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![I Went to the Lean Software and Systems Conference in Atlanta and All I Got Was a Bunch of Thought-Provoking Ideas * Ted M. Young Development Manager, BillingCenter [email_address] Guidewire Software ( http://www.guidewire.com ) *And a cool t-shirt](https://image.slidesharecdn.com/iwenttotheleansoftwareandsystemsconference-100429185656-phpapp01/85/I-went-to-the-lean-software-and-systems-conference-1-320.jpg)
![I Went to the Lean Software and Systems Conference in Atlanta and All I Got Was a Bunch of Thought-Provoking Ideas * Ted M. Young Development Manager, BillingCenter [email_address] Guidewire Software ( http://www.guidewire.com ) *And a cool t-shirt](https://image.slidesharecdn.com/iwenttotheleansoftwareandsystemsconference-100429185656-phpapp01/75/I-went-to-the-lean-software-and-systems-conference-1-2048.jpg)
Uploaded byTed M. Young
I went to the lean software and systems conference
The document recounts the key insights and concepts discussed at the Lean Software and Systems Conference in Atlanta, including the importance of system thinking, minimizing waste, and making work visible. Key themes include limiting work-in-progress, optimizing flow, and ensuring delivery of value to customers. The author emphasizes that improvements in features do not necessarily correlate with better sales outcomes.
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Similar to I went to the lean software and systems conference
I went to the lean software and systems conference
- 1. I Went tothe Lean Software and Systems Conference in Atlanta and All I Got Was a Bunch of Thought-Provoking Ideas * Ted M. Young Development Manager, BillingCenter [email_address] Guidewire Software ( http://www.guidewire.com ) *And a cool t-shirt
- 2. Twitter Activity atLSSC 374 Tweets
- 3. A Lean BackgroundSystem Thinking Inventory = Risk Just-in-Time Delays Cause Waste (Batching)
- 4. Some Terms MMF/MVFMinimal Marketable Feature Minimal Viable Feature WIP Work-in-progress Kanban 看板 Sign board
- 5. Lean Focus Value> Flow > Waste
- 6. Four Big IdeasSmall Slices are Best Make Work Visible WIP Limits and Flow Lean = Whole System
- 7. Small Slices areBest Estimates are waste
- 8.
- 9. Make Work VisibleCan't improve what you can't see Exposes knowledge Makes implicit -> explicit Metrics provide Guidance What's right? What's wrong?
- 10. Measurements Lead TimeRequest to Delivery Cycle Time Work Begins to Work Ready to Deliver Throughput Little's Law for Queuing Theory
- 11. Theory of ConstraintsCause of Delays Long feedback cycle Building unnecessary features Overbuilding features Result of Delays Finding bugs gets harder
- 12. Queue & WIPLimits
- 13. Queue & WIPLimits Limit Queue Size Forces Bottlenecks Upstream
- 14. Goal: Single-Piece FlowWork ONE thing to completion "Swarming"
- 15. What about Iterations?Artificial boundary? How about Feature-based (MFV)?
- 16. Support/Service Provider MultipleClasses of Service (QoS) Normal Expedited
- 17. Lean = WholeSystem Allocate capacity strategically Delivering Value to Customers Solving Problems Sustainability Support Optimize for the Whole System More features faster doesn't mean improved sales
- 18. Not The EndBut I'll Take Questions… My “tweet stream”: http://www.scribblelive.com/Event/LeanSSC_2010?Page=0