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Introducing lean and agile to heriot watt

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A two hour introduction to Lean Management, Lean Software Development and Agile, focusing on the thinking rather than roles, activities and artifacts.

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Introducing lean and agile to heriot watt

  1. 1. Andreas Hägglund I run projects and make organizations more efficient Introducing Lean & Agile 11K slideshare.net/andreashagglund @ahab1972 andreashagglund
  2. 2. Standish Group 0 10 20 30 40 50 60 Success Challenged Failed 1994 11K
  3. 3. Standish Group 0 10 20 30 40 50 60 Success Challenged Failed 1994 2012 11K
  4. 4. 1994 0 10 20 30 40 50 60 70 Success Challenged Failed Large companies Medium companies Small companies 11K
  5. 5. 11K Why?
  6. 6. Hint: Technology Is Not The Problem! 11K
  7. 7. Everything changes... • Requirements • Environment • Business • Technology • Competition • People • Tools Experience grows 11K Why?
  8. 8. Changes Requires Communication 11K
  9. 9. Changes Requires Communication And We’re No Good At It! 11K
  10. 10. Changes Requires Communication 11K
  11. 11. The solution? The CHAOS Manifesto, Standish Group 2012 0 10 20 30 40 50 60 Success Challenged Failed Traditional Agile 11K
  12. 12. It’s Not Easy! Complex Anarchy Technology Requirements Far from Agreement Close to Agreement Closeto Certainty Farfrom Certainty Simple 11K
  13. 13. We Must Learn! Every Business Unit is Becoming a Technology Startup In 2017, >50% of total IT spending will be outside of IT *Gartner, May 2015 11K
  14. 14. You Should Too… By 2018 digital business will drive a 500% boost in digital jobs Digital business is new business designs that blend the virtual world and the physical worlds, changing how processes and industries work through the Internet of Things. 11K
  15. 15. Lean, Agile and related disciplines are spreading in all industries, all over the world 11K
  16. 16. And soon it will be in MENA ... 11K
  17. 17. Is IT unique? Original budget Planned work from February 2005 to December 2008 (=34 months) Estimated cost: 876 Million USD Height: 728 m 11K
  18. 18. Is IT unique? Original budget Planned work from February 2005 to December 2008 (=34 months) Estimated cost: 876 Million USD Height: 728 m Actual Outcome Actual work from September 2004 to September 2009 (=60 months) Cost: 1.500 Million USD Height: 828 m 11K
  19. 19. Lean industries Lean Production, Lean Health Care, Lean Education, Lean Start Up, Lean Publishing, Lean IT, Lean Software Development, Lean UX, Lean Human Resources, Lean Marketing, Lean Government, Lean Sales, Lean Governance, Lean Manufacturing, Lean Thinking and more... 11K
  20. 20. Reasons to adopt Agile 11K
  21. 21. Results from going Agile 11K
  22. 22. The 1% Agile Failures 11K
  23. 23. Lean & Agile Origins 2001 2003 Individuals and interactions over processes and tools Responding to change over following a plan Theory of Constraints 11K Chaos-report
  24. 24. Principles of Lean Management 1. Create Long Term Business Value 2. Continuous Learning / Improvements 3. Eliminate Waste 4. Increase Flow 5. Respect 11K Respect ReduceWaste IncreaseFlow Continous Improvemenet Value
  25. 25. In short... Lean is about maximizing customer value while minimizing waste. Simply, lean means creating more value for customers with fewer resources through continuous improvement. 11K
  26. 26. Identify the value stream... Invent service Set up organization Deliver service Bill client 11K
  27. 27. ... and shorten it! Identify the value stream... Invent service Set up organization Deliver service Bill client 11K
  28. 28. From Concept to Cash 11K
  29. 29. Improve the Flow Local optimization Unnecessary documents Unnecessary queues & wait Multiple approvals Inadequate resources 11K
  30. 30. By Reducing 7 Wastes 1. Defects 2. Overproduction 3. Transportation 4. Waiting 5. Inventory 6. Motion 7. Processing (8. Unused Talent/Skill) Mura, Muri, Muda – Unevenness, Overburden, Waste 11K
  31. 31. Lean Software Development 1. Eliminate waste 2. Amplify learning 3. Decide as late as possible 4. Deliver as fast as possible 5. Empower the team 6. Build quality in 7. See the whole 11K
  32. 32. Now For Some Agile Individuals and interactions over processes and tools Responding to change over following a plan 11K
  33. 33. What is Agile? Well... Agile is not Happy Hacking It’s not unorganized It’s not unstructured It’s not unplanned It’s not undocumented It’s not undisciplined Fact is – It’s extremely disciplined 11K
  34. 34. The Agile Onion Agile Goal (1) Agile Values (4) Agile Principles (12) Agile Methods (40+) Agile Techniques (200+) 11K
  35. 35. Agile is about hitting a moving (business) target 11K
  36. 36. “At the end of the day, your job isn’t to execute a plan or get the requirements right — your job is to change the world” 11K
  37. 37. The Agile Values Individuals and interactions over processes and tools Responding to change over following a plan 11K
  38. 38. Agile Principles 1.Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. 2.Welcome changing requirements 3.Deliver working software frequently 4.Business & IT must work together daily 5.Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. 6.Face-to-face conversation is the most effective method of communicating 7.Working software is the primary measure of progress. 8.Sustainable development 9.Technical excellence 10.Simplicity--the art of maximizing the amount of work not done - is essential. 11.Self-organizing teams. 12.Reflect and adapt continuously 11K
  39. 39. Icons designed by Freepik Test Design Deployment Analysis Implementation Release 1 11K Traditional Method
  40. 40. Agile/Iterative Methods Icons designed by Freepik Release 1 Release 2 Release 3 Test Design Deployment Analysis Implementation Release 1 Traditional Method Release 4 Release 5 11K
  41. 41. Comparing Waterfall and Agile Waterfall 11K
  42. 42. Comparing Waterfall and Agile Waterfall 11K
  43. 43. Risk Reduction Waterfall Agile Time Risk 11K
  44. 44. Lean & Agile Characteristics 1. Continuous Learning / Improvement 2. Frequent and Open Communication & Feedback 3. Collaborative Short Term Planning 4. Light Weight Ceremonies 5. Late Decisions and Early Delivery 6. Generative Rules & Empiricism 7. Integrity, Excellence & Quality 8. Transparency & Visualization (Workflow, Workload, Problems and more…) 9. System’s Thinking 10.Trust, Respect, Autonomy & Self Organization 11K
  45. 45. Lean & Agile Characteristics 1. Continuous Learning / Improvement 2. Frequent and Open Communication & Feedback 3. Collaborative Short Term Planning 4. Light Weight Ceremonies 5. Late Decisions and Fast Delivery 6. Generative Rules & Empiricism 7. Integrity, Excellence & Quality 8. Transparency & Visualization (Workflow, Workload, Problems and more…) 9. System’s Thinking 10.Trust, Respect, Autonomy & Self Organization 11K ”Learning is not mandatory, neither is survival” - W. Edward Demings
  46. 46. Why Lean and Agile? We increase return on investment by making continuous flow of value our focus. We deliver reliable results by engaging customers in frequent interactions and shared ownership. We manage uncertainty by expecting it and adapts to it through iterations and anticipation. We unleash creativity and innovation by recognizing that individuals are the ultimate source of value, and creating an environment where they can make a difference. We boost performance through group accountability for results and shared responsibility for team effectiveness. We improve effectiveness and reliability through situationally specific strategies, processes and practices. *Declaration of interdependance 11K
  47. 47. Traditional Employee Specialist (I-profile) Accountable for own work Acts on instruction Agile Employee General Specialist (T-profile) Accountable for team’s work Acts on needs Self-organizes Competence Competence 11K
  48. 48. Management Traditional Manager • Decision maker • Accountable for the result • Assigns tasks and roles Managers in Agile organizations • Servant Leader & Guide • Accountable for the environment the team works within • Setting goals 11K
  49. 49. Project Teams Agile Teams Self-organizes Network Team accountability Individual responsibility Traditional Teams Predefined roles Hierarchy Individual accountability 11K
  50. 50. Some example practices A3 Analysis Fist of Five User Stories Burndown charts Cumulative Flow Charts KanBan boards Limiting WIP Daily stand up meetings Frequent retrospects Real Options Jidoka Genchi Genbutsu Cost of Delay Dedicated business representatives Explicit rules Visual workflow Visualized workload Rolling wave plan Velocity Story points Time boxes Autonomous teams And many many more... 11K
  51. 51. Scope Time Quality Cost The Iron Triangle 11K
  52. 52. Scope Time Quality Cost Fixed The Iron Triangle 11K
  53. 53. Scope Time Quality Cost Fixed Time Cost Quality Scope The Agile Triangle 11K
  54. 54. Scope Time Quality Cost Fixed Time Cost Quality Scope Fixed The Agile Triangle 11K
  55. 55. Scope Time Quality Cost Fixed Time Cost Quality Scope Fixed This is what we call a timebox 11K
  56. 56. Scope Time Quality Cost Fixed Time Cost Quality Scope Fixed This is what we call failure This is what we call a timebox 11K
  57. 57. Agile Planning ≠ Gannt Schedule Todo Doing Done Analysis Priority Burndown Cumulative Flow Delivered Value 1. Tasks are selected instead of assigned 2. Individuals are responsible for tasks they selected themselves 3. Team is accountable for delivery 4. Plan and analysis is visible for all Risk 11K
  58. 58. Visualizing Burndown Cumulative Flow Delivered Value Todo Doing Done Ri sk VelocityTasks Features Maintenance Support Hours/week User step 1 User step 2 User step 3 User step 4 User step 5 User step 6 Risk Risk OutcomeOutcomeOutcomeOutcome OutcomeOutcome Outcome Story Mapping 11K L M S
  59. 59. How to run an Agile Project Identify the business opportunity Prioritize Self-organize - Analyze - Implement - Refactor - Test - Deploy Evaluate, Reflect & Adapt ”As a loving father I want to have a nice affordable dinner with my family so that I can go to bed feeling good” ”As a loving father I want to have a nice affordable dinner with my family so that I can go to bed feeling good” ”As a loving father I want to have a nice affordable dinner with my family so that I can go to bed feeling good” ”As a loving father I want to have a nice affordable dinner with my family so that I can go to bed feeling good” ”As a loving father I want to have a nice affordable dinner with my family so that I can go to bed feeling good” ”As a loving father I want to have a nice affordable dinner with my family so that I can go to bed feeling good” ”As a loving father I want to have a nice affordable dinner with my family so that I can go to bed feeling good” Priority Done 11K
  60. 60. When a traditional manager goes shopping for dinner... Make shoppin g list Estimate costs Plan route Set iron triangle Assign resource s Shop Deliver to kitchen Put in fridge Fetch goods Start cooking Manager Purchaser Chef Hand-off Hand-off 11K
  61. 61. When a traditional manager goes shopping for dinner... Make shoppin g list Estimate costs Plan route Set iron triangle Assign resource s Shop Deliver to kitchen Put in fridge Fetch goods Start cooking Manager Purchaser Chef Hand-off Hand-off 11K
  62. 62. When a traditional manager goes shopping for dinner... Make shoppin g list Estimate costs Plan route Set iron triangle Assign resource s Shop Deliver to kitchen Put in fridge Fetch goods Start cooking Manager Purchaser Chef Hand-off Hand-off 11K
  63. 63. When the agile manager goes shopping... Set timebox Get money Go to super- market Check prices and supplies Try sample food in shop Call family Shop Rent a movie Deliver to kitchen Show goods for chef Buy extra items at 7-11 Cook food ”As a loving father I want to have a nice affordable dinner with my family so that I can go to bed feeling good” 11K
  64. 64. How do You shop? 11K
  65. 65. When should I use Lean & Agile? 11K
  66. 66. When should I use Lean & Agile? ”You should only use Agile on Projects you want to succeed” 11K
  67. 67. When should I use Lean & Agile? ”You should only use Agile on Projects you want to succeed” 0 10 20 30 40 50 60 Traditional Agile 11K
  68. 68. When should I use Lean & Agile? You should only use Lean when you want to improve! 11K
  69. 69. Are you too busy to improve? 11K
  70. 70. Who’s Lean & Agile 11K
  71. 71. Some Suggested Reading http://buff.ly/1iK9UDm
  72. 72. Agile Middle East • Community Organization promoting Lean and Agile Development Practices in the Middle East • Members from Saudi, UAE, Turkey, Egypt, Lebanon and more • Organizes Agile ME Summit on March 19 11K
  73. 73. Agile ME Summit 2016 http://2016.meagile.com/ 11K
  74. 74. Agile Middle East info@meagile.com https://agilemiddleeast.org/ Contact Information https://www.facebook.com/AgileMiddleEast https://twitter.com/MEAgile https://www.linkedin.com/groups?home=&gid=8133203 11K
  75. 75. Andreas Hägglund ah@11k.se I run projects and make organizations more efficient andreashagglund @ahab1972 slideshare.net/andreashagglund www.kravanalys.se www.systemvaruhuset.se 11K
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