re behind schedule, but we’ll make it up later”
* THIS IS ONLY EXAMPLE
Parking lot
“THE VALUE OF
AN IDEA LIES IN
THE USING OF IT”
Thomas Edison
THE EXPERT SOLUTION
Reading List
1. Clean Code
2. Scrum Guide
3. Delivering happiness
4. Peopleware
*RECOURSE

More Related Content

What's hot

Agile Scrum Training, Day 1 (1/2)
Agile Scrum Training, Day 1 (1/2)Agile Scrum Training, Day 1 (1/2)
Agile Scrum Training, Day 1 (1/2)Jens Wilke
 
Scrum Master & Agile Project Manager: A Tale of Two Roles
Scrum Master & Agile Project Manager: A Tale of Two RolesScrum Master & Agile Project Manager: A Tale of Two Roles
Scrum Master & Agile Project Manager: A Tale of Two RolesTommy Norman
 
Feedback - The Secret ingredient of success
Feedback - The Secret ingredient of successFeedback - The Secret ingredient of success
Feedback - The Secret ingredient of successElad Sofer
 
Scrum intro ILTechTalks
Scrum intro ILTechTalksScrum intro ILTechTalks
Scrum intro ILTechTalksElad Sofer
 
Agile Patterns and Anti-Patterns
Agile Patterns and Anti-PatternsAgile Patterns and Anti-Patterns
Agile Patterns and Anti-PatternsRichard Cheng
 
Collaboration Through Conflict - SFAA 2013
Collaboration Through Conflict - SFAA 2013Collaboration Through Conflict - SFAA 2013
Collaboration Through Conflict - SFAA 2013Mark Kilby
 
The Essence of Sprint Planning : Presented by Sprint Planning
The Essence of Sprint Planning : Presented by Sprint PlanningThe Essence of Sprint Planning : Presented by Sprint Planning
The Essence of Sprint Planning : Presented by Sprint PlanningoGuild .
 
Agile Outside Software
Agile Outside SoftwareAgile Outside Software
Agile Outside Softwareallan kelly
 
Agile?! Are You Crazy???
Agile?! Are You Crazy???Agile?! Are You Crazy???
Agile?! Are You Crazy???lazygolfer
 
Agile Software Development
Agile Software DevelopmentAgile Software Development
Agile Software DevelopmentUpekha Vandebona
 
Lean sw development il tech-talks
Lean sw development   il tech-talksLean sw development   il tech-talks
Lean sw development il tech-talksElad Sofer
 
Case study for agile software development:
Case study for agile software development: Case study for agile software development:
Case study for agile software development: Joe Crespo
 
Welcome to Agile - Taipei Regent 2016/05/20
Welcome to Agile - Taipei Regent 2016/05/20Welcome to Agile - Taipei Regent 2016/05/20
Welcome to Agile - Taipei Regent 2016/05/20Adam Laskowski
 
JIRA 101 - Over(our)head No Longer!
JIRA 101 - Over(our)head No Longer!JIRA 101 - Over(our)head No Longer!
JIRA 101 - Over(our)head No Longer!Frank Caron
 

What's hot (20)

Agile Scrum Training, Day 1 (1/2)
Agile Scrum Training, Day 1 (1/2)Agile Scrum Training, Day 1 (1/2)
Agile Scrum Training, Day 1 (1/2)
 
Scrum101
Scrum101Scrum101
Scrum101
 
Scrum Master & Agile Project Manager: A Tale of Two Roles
Scrum Master & Agile Project Manager: A Tale of Two RolesScrum Master & Agile Project Manager: A Tale of Two Roles
Scrum Master & Agile Project Manager: A Tale of Two Roles
 
Feedback - The Secret ingredient of success
Feedback - The Secret ingredient of successFeedback - The Secret ingredient of success
Feedback - The Secret ingredient of success
 
Scrum intro ILTechTalks
Scrum intro ILTechTalksScrum intro ILTechTalks
Scrum intro ILTechTalks
 
Agile Patterns and Anti-Patterns
Agile Patterns and Anti-PatternsAgile Patterns and Anti-Patterns
Agile Patterns and Anti-Patterns
 
Collaboration Through Conflict - SFAA 2013
Collaboration Through Conflict - SFAA 2013Collaboration Through Conflict - SFAA 2013
Collaboration Through Conflict - SFAA 2013
 
The Essence of Sprint Planning : Presented by Sprint Planning
The Essence of Sprint Planning : Presented by Sprint PlanningThe Essence of Sprint Planning : Presented by Sprint Planning
The Essence of Sprint Planning : Presented by Sprint Planning
 
Agile Outside Software
Agile Outside SoftwareAgile Outside Software
Agile Outside Software
 
Agile?! Are You Crazy???
Agile?! Are You Crazy???Agile?! Are You Crazy???
Agile?! Are You Crazy???
 
Agile Software Development
Agile Software DevelopmentAgile Software Development
Agile Software Development
 
2013 scrum guide changes - Edwin Dando
2013 scrum guide changes - Edwin Dando2013 scrum guide changes - Edwin Dando
2013 scrum guide changes - Edwin Dando
 
Lean sw development il tech-talks
Lean sw development   il tech-talksLean sw development   il tech-talks
Lean sw development il tech-talks
 
Selling Agile
Selling AgileSelling Agile
Selling Agile
 
Case study for agile software development:
Case study for agile software development: Case study for agile software development:
Case study for agile software development:
 
Scrum
ScrumScrum
Scrum
 
Introduction to Agile
Introduction to AgileIntroduction to Agile
Introduction to Agile
 
Welcome to Agile - Taipei Regent 2016/05/20
Welcome to Agile - Taipei Regent 2016/05/20Welcome to Agile - Taipei Regent 2016/05/20
Welcome to Agile - Taipei Regent 2016/05/20
 
JIRA 101 - Over(our)head No Longer!
JIRA 101 - Over(our)head No Longer!JIRA 101 - Over(our)head No Longer!
JIRA 101 - Over(our)head No Longer!
 
Scrum Training
Scrum TrainingScrum Training
Scrum Training
 

Similar to Practical Scrum - day 1

Practical Scrum - one day training
Practical Scrum - one day training Practical Scrum - one day training
Practical Scrum - one day training Anat (Alon) Salhov
 
Scrum master basics
Scrum master basics Scrum master basics
Scrum master basics Elad Sofer
 
SDEC15: Help the Scrum Master *IS* the Impediment
SDEC15:  Help the Scrum Master *IS* the ImpedimentSDEC15:  Help the Scrum Master *IS* the Impediment
SDEC15: Help the Scrum Master *IS* the ImpedimentRyan Ripley
 
rumgileebookasc
rumgileebookascrumgileebookasc
rumgileebookascAnne Starr
 
agilebookscrum
agilebookscrumagilebookscrum
agilebookscrumAnne Starr
 
Gustav Olsson - Agile - Common Sense with a New Name Tag revised
Gustav Olsson - Agile - Common Sense with a New Name Tag revisedGustav Olsson - Agile - Common Sense with a New Name Tag revised
Gustav Olsson - Agile - Common Sense with a New Name Tag revisedTEST Huddle
 
GAC - Scrum Master Training
GAC - Scrum Master TrainingGAC - Scrum Master Training
GAC - Scrum Master TrainingRasmus Runberg
 
LEAN: Dream Maker Developments
LEAN: Dream Maker DevelopmentsLEAN: Dream Maker Developments
LEAN: Dream Maker DevelopmentsVadim Davydov
 
Вадим Давидов та Людмила Гребенюк “LEAN: Dream Maker Developments” Kharkiv Pr...
Вадим Давидов та Людмила Гребенюк “LEAN: Dream Maker Developments” Kharkiv Pr...Вадим Давидов та Людмила Гребенюк “LEAN: Dream Maker Developments” Kharkiv Pr...
Вадим Давидов та Людмила Гребенюк “LEAN: Dream Maker Developments” Kharkiv Pr...Lviv Startup Club
 
敏捷大师Arne谈敏捷实施的五项准备
敏捷大师Arne谈敏捷实施的五项准备敏捷大师Arne谈敏捷实施的五项准备
敏捷大师Arne谈敏捷实施的五项准备kookieyang
 
Agile for Me- CodeStock 2009
Agile for Me- CodeStock 2009Agile for Me- CodeStock 2009
Agile for Me- CodeStock 2009Adrian Carr
 
Agile Auckland agile 101 back to basics
Agile Auckland   agile 101 back to basicsAgile Auckland   agile 101 back to basics
Agile Auckland agile 101 back to basicsEdwin Dando
 
The 12 Agile Principles
The 12 Agile PrinciplesThe 12 Agile Principles
The 12 Agile PrinciplesAgile201
 
Successful Agile Transformation - Jim Grundner - Agile Maine
Successful Agile Transformation - Jim Grundner - Agile Maine Successful Agile Transformation - Jim Grundner - Agile Maine
Successful Agile Transformation - Jim Grundner - Agile Maine agilemaine
 
Building the A - Team
Building the A - TeamBuilding the A - Team
Building the A - TeamLucas Bruce
 
Role of the Project Manager in Agile
Role of the Project Manager in AgileRole of the Project Manager in Agile
Role of the Project Manager in AgileDarren Wilmshurst
 
Lean and agile in a chestnut
Lean and agile in a chestnutLean and agile in a chestnut
Lean and agile in a chestnutGeorge Stamos
 

Similar to Practical Scrum - day 1 (20)

Practical Scrum - one day training
Practical Scrum - one day training Practical Scrum - one day training
Practical Scrum - one day training
 
Scrum master basics
Scrum master basics Scrum master basics
Scrum master basics
 
SDEC15: Help the Scrum Master *IS* the Impediment
SDEC15:  Help the Scrum Master *IS* the ImpedimentSDEC15:  Help the Scrum Master *IS* the Impediment
SDEC15: Help the Scrum Master *IS* the Impediment
 
Agile for Business
Agile for BusinessAgile for Business
Agile for Business
 
rumgileebookasc
rumgileebookascrumgileebookasc
rumgileebookasc
 
agilebookscrum
agilebookscrumagilebookscrum
agilebookscrum
 
Gustav Olsson - Agile - Common Sense with a New Name Tag revised
Gustav Olsson - Agile - Common Sense with a New Name Tag revisedGustav Olsson - Agile - Common Sense with a New Name Tag revised
Gustav Olsson - Agile - Common Sense with a New Name Tag revised
 
GAC - Scrum Master Training
GAC - Scrum Master TrainingGAC - Scrum Master Training
GAC - Scrum Master Training
 
Treinamento Scrum - English
Treinamento Scrum - EnglishTreinamento Scrum - English
Treinamento Scrum - English
 
LEAN: Dream Maker Developments
LEAN: Dream Maker DevelopmentsLEAN: Dream Maker Developments
LEAN: Dream Maker Developments
 
Вадим Давидов та Людмила Гребенюк “LEAN: Dream Maker Developments” Kharkiv Pr...
Вадим Давидов та Людмила Гребенюк “LEAN: Dream Maker Developments” Kharkiv Pr...Вадим Давидов та Людмила Гребенюк “LEAN: Dream Maker Developments” Kharkiv Pr...
Вадим Давидов та Людмила Гребенюк “LEAN: Dream Maker Developments” Kharkiv Pr...
 
敏捷大师Arne谈敏捷实施的五项准备
敏捷大师Arne谈敏捷实施的五项准备敏捷大师Arne谈敏捷实施的五项准备
敏捷大师Arne谈敏捷实施的五项准备
 
The Long March
The Long MarchThe Long March
The Long March
 
Agile for Me- CodeStock 2009
Agile for Me- CodeStock 2009Agile for Me- CodeStock 2009
Agile for Me- CodeStock 2009
 
Agile Auckland agile 101 back to basics
Agile Auckland   agile 101 back to basicsAgile Auckland   agile 101 back to basics
Agile Auckland agile 101 back to basics
 
The 12 Agile Principles
The 12 Agile PrinciplesThe 12 Agile Principles
The 12 Agile Principles
 
Successful Agile Transformation - Jim Grundner - Agile Maine
Successful Agile Transformation - Jim Grundner - Agile Maine Successful Agile Transformation - Jim Grundner - Agile Maine
Successful Agile Transformation - Jim Grundner - Agile Maine
 
Building the A - Team
Building the A - TeamBuilding the A - Team
Building the A - Team
 
Role of the Project Manager in Agile
Role of the Project Manager in AgileRole of the Project Manager in Agile
Role of the Project Manager in Agile
 
Lean and agile in a chestnut
Lean and agile in a chestnutLean and agile in a chestnut
Lean and agile in a chestnut
 

More from Anat (Alon) Salhov

3 question that will help you strategies your release planning
3 question that will help you strategies your release planning   3 question that will help you strategies your release planning
3 question that will help you strategies your release planning Anat (Alon) Salhov
 
Scrum board and burn down chart simulation
Scrum board and burn down chart simulation Scrum board and burn down chart simulation
Scrum board and burn down chart simulation Anat (Alon) Salhov
 

More from Anat (Alon) Salhov (6)

Agile leadershipskills0319
Agile leadershipskills0319Agile leadershipskills0319
Agile leadershipskills0319
 
3 question that will help you strategies your release planning
3 question that will help you strategies your release planning   3 question that will help you strategies your release planning
3 question that will help you strategies your release planning
 
Intro agile for PO's
Intro agile for PO'sIntro agile for PO's
Intro agile for PO's
 
Facilitator vs. Coach
Facilitator vs. CoachFacilitator vs. Coach
Facilitator vs. Coach
 
Scrum board and burn down chart simulation
Scrum board and burn down chart simulation Scrum board and burn down chart simulation
Scrum board and burn down chart simulation
 
Scrum Master as facilitator
Scrum Master as facilitator Scrum Master as facilitator
Scrum Master as facilitator
 

Recently uploaded

8447779800, Low rate Call girls in Kotla Mubarakpur Delhi NCR
8447779800, Low rate Call girls in Kotla Mubarakpur Delhi NCR8447779800, Low rate Call girls in Kotla Mubarakpur Delhi NCR
8447779800, Low rate Call girls in Kotla Mubarakpur Delhi NCRashishs7044
 
Chapter 9 PPT 4th edition.pdf internal audit
Chapter 9 PPT 4th edition.pdf internal auditChapter 9 PPT 4th edition.pdf internal audit
Chapter 9 PPT 4th edition.pdf internal auditNhtLNguyn9
 
8447779800, Low rate Call girls in Saket Delhi NCR
8447779800, Low rate Call girls in Saket Delhi NCR8447779800, Low rate Call girls in Saket Delhi NCR
8447779800, Low rate Call girls in Saket Delhi NCRashishs7044
 
8447779800, Low rate Call girls in New Ashok Nagar Delhi NCR
8447779800, Low rate Call girls in New Ashok Nagar Delhi NCR8447779800, Low rate Call girls in New Ashok Nagar Delhi NCR
8447779800, Low rate Call girls in New Ashok Nagar Delhi NCRashishs7044
 
International Business Environments and Operations 16th Global Edition test b...
International Business Environments and Operations 16th Global Edition test b...International Business Environments and Operations 16th Global Edition test b...
International Business Environments and Operations 16th Global Edition test b...ssuserf63bd7
 
Call Us 📲8800102216📞 Call Girls In DLF City Gurgaon
Call Us 📲8800102216📞 Call Girls In DLF City GurgaonCall Us 📲8800102216📞 Call Girls In DLF City Gurgaon
Call Us 📲8800102216📞 Call Girls In DLF City Gurgaoncallgirls2057
 
Cybersecurity Awareness Training Presentation v2024.03
Cybersecurity Awareness Training Presentation v2024.03Cybersecurity Awareness Training Presentation v2024.03
Cybersecurity Awareness Training Presentation v2024.03DallasHaselhorst
 
Traction part 2 - EOS Model JAX Bridges.
Traction part 2 - EOS Model JAX Bridges.Traction part 2 - EOS Model JAX Bridges.
Traction part 2 - EOS Model JAX Bridges.Anamaria Contreras
 
8447779800, Low rate Call girls in Dwarka mor Delhi NCR
8447779800, Low rate Call girls in Dwarka mor Delhi NCR8447779800, Low rate Call girls in Dwarka mor Delhi NCR
8447779800, Low rate Call girls in Dwarka mor Delhi NCRashishs7044
 
Darshan Hiranandani [News About Next CEO].pdf
Darshan Hiranandani [News About Next CEO].pdfDarshan Hiranandani [News About Next CEO].pdf
Darshan Hiranandani [News About Next CEO].pdfShashank Mehta
 
Independent Call Girls Andheri Nightlaila 9967584737
Independent Call Girls Andheri Nightlaila 9967584737Independent Call Girls Andheri Nightlaila 9967584737
Independent Call Girls Andheri Nightlaila 9967584737Riya Pathan
 
Market Sizes Sample Report - 2024 Edition
Market Sizes Sample Report - 2024 EditionMarket Sizes Sample Report - 2024 Edition
Market Sizes Sample Report - 2024 EditionMintel Group
 
Financial-Statement-Analysis-of-Coca-cola-Company.pptx
Financial-Statement-Analysis-of-Coca-cola-Company.pptxFinancial-Statement-Analysis-of-Coca-cola-Company.pptx
Financial-Statement-Analysis-of-Coca-cola-Company.pptxsaniyaimamuddin
 
1911 Gold Corporate Presentation Apr 2024.pdf
1911 Gold Corporate Presentation Apr 2024.pdf1911 Gold Corporate Presentation Apr 2024.pdf
1911 Gold Corporate Presentation Apr 2024.pdfShaun Heinrichs
 
MAHA Global and IPR: Do Actions Speak Louder Than Words?
MAHA Global and IPR: Do Actions Speak Louder Than Words?MAHA Global and IPR: Do Actions Speak Louder Than Words?
MAHA Global and IPR: Do Actions Speak Louder Than Words?Olivia Kresic
 
FULL ENJOY Call girls in Paharganj Delhi | 8377087607
FULL ENJOY Call girls in Paharganj Delhi | 8377087607FULL ENJOY Call girls in Paharganj Delhi | 8377087607
FULL ENJOY Call girls in Paharganj Delhi | 8377087607dollysharma2066
 
Innovation Conference 5th March 2024.pdf
Innovation Conference 5th March 2024.pdfInnovation Conference 5th March 2024.pdf
Innovation Conference 5th March 2024.pdfrichard876048
 
Ten Organizational Design Models to align structure and operations to busines...
Ten Organizational Design Models to align structure and operations to busines...Ten Organizational Design Models to align structure and operations to busines...
Ten Organizational Design Models to align structure and operations to busines...Seta Wicaksana
 

Recently uploaded (20)

8447779800, Low rate Call girls in Kotla Mubarakpur Delhi NCR
8447779800, Low rate Call girls in Kotla Mubarakpur Delhi NCR8447779800, Low rate Call girls in Kotla Mubarakpur Delhi NCR
8447779800, Low rate Call girls in Kotla Mubarakpur Delhi NCR
 
Chapter 9 PPT 4th edition.pdf internal audit
Chapter 9 PPT 4th edition.pdf internal auditChapter 9 PPT 4th edition.pdf internal audit
Chapter 9 PPT 4th edition.pdf internal audit
 
8447779800, Low rate Call girls in Saket Delhi NCR
8447779800, Low rate Call girls in Saket Delhi NCR8447779800, Low rate Call girls in Saket Delhi NCR
8447779800, Low rate Call girls in Saket Delhi NCR
 
8447779800, Low rate Call girls in New Ashok Nagar Delhi NCR
8447779800, Low rate Call girls in New Ashok Nagar Delhi NCR8447779800, Low rate Call girls in New Ashok Nagar Delhi NCR
8447779800, Low rate Call girls in New Ashok Nagar Delhi NCR
 
International Business Environments and Operations 16th Global Edition test b...
International Business Environments and Operations 16th Global Edition test b...International Business Environments and Operations 16th Global Edition test b...
International Business Environments and Operations 16th Global Edition test b...
 
Call Us 📲8800102216📞 Call Girls In DLF City Gurgaon
Call Us 📲8800102216📞 Call Girls In DLF City GurgaonCall Us 📲8800102216📞 Call Girls In DLF City Gurgaon
Call Us 📲8800102216📞 Call Girls In DLF City Gurgaon
 
Cybersecurity Awareness Training Presentation v2024.03
Cybersecurity Awareness Training Presentation v2024.03Cybersecurity Awareness Training Presentation v2024.03
Cybersecurity Awareness Training Presentation v2024.03
 
Traction part 2 - EOS Model JAX Bridges.
Traction part 2 - EOS Model JAX Bridges.Traction part 2 - EOS Model JAX Bridges.
Traction part 2 - EOS Model JAX Bridges.
 
8447779800, Low rate Call girls in Dwarka mor Delhi NCR
8447779800, Low rate Call girls in Dwarka mor Delhi NCR8447779800, Low rate Call girls in Dwarka mor Delhi NCR
8447779800, Low rate Call girls in Dwarka mor Delhi NCR
 
Darshan Hiranandani [News About Next CEO].pdf
Darshan Hiranandani [News About Next CEO].pdfDarshan Hiranandani [News About Next CEO].pdf
Darshan Hiranandani [News About Next CEO].pdf
 
Japan IT Week 2024 Brochure by 47Billion (English)
Japan IT Week 2024 Brochure by 47Billion (English)Japan IT Week 2024 Brochure by 47Billion (English)
Japan IT Week 2024 Brochure by 47Billion (English)
 
Independent Call Girls Andheri Nightlaila 9967584737
Independent Call Girls Andheri Nightlaila 9967584737Independent Call Girls Andheri Nightlaila 9967584737
Independent Call Girls Andheri Nightlaila 9967584737
 
Market Sizes Sample Report - 2024 Edition
Market Sizes Sample Report - 2024 EditionMarket Sizes Sample Report - 2024 Edition
Market Sizes Sample Report - 2024 Edition
 
Financial-Statement-Analysis-of-Coca-cola-Company.pptx
Financial-Statement-Analysis-of-Coca-cola-Company.pptxFinancial-Statement-Analysis-of-Coca-cola-Company.pptx
Financial-Statement-Analysis-of-Coca-cola-Company.pptx
 
Enjoy ➥8448380779▻ Call Girls In Sector 18 Noida Escorts Delhi NCR
Enjoy ➥8448380779▻ Call Girls In Sector 18 Noida Escorts Delhi NCREnjoy ➥8448380779▻ Call Girls In Sector 18 Noida Escorts Delhi NCR
Enjoy ➥8448380779▻ Call Girls In Sector 18 Noida Escorts Delhi NCR
 
1911 Gold Corporate Presentation Apr 2024.pdf
1911 Gold Corporate Presentation Apr 2024.pdf1911 Gold Corporate Presentation Apr 2024.pdf
1911 Gold Corporate Presentation Apr 2024.pdf
 
MAHA Global and IPR: Do Actions Speak Louder Than Words?
MAHA Global and IPR: Do Actions Speak Louder Than Words?MAHA Global and IPR: Do Actions Speak Louder Than Words?
MAHA Global and IPR: Do Actions Speak Louder Than Words?
 
FULL ENJOY Call girls in Paharganj Delhi | 8377087607
FULL ENJOY Call girls in Paharganj Delhi | 8377087607FULL ENJOY Call girls in Paharganj Delhi | 8377087607
FULL ENJOY Call girls in Paharganj Delhi | 8377087607
 
Innovation Conference 5th March 2024.pdf
Innovation Conference 5th March 2024.pdfInnovation Conference 5th March 2024.pdf
Innovation Conference 5th March 2024.pdf
 
Ten Organizational Design Models to align structure and operations to busines...
Ten Organizational Design Models to align structure and operations to busines...Ten Organizational Design Models to align structure and operations to busines...
Ten Organizational Design Models to align structure and operations to busines...
 

Practical Scrum - day 1

  • 1. PRACTICAL SCRUM Like us: 
 Visit: 
 Follow me:
 Tweet: 
 CONSTANT HIGHER MORE LEARNING QUALITY FUN Day 1 www.facebook.com/PracticalAgile 
 www.practical-agile.com
 @Linkedin
 @PracticalAgile1

  • 2.
  • 3.
  • 5. Some Working Agreement If you want to be here - act like you want to be here
  • 8. What are we going to cover today? TABLE OF CONTENTS 10
 31 46 60
 83 90 What we thought vs. What we know What is Agile? What is scrum? What is the manager role within agile environment? What is Lean Thinking? How does scrum eliminate waste?
  • 9. Respect the sticky note One item per sticky, use a sharpie
  • 10. “It ain’t what you don’t know that gets you into troubles. It’s what you know for sure that just ain’t so” Mark Twain WHAT WE THOUGHT VS. WHAT WE KNOW
  • 11. What we thought vs. What we know
  • 13. WINSTON W. ROYCE 1970 "I believe in this concept, but the implementation described above is risky and invites failure"
  • 14. 01 WHAT WE KNOW The harder we plan and analyze in the beginning, the less there’s change in the project and the more successful the project WHAT WE THOUGHT
  • 15. WHAT WE THOUGHT 01 WHAT WE KNOW There is change always and responding to it is vital. Uncertainty is best reduced by learning from actual implementation
  • 16. 02 WHAT WE KNOW It is possible to “collect” or even “know” all the requirements up-front WHAT WE THOUGHT
  • 17. 02 WHAT WE KNOW Requirements evolve as customers and our knowledge increases – based on experience WHAT WE THOUGHT
  • 18. 03 WHAT WE KNOW Division of work to specialized teams (specification, design and testing) is efficient WHAT WE THOUGHT
  • 19. WHAT WE THOUGHT 03 WHAT WE KNOW Cross-functional teams reduce the amount of handovers and are more productive
  • 20. 04 WHAT WE KNOW Multiple parallel programs speed up the development WHAT WE THOUGHT
  • 21. WHAT WE THOUGHT 04 WHAT WE KNOW Multiple programs create big management overhead and risk of overloading the pipeline, R&D works most efficiently in continuous mode
  • 22. 05 WHAT WE KNOW Resource usage and cost optimization is the key to increased productivity WHAT WE THOUGHT
  • 23. WHAT WE THOUGHT 05 WHAT WE KNOW Concentrating on value stream optimization, removing waste and sustainable flow increases productivity
  • 24. 06 WHAT WE KNOW It’s possible to transfer information effectively on written documents without much of human contact. WHAT WE THOUGHT
  • 25. WHAT WE THOUGHT 06 WHAT WE KNOW Essential knowledge is lost in every handover and human interaction is needed to overcome it.
  • 26. 07 WHAT WE KNOW You can save time by “good- enough” development. WHAT WE THOUGHT
  • 27. WHAT WE THOUGHT 07 WHAT WE KNOW Any technical debt will slow development down and thus we don’t allow technical debt to accumulate.
  • 28. 08 WHAT WE KNOW Product development process can be defined as a predictable and repeatable process WHAT WE THOUGHT
  • 29. WHAT WE THOUGHT 08 WHAT WE KNOW Product development is an evolving and adaptive process
  • 32. EXERCISE Rewrite Each Agile Principle With 3 Words
  • 33. Agile Principle 1-4 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software
  • 34. Agile Principle 1-4 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software 2.Welcome changing requirements, even late in development. Agile processes harness change for the customer’s competitive advantage
  • 35. Agile Principle 1-4 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software 2. Welcome changing requirements, even late in development. Agile processes harness change for the customer’s competitive advantage 3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to a shorter timescale
  • 36. Agile Principle 1-4 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software 2. Welcome changing requirements, even late in development. Agile processes harness change for the customer’s competitive advantage 3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to a shorter timescale 4. Business people and developers must work together daily throughout the project
  • 37. Agile Principle 5-8 5. Build project around motivated individuals. Give them the environment and support they need, and trust them to get the job done
  • 38. Agile Principle 5-8 5. Build project around motivated individuals. Give them the environment and support they need, and trust them to get the job done 6. The most efficient and effective method of conveying information to and within development team is face-to-face conversation
  • 39. Agile Principle 5-8 5. Build project around motivated individuals. Give them the environment and support they need, and trust them to get the job done 6. The most efficient and effective method of conveying information to and within development team is face-to-face conversation 7. Working software is the primary measure for progress
  • 40. Agile Principle 5-8 5. Build project around motivated individuals. Give them the environment and support they need, and trust them to get the job done 6. The most efficient and effective method of conveying information to and within development team is face-to-face conversation 7. Working software is the primary measure for progress 8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely
  • 41. Agile Principle 9-12 9. Continuous attention to technical excellence and good design enhances agility
  • 42. Agile Principle 9-12 9. Continuous attention to technical excellence and good design enhances agility 10.Simplicity – the art of maximizing the amount of work not done – is essential
  • 43. Agile Principle 9-12 9. Continuous attention to technical excellence and good design enhances agility 10.Simplicity – the art of maximizing the amount of work not done – is essential 11.The best architectures, requirements, and designs emerge from self-organizing teams
  • 44. Agile Principle 9-12 9. Continuous attention to technical excellence and good design enhances agility 10.Simplicity – the art of maximizing the amount of work not done – is essential 11.The best architectures, requirements, and designs emerge from self-organizing teams 12.At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly
  • 47. • In our industry people got used to create and use META solutions to problems. • The problems we are facing have nothing to do with technology, it is a people issue. • In this land the basic assumption is that there is no META solution, just an empirical framework to allow inspect & adapt cycles. • This experience is frustrating for those who are looking for predefined processes and final answers. • ENTER AT YOUR OWN RISK!!!
  • 48. WHAT IS SCRUM? "Scrum is a team of eight individuals in Rugby. Everyone in the pack acts together with everyone else to move the ball down the field in small incremental steps. Teams work as tight, integrated units with whole team focusing on a single goal."
  • 49.
  • 51. THE ORIGIN OF 
 SCRUM • Toyota lean concept
 • The new, new software development game [Takeuchi & Nonaka, 1986] • Iterative & incremental development • Jeff Sutherland • Ken Schwaber
  • 52. • Understanding that we cannot predict the future
 • One size does not fit all
 • Constant improvement
 • Transparency & Visibility • Team work SCRUM PRINCIPLES
  • 53. • Deliver business value fast (max. 30 days) • Prioritizing • Empirical approach • Fun !!! SCRUM PRINCIPLES
  • 54. THE HIGH MOON STUDIO
  • 55. SCRUM PROCESS OVERVIEW 3 Roles: Product owner Scrum Master Team 4 Ceremonies : Sprint Planning Daily Sprint review Retrospective 3 Artifacts: Product Backlog Sprint Backlog Burndown Charts
  • 56. PRODUCT OWNER (PO) • Defines the features of the product • Defines release dates and content • Responsible for ROI • Prioritizes feature according to value • Can change features and priority 
 once every predefined interval • Decides what will be worked on in each iteration • Accepts or rejects results
  • 57. SCRUM MASTER (SM) • Scrum - A framework for managing the development lifecycle of software products • Master - A skilled practitioner of a particular art or activity • A Scrum master - the leader of the Scrum process (& team)
  • 58. What does it means 
 “The leader of the scrum process”? • Coach the team with Scrum • Coach the PO with Scrum • Help Facilitate effective ceremonies • Helps removing impediments • Help the team grow • He is standing at the nexus between: The product management that believes that any amount of work can be done Developer’s that have the willingness to cut quality to support the managements belief
  • 59. The English verb “to manage” was originally derived from the Italian maneggiare, meaning to handle and train horses The SM has no authority over the team or the PO
  • 60. WHAT IS THE MANAGER ROLE WITHIN AGILE ENVIRONMENT? A change in Manager’s role Stop: • Assign task and verify completion • Micro manage to have the “illusion of control” • Makes decisions for the team • Limit the information & resources available to the team Start: • Trust the team to get the job done • Gather data • Coach - observe and ask questions • Challenge • Give feedback
  • 62. SCRUM TEAM • Self organizing • Typically 5-9 people • Cross functional (Preferably a feature team) • Provide estimate for the tasks • Decides how much it can do • Decides how to reach the sprint goal (within the project’s boundaries) • The team is responsible for the outcome
  • 63. EXERCISE Cross Functional 
 Vs. 
 Specializing Team
  • 66. CONCEPT CHANGE • Decides what it can do • Decides how to do it • Responsible for the quality • If the job is successful the team gets the credit • If the job is not DONE the team is responsible ALL OF US ARE SMARTER THAN ANY OF US
  • 67. THE TEAM IS WRONG? • Let the team fail • Create an environment where it is ok to fail • Failure amplifies learning • Where failure is allowed, innovation and experiments are encouraged • Increases trust THERE IS NO FAILURE ONLY FEEDBACK
  • 68. EXERCISE The story about
 Ofer Eini and EBay (completely imaginary)
  • 69. Ofer wants to know: Can your team build this skeletal system for him? The unions marketing division wants to set the press conference to one month, do you agree? What should he announce in this conference ?
  • 70. EXERCISE Debate in your teams and decide:
 what do you tell Ofer ?
  • 72. “A lack of transparency results in distrust and a deep sense of insecurity”
  • 73. Transparency Stop taking risks for our customers (without even letting them know)
 Share the risk 
 Maximize the chances of success
 Create a common interest
 Know (not assume) the status of our projects - share it with the customer
  • 74. How encourage transparency? Avoid the 90% done syndrome Face hard facts - Early Working Software - unfinished work is waste Track progress with burn down charts
  • 75. What Reduces Visibility? Gantt charts Hierarchy Low Quality Core code What Reduces Visibility?
  • 76. Core Code AKA infrastructure or legacy code
 Most functionality depends on it
 Usually fragile, does not have a test harness
 only a few people really know it
 Changes are time consuming
 Becomes a bottleneck
  • 77. “Once you put on a suit, no one tells you the truth anymore” [Philip Crosby – 1995 – Reflections on quality] Hierarchy
  • 80. What is Definition of Done (DoD) Terms of satisfaction of the product owner
 Defined by the PO with the team
 reflecting the technical abilities of the team
 Items that are not Done “do not count”
  • 81. This is just one example Expending the Definition of Done over time Designed Coded analyzed Unit tested Perf. tested Code coverage Live Deployable Acc. tested
  • 82. This is just one example Expending the Definition of Done over time Undone Undone Undone Undone Stabilization 
 sprint(s) Sprint 1 Sprint 2 Sprint 3 Sprint 4 Undone = risk Undone = no visibility Can we release ? Unfinished Unfinished Unfinished
  • 83. “THE TOYOTA STYLE IS NOT TO CREATE RESULTS BY WORKING HARD. IT IS A SYSTEM THAT SAYS THERE IS NO LIMIT TO PEOPLE’S CREATIVITY. PEOPLE DON'T GO TO TOYOTA TO 'WORK' THEY GO THERE TO ‘THINK'." Taiichi Ohno
  • 84. Lean Thinking Continues Improvement Respect for People [Mindset] My work is to do my work and to improve my work
  • 86. EXERCISE Exercise: The Name Factory • • • •
  • 89. Kaizen - Reduce Waste Value: The moments of actions or thoughts creating the product that the customer is willing to pay for Total value time Total cycle time = Value ratio____________ Waste: All other moments or actions that do not add value but consume resources
  • 90. Detect and Eliminate Waste 1. Overproduction of features 2. Waiting and delay 3. Handoff 4. Extra process 5. Partially done work
  • 91. Detect and Eliminate Waste 6. Task Switching 7. Defects 8. Under-realizing people’s potential 9. Knowledge scatter 10.Wishful thinking
  • 92. EXERCISE Find one example of waste from your work and design an experiment to try eliminate it
  • 93. Over Production of Features 1. Features or services the customer doesn’t want 2. Large engineering documents, more detailed designs than can be quickly implemented 3. Duplication of data * THIS IS ONLY EXAMPLE Wave
  • 94. Waiting and Delay 1. For clarification 2. Documents 3. Approval 4. Components 5. Other groups to finish something * THIS IS ONLY EXAMPLE
  • 95. Handoff 1. Giving a specification from an analyst to an engineer 2. Giving a component to another group for testing * THIS IS ONLY EXAMPLE
  • 96. Over Processing 1. Relearning, lose of information 2. Forced conformance to centralized process checklists 3. Recreating something made * THIS IS ONLY EXAMPLE
  • 97. Partially Done Work – WIP DIP 1. Designs documented but not built 2. Things built but not integrated or tested 3. Things tested but not delivered * THIS IS ONLY EXAMPLE
  • 98. Task Switching 1. Interruption 2. Multitasking on 3 projects 3. Partial allocation of a person to many projects * THIS IS ONLY EXAMPLE
  • 99. Under-realizing People 1. People only working to single speciality job 2. Do people have the chance to change what they see is waste * THIS IS ONLY EXAMPLE Information Scatter or Loss 1. Information spread across many separate documents 2. Communication barriers such as walls between people, or people in multiple locations
  • 100. Wishful thinking 1. “We MUST follow the plan” 2. “The estimate cannot increase; 
 The effort estimate is what we want it to be, not what it is now proposed” 3. “We’re behind schedule, but we’ll make it up later” * THIS IS ONLY EXAMPLE
  • 102. “THE VALUE OF AN IDEA LIES IN THE USING OF IT” Thomas Edison
  • 104. Reading List 1. Clean Code 2. Scrum Guide 3. Delivering happiness 4. Peopleware *RECOURSE