This document discusses agile and lean frameworks for digital delivery. It introduces agile principles like iterative development, minimum viable products, and customer collaboration. Agile is described as structured, disciplined and controlled, focusing on visuals, knowledge transfer, and addressing issues quickly. Lean is about eliminating waste and making value-adding work obvious. The document advocates adopting agile and lean practices like daily stand-ups and retrospectives in a phased approach, starting with story development and iteration planning.

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mvp
iterative
customer adoption
agile/lean
trusted vendors
out sourcing
agile
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Digital delivery frameworks
lean
MVP
Resource allocation
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MVP

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1
Agile
Introduction

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Agile is -
• structured
• disciplined
• controlled
• proven

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• quick and dirty
• taking short cuts
• undisciplined
• having no controls
Agile is not ….

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Agile makes things obvious
• it’s very visual
• knowledge transfer
• it shows scope creep

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Being able to…
• fail sooner than later
• see issues quickly
• transfer ownership of decisions
• focus on productivity
• understand capacity

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Agile manifesto
Individuals and interactions over processes and tools
Working artefacts over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan

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NOT instead of
Individuals and interactions over processes and tools
Working artefacts over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on
the right, we value the items on the left more.

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Projects ….
Things change
they always do
they always will
You’re not in control of that
its about how you can respond

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Just saying “we are agile”
has risks

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Phased approach to implementation of Agile Practices

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2
Lean
Introduction

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“ ... wasted time does not litter the floor like wasted material.”
Henry Ford

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Lean - History
• lean manufacturing or lean production
• management philosophy -Toyota Production
System (TPS)
• a systemic way to eliminate waste.
• just-in-time (JIT)
•derived from Japanese manufacturing
industry.

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lean is focused on
making obvious what adds value
Value
Value
Value
noise
noise
noise
noise
noise
noise
noise
noise
noise
noise

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Value
Value
Value
noise
noise
noise
noise
by reducing everything else.
lean is focused on
making obvious what adds value

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Lean thinking
http://embassycleaners.com/blog/how-to-iron-your-own-shirt/

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Lean thinking – ironing
100% scope

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Lean thinking – ironing
Other factors

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Lean thinking – ironing
100% scope

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Lean thinking – ironing
Waste

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Lean thinking – ironing
Waste
of time and resources

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The basic insight of lean thinking is that if you train and engage every
person to:
•identify wasted time and effort in their own job,
•understand root cause of problems
•to better work together
•to improve processes by eliminating such waste,
You will enable the organisation to :
•deliver more value at less expense
•develop every employee’s confidence, competence and ability to
work with others.

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Lean tools
• Retrospectives
• Staff experience surveys
• Real time tracking – resources and output
• Internal CQI
• Problem identification
• Root cause analysis
• Process re-engineering

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Phased approach to implementation of Agile Practices
• Daily stand ups
• Team retrospectives
• Work stream
development
Ph
as
e
1 • Story and scenario
development
• Iteration planning
• Gateway reviews
Pha
se
2
• Acceptance criteria
• Agile governance
• Project & product
management
Phas
e 3

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questions
thoughts
comments
ideas
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