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The Concept lean in ICT

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The Concept lean in ICT

In this presentation, delivered for Vlerick Management school. I explain how to use the concept of lean in ICT. This presentation is scheduled to be together with 2 other talks. I dropped important aspects, that the other speakers already mention.

In this presentation, delivered for Vlerick Management school. I explain how to use the concept of lean in ICT. This presentation is scheduled to be together with 2 other talks. I dropped important aspects, that the other speakers already mention.

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The Concept lean in ICT

  1. 1. @YvesHanoulle The concept 1
  2. 2. What is lean? @HenrikKniberg 2
  3. 3. What is your biggest problem? 3
  4. 4. Explain your problem to your neighbour 4
  5. 5. I want LEAN by THE book 5
  6. 6. What LEAN book? 6
  7. 7. Is LEAN a methodology? 7
  8. 8. Is LEAN a set of tools 8
  9. 9. Is LEAN a mindset 9
  10. 10. 10
  11. 11. @davidhussman 11
  12. 12. Why JIT? 3 things we wish are true... • The customers know what they want • The developers know how to build it • Nothing changes 3 things we have to live with • The customer discovers what he wants • The developers discover how to build it • Lots of things will change along the way @JurgenLACoach
  13. 13. 7 principles 13
  14. 14. 1 Eliminate Waste 14 14
  15. 15. Waste in ICT? •Uncoded documentation •Local code •Untested code •Undocumented code •Not used documentation •Not up to date documentation •Not deployed code •Not used code •Waiting on another team •Teams not allowed to talk to eachother 15
  16. 16. 16
  17. 17. 17
  18. 18. Just DO it 18
  19. 19. 2 Build quality in 19
  20. 20. No Broken Windows? 20 20
  21. 21. BoyScout rule 21
  22. 22. 3 Create knowledge 22
  23. 23. Learning machine @PapaChrisMatts 23 23
  24. 24. Shared learning is team learning 24
  25. 25. 4 Defer commitments 25
  26. 26. You can deal with risks 26
  27. 27. 5 Deliver Fast 27
  28. 28. SMALL STEPS 28 28
  29. 29. Fast feedback 29
  30. 30. Fail FAST 30 30
  31. 31. Celebrate failures 31 Ralph Heath
  32. 32. 6 resources 32
  33. 33. resources 33
  34. 34. 6 Respect for people 34
  35. 35. It’s easier to ask for forgiveness then to beg for permission 35
  36. 36. 36 36
  37. 37. Face reality 37
  38. 38. Brutal Transparency 38 38
  39. 39. 7 Optimize the whole 39
  40. 40. No local optimisations 40
  41. 41. Begin with the end in mind 41
  42. 42. STOP Starting START Stopping 42 @YvesHanoulle
  43. 43. Longterm is about making it possible to change later 43
  44. 44. How to support your team? 45
  45. 45. What goes well with lean? 46
  46. 46. 47 47
  47. 47. Define priorities • Edit menu – Must Have • Copy – Paste – Must Have • Integrate Facebook – Must Have • Integrate Twitter – Important • Integrate YouTube – Nice to have 48
  48. 48. Real priorities 1. Edit menu 2. Copy – Paste 3. Integrate Facebook 4. Integrate Twitter 5. Integrate YouTube 49
  49. 49. Discourage multi-tasking • Sequential Processing Computation A Computation B 1A 2A 3A 4A 5A 1B 2B 3B 4B 5B • Multi tasking 1A 1B 2A 2B 3A 3B 4A 4B 5A 5B • Imagine Task switching takes time 1A 1B 2A 2B 3A 50
  50. 50. Genchi genbutsu 51
  51. 51. Attent weekly DEMO 52
  52. 52. PDCA 53
  53. 53. #MyDailyThankYou 54
  54. 54. Consult your neighbour 55
  55. 55. • Picture credits What is Lean: http://blog.crisp.se/henrikkniberg/2010/06/10/1276196340000.html • David Hussman: Dudes Law (personal e-mail) • Diversity (Olaf Lewitz): https://picasaweb.google.com/114043888000663006020/ALEFaces? • #MyDailyThankYou (Appreciation cards): https://twitter.com/#!/ivanagancheva • Personal pictures: http://www.flickr.com/photos/yveshanoulle/sets/ 56
  56. 56. Books 58
  57. 57. Public versions History • 2012 June 11 : Version 3 at Lean in ICT (Vlerick Gent) Other versions are internal dry-run versions 59
  58. 58. Public versions http://leanpub.com/WhoIsAgile • English Version 20 (Published weekly) – 66 people – 276 pages – 130 books – 20 community events – 3 maps • Translations – Catalan – French – German – Italian – Indonesian – Spanish – Russian Use coupon “Vlerick” to get the book for only $ 2.99
  59. 59. YvesHanoulle Promoting PairCoaching Organizing Coach Retrait Agile Retroflection of the Day: https://twitter.com/#!/Retroflection Agile Calendar: http://www.hanoulle.be/2010/11/agile-conferences-calendar/ Agile Games Google group: www.agilegames.org Who is agile: http://www.leanpub.com/whoisagile/ Agile T-shirts: http://www.flickr.com/groups/1703249@N24/ Agile Booklists: http://www.hanoulle.be/2011/08/agile-2011-booklist/ All comments on books I read: https://kindle.amazon.com/profile/Yves- Hanoulle/192415 Personal Twitter: https://twitter.com/YvesHanoulle Contact me on Linkedin: http://www.linkedin.com/in/yveshanoulle Phone: 0032 476 43 38 32 www.hanoulle.be I give Free Life Time support*on anything I do (* My life not yours ) 61

Editor's Notes

  • Ok, we are at an agile conference, so you should know what agile is. Or do you really?Do we agree on what agile is?Write down on a post it (what you don’t have a post it with you?) what is agile for you
  • Talk to your neighbour about what you expect to learn in this course.Write these expectations down on a post it
  • When I talk about a shared vision peopel are afraid that we all need to be the same. That is not true. You only have to look at the people who organized this conference.OK if you were part of the organizers, please stand up.Next time you disagree with someone, try to see what you can learn from her.Try to value the person.You can attack idea’s, never attack persons.That’s not easy. I believe in crucial confrontations, but sometimes people think I disapprove them as a person. I do not.When Jurgen asked me what I found about his book I wrote:
  • When I talk about a shared vision peopel are afraid that we all need to be the same. That is not true. You only have to look at the people who organized this conference.OK if you were part of the organizers, please stand up.Next time you disagree with someone, try to see what you can learn from her.Try to value the person.You can attack idea’s, never attack persons.That’s not easy. I believe in crucial confrontations, but sometimes people think I disapprove them as a person. I do not.When Jurgen asked me what I found about his book I wrote:
  • When I talk about a shared vision peopel are afraid that we all need to be the same. That is not true. You only have to look at the people who organized this conference.OK if you were part of the organizers, please stand up.Next time you disagree with someone, try to see what you can learn from her.Try to value the person.You can attack idea’s, never attack persons.That’s not easy. I believe in crucial confrontations, but sometimes people think I disapprove them as a person. I do not.When Jurgen asked me what I found about his book I wrote:
  • Story of e-mail to hogher management
  • When you see the situation. You should be honest
  • When you work with a lot of people and you have that diversity, people don’t all look at the same things. To make peopel aware about problems and opportunities, you need to make everything visible
  • Only when you can say NO, your yes means something2 minute rule
  • When I talk about a shared vision peopel are afraid that we all need to be the same. That is not true. You only have to look at the people who organized this conference.OK if you were part of the organizers, please stand up.Next time you disagree with someone, try to see what you can learn from her.Try to value the person.You can attack idea’s, never attack persons.That’s not easy. I believe in crucial confrontations, but sometimes people think I disapprove them as a person. I do not.When Jurgen asked me what I found about his book I wrote:
  • When I talk about a shared vision peopel are afraid that we all need to be the same. That is not true. You only have to look at the people who organized this conference.OK if you were part of the organizers, please stand up.Next time you disagree with someone, try to see what you can learn from her.Try to value the person.You can attack idea’s, never attack persons.That’s not easy. I believe in crucial confrontations, but sometimes people think I disapprove them as a person. I do not.When Jurgen asked me what I found about his book I wrote:
  • When I talk about a shared vision peopel are afraid that we all need to be the same. That is not true. You only have to look at the people who organized this conference.OK if you were part of the organizers, please stand up.Next time you disagree with someone, try to see what you can learn from her.Try to value the person.You can attack idea’s, never attack persons.That’s not easy. I believe in crucial confrontations, but sometimes people think I disapprove them as a person. I do not.When Jurgen asked me what I found about his book I wrote:
  • When I talk about a shared vision peopel are afraid that we all need to be the same. That is not true. You only have to look at the people who organized this conference.OK if you were part of the organizers, please stand up.Next time you disagree with someone, try to see what you can learn from her.Try to value the person.You can attack idea’s, never attack persons.That’s not easy. I believe in crucial confrontations, but sometimes people think I disapprove them as a person. I do not.When Jurgen asked me what I found about his book I wrote:
  • When I talk about a shared vision peopel are afraid that we all need to be the same. That is not true. You only have to look at the people who organized this conference.OK if you were part of the organizers, please stand up.Next time you disagree with someone, try to see what you can learn from her.Try to value the person.You can attack idea’s, never attack persons.That’s not easy. I believe in crucial confrontations, but sometimes people think I disapprove them as a person. I do not.When Jurgen asked me what I found about his book I wrote:
  • When I talk about a shared vision peopel are afraid that we all need to be the same. That is not true. You only have to look at the people who organized this conference.OK if you were part of the organizers, please stand up.Next time you disagree with someone, try to see what you can learn from her.Try to value the person.You can attack idea’s, never attack persons.That’s not easy. I believe in crucial confrontations, but sometimes people think I disapprove them as a person. I do not.When Jurgen asked me what I found about his book I wrote:

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