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Design lean agile_thinking presentation
- 1. DESIGN – LEAN– AGILE THINKING Chaitanya Muppala05-Sep-2018
- 2. Happy Teachers Day!!!!!
- 3. Disclaimer Any examples/stories relatingto anyone is pure coincidental not intentional
- 4. Design – Lean– Agile Thinking
- 5. Let’s take astep back
- 6. Why do weneed Thinking?
- 7. Problem Solving &Decision Making
- 9. Design Thinking It isnot just process or procedure.
- 10. Design Thinking ✓ DesignThinking is a mindset as well as a toolkit of techniques for applying a designer’s ways of thinking and doing ✓ It is for exploring complex problems or finding opportunities in a world full of uncertainty. ✓ It explores and questions what is, and then imagines what could be with innovative and inventive future solutions.
- 11. Designer Abilities ✓ Navigateambiguity ✓ Learn from others (People & Contexts) ✓ Synthesize information ✓ Experiment rapidly ✓ Move between concrete and abstract ✓ Build and Craft intentionally ✓ Communicate Deliberately ✓ Design their design work Source: dschool @ Stanford: 8 Core Abilities
- 12. Myth or Reality Source:Core77 – Myth and Rethinking
- 13. Components of DesignThinking “Designers don’t search for a solution until they have determined the real problem, and even then, instead of solving that problem, they stop to consider a wide range of potential solutions. Only then will they converge upon their proposal” - Donald Norman
- 14. Components of DesignThinking ✓ Determining the real problem ✓ Searching for solutions ✓ Considering many options ✓ Converging on a proposal
- 15. Components of DesignThinking ✓ Determining the real problem ✓ Searching for solutions ✓ Considering many options ✓ Converging on a proposal Source: Understanding Design Thinking, Lean, and Agile by Jonny Schneider
- 16. Problem/ Puzzle 10 km 10km Four villages are separated by 10 km each. The government decided to lay the road but it is very expensive project. So they invited proposals for least possible road connecting all the villages. Please share your designs.
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- 21. Lean ✓ Lean isa management philosophy for improving any system that produces value—that is, any organization. ✓ Some of the characteristics are Continuous improvement High Quality Reduction in WasteRespect People
- 22. History of Lean ✓Lean is how Jones and Womack described the ideas and behaviors they observed at Toyota’s automotive manufacturing operations ✓ Toyota Production System - Taiichi Ōno
- 23. Let’s go topast for a while
- 24. Industrial Revolution Credits: "ChristophRoser at AllAboutLean.com"
- 25. History of Management ✓Scientific management sought efficiency through process, rules, and control ✓ Work was standardized; disassembled into small, repeatable tasks; and then reassembled into a schedule of tightly managed procedures Core Value = Control
- 26. Industrial Revolution Credits: "ChristophRoser at AllAboutLean.com"
- 27. Modern Software Business TooComplex, Too Unpredictable, Too Dynamic
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- 30. Modern Software Business- Statistics
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- 32. 31.1% of projects will becanceled before they ever get completed
- 33. 52.7% of projects will costover 189% of their original estimates
- 34. 16.2% of software projects aredelivered on-time and on-budget 9% for larger companies
- 35. PROJECTS COMPLETED HAVE ONLY 42% of theoriginally proposed features and functions
- 36. An IT project ismore likely to be unsuccessful than successful The larger the project, the more likely the failure
- 37. Reasons ✓ Schedule Slips ✓Project Cancelled ✓ System goes sour ✓ Defect rate ✓ Business Misunderstood ✓ Business Changes ✓ False Feature Rich ✓ Staff turnover
- 38. So…. We need somethingthat is “adaptive rather than predictive” “people-oriented rather than process-oriented”
- 39. Values & Principlesof Lean Value Principle Learning and adapting over analysis and prediction Test beliefs through doing, not analysis or planning Delay decision making to the last responsible moment Scientific thinking with deliberate practice Empowered people are happier and achieve better outcomes Define clear goals, trust teams and give autonomy to achieve outcomes Decentralize decision making Outcomes over outputs Performance is measured by whether value is delivered, not by how much work is completed Specify value, measure mostly that Manage flow to optimize value Reduce batch size, Manage queues, Deliver at speed Eliminate waste Respond to customer demand over creating inventory (create pull) Quality is a result, not an activity Build quality in Continuously learn and respond to improve things Pursue perfection
- 40. Lean Thinking ✓ BeingLean isn’t achieved by following Toyota’s recipe. Because it’s not procedural, it’s cultural, and it requires change. ✓ Change in the principles and values that motivate how people work. Procedural Cultural
- 41. Paradox ✓ All handsmeetings – Board Meetings – “Must Change” ✓ It doesn’t work because it asks people to change, without changing the system and culture that exists around them
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- 43. Key Aspects ofLean Teams Scientific Thinking with Deliberate Practice
- 44. Scientific Thinking withDeliberate Practice Source: Understanding Design Thinking, Lean, and Agile by Jonny Schneider
- 45. Teams ✓ People wantto be self-directed, trusted, and empowered to do the right thing. ✓ Autonomy, Mastery & Purpose are key to motivation and engagement. ✓ Communicating vision, purpose and progress ✓ Mission Command ✓ It’s how army maintains centralized intent and dispersed execution through disciplined initiative.
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- 48. Saying Rome is notbuilt in a day
- 49. Then Rome is notbuilt in a day Even Teams are not built in a day
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- 53. Agile Thinking A wayof building software that is all about planning for, and assuming “change”
- 54. Looking back –Waterfall Model Courtesy: Thoughtworks Inc.
- 55. Assumptions – Waterfall ✓It’s possible to identify a complete set of requirements up front ✓ The requirements once identified will not change ✓ It’s possible to produce estimates with a high degree of accuracy ✓ Detailed schedule will prevent a project to delay its delivery ✓ Complete documentation will guarantee high quality software
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- 58. Why is itmore relevant now? Courtesy: Thoughtworks Inc.
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- 60. Key Emphasis Regular &Constant Feedback
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- 62. Agile Delivery Source: HenrikKniberg, Lean from the Trenches
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- 64. Which flavor? Courtesy: Stateof Agile Report
- 65. Lean – AgileCommonalities Embrace & Adopt Change Produce value iteratively Humanistic – Value People Focus on Quality Eliminate waste Reflection and Learning Agile Lean
- 66. Lean - AgileDifferences Software Delivery Organisation Agile Lean
- 67. Case Study –Event Participation
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- 70. What should weadopt? Too often, people ask/think, Lean or Agile or Design Thinking?
- 71. What should weadopt? Too often, people ask/think, Lean or Agile or Design Thinking? Answer is “and” not “or”
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- 73. Credits Slide: Design -Lean - Agile -------- Design Thinking - Pablo A Agile, Lean - Rflor Agile 2 - Nimal Raj Slide: Let's take step back -------- Step: Eugen Belyakoff Back: Fatahillah Slide: What is Thinking? ------- Marek Polakovic Slide: Why do we need to Thinking? ------- Margaret Hagan Slide: Problem Solving ------- The Noun Project Slide: Power of Teams, Paradox Video by Guilherme Furtado from the Noun Project Slide: Design Thinking ------- Mindset - Creative Stall Slide: Components of Design Thinking ------- Thoughtworks Slide: Lean Thinking ------- Vectors Market Gregor Cresnar iconsmind.com Danil Polshin Henry Arthur Shlain Abdo Slide: Paradox ------- Dan Hetteix Slide: Let's go to past for a while ------- Joe Mortell Slide: Lean people by Wilson Joseph from the Noun Project Slide: History of Management ------- Fiona OM Ali Wijaya Slide: Modern Software Business ------- Simon Martin Slide: Key Aspects of Lean ------- TukTuk Design Creative Stall Slide: Why is it more relavant now? ------- H Alberto Gongora Slide: Case Study - Event Participation ------- Oksana Latysheva Slide: Barrier - traffic barrier by Lluisa Iborra from the Noun Project Slide: Key Emphasis feedback by dilakuscan from the Noun Project All the creative people from “The Noun Project”