The document discusses Lean IT principles derived from the Toyota Production System, emphasizing waste elimination, team empowerment, and iterative development. It highlights methodologies like Scrum and Kanban for managing projects, promoting transparency and collaboration between business and development. Lean and Kanban can integrate with traditional approaches like waterfall, allowing flexibility in managing workflows and enhancing product development.

1. “ … . sprinters believe that, someday, somebody will run the 100 meters and the clock will read 0.00 ”

2. Lean IT Principles Eliminate waste Amplify learning Decide as late as possible Deliver as fast as possible Empower the team Build quality in See the whole LEAN is the product of the Toyota Production System (TPS)

3. Lean IT Benefits Lean IT provides transparency. Avoids the old games between development and business. Shows how business and development processes do not have to be poles apart.

4. Iterative & Incremental Incremental development is where various parts of the system are developed at different times or rates, and integrated as they are completed. Iterative development is basically a rework scheduling strategy to revise and improve parts of the system. Iterative development helps you improve your product Incremental development improves your process.

5. Where to find them Scrum - Iterative development is is helping to “iterate” towards a final solution. Taking components such as registration, login, account administration and scheduling them into Iterations (1-4 weeks). Instead of delivering completed first version, software is developed in less risky fashion (as long as Sprints are sensibly planned). Kanban – Iterative And Incremental development, to enable more efficient management at task level, and utilise cross-functional teams more. CI is essential. Provides even less risk, but more attentive management needed.

6. Kanban Principles Visualize the workflow Limit WIP Manage flow Make Process Policies Explicit Improve Collaboratively Work In Progress (WIP) should be limited and something new should be started only when an existing piece of work is delivered or pulled by a downstream function

7. Roles – what roles? Kanban doesn't define roles, because how can one set of roles suit every company structure? Competent management of Kanban process is essential, it cannot be a free-for-all. Kanban model can be based on your level of resources. Cross-functional teams will give stronger flexibility to your project.

9. Lean and Value Streams The value stream is an important concept in Lean development practices. Analyse your value stream using your Kanban planning board. Wastes could be large queues before a bottleneck in the system, or it could be a part of the system that sits idle, waiting for work. A typical value stream for developing a feature would be: Ready for Development, Development, Code Review, Testing, and Demo to Customer

10. Compatibility Can Lean IT & Kanban work with Waterfall or any other step-down approach? Don't throw proverbial baby out with bathwater Kanban doesn't care if requirements are coming in dribs and drabs, or completely up-front. As with any Agile or Lean process, you can always apply them to development process, at the very least.