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Introducing lean and agile to heriot watt
The document discusses the importance of lean and agile methodologies in improving organizational efficiency and effectiveness in response to ongoing changes in business environments. It highlights the benefits of adopting these practices, such as maximizing customer value, reducing waste, and fostering continuous improvement and communication. It also contrasts traditional management styles with agile approaches, emphasizing the need for adaptability and customer engagement to succeed in modern projects.
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Introducing lean and agile to heriot watt
- 1. Andreas Hägglund I runprojects and make organizations more efficient Introducing Lean & Agile 11K slideshare.net/andreashagglund @ahab1972 andreashagglund
- 2. Standish Group 0 10 20 30 40 50 60 Success ChallengedFailed 1994 11K
- 3. Standish Group 0 10 20 30 40 50 60 Success ChallengedFailed 1994 2012 11K
- 4. 1994 0 10 20 30 40 50 60 70 Success Challenged Failed Largecompanies Medium companies Small companies 11K
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- 6. Hint: Technology Is NotThe Problem! 11K
- 7. Everything changes... • Requirements •Environment • Business • Technology • Competition • People • Tools Experience grows 11K Why?
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- 9. Changes Requires Communication AndWe’re No Good At It! 11K
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- 11. The solution? The CHAOSManifesto, Standish Group 2012 0 10 20 30 40 50 60 Success Challenged Failed Traditional Agile 11K
- 12. It’s Not Easy! Complex Anarchy Technology Requirements Farfrom Agreement Close to Agreement Closeto Certainty Farfrom Certainty Simple 11K
- 13. We Must Learn! EveryBusiness Unit is Becoming a Technology Startup In 2017, >50% of total IT spending will be outside of IT *Gartner, May 2015 11K
- 14. You Should Too… By2018 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. Lean, Agile andrelated disciplines are spreading in all industries, all over the world 11K
- 16. And soon itwill be in MENA ... 11K
- 17. Is IT unique? Originalbudget Planned work from February 2005 to December 2008 (=34 months) Estimated cost: 876 Million USD Height: 728 m 11K
- 18. Is IT unique? Originalbudget 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. 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. Reasons to adoptAgile 11K
- 21. Results from goingAgile 11K
- 22. The 1% AgileFailures 11K
- 23. Lean & AgileOrigins 2001 2003 Individuals and interactions over processes and tools Responding to change over following a plan Theory of Constraints 11K Chaos-report
- 24. Principles of LeanManagement 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. In short... Lean isabout maximizing customer value while minimizing waste. Simply, lean means creating more value for customers with fewer resources through continuous improvement. 11K
- 26. Identify the valuestream... Invent service Set up organization Deliver service Bill client 11K
- 27. ... and shortenit! Identify the value stream... Invent service Set up organization Deliver service Bill client 11K
- 28. From Concept toCash 11K
- 29. Improve the Flow Localoptimization Unnecessary documents Unnecessary queues & wait Multiple approvals Inadequate resources 11K
- 30. By Reducing 7Wastes 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. 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. Now For SomeAgile Individuals and interactions over processes and tools Responding to change over following a plan 11K
- 33. What is Agile? Well... Agileis 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. The Agile Onion AgileGoal (1) Agile Values (4) Agile Principles (12) Agile Methods (40+) Agile Techniques (200+) 11K
- 35. Agile is abouthitting a moving (business) target 11K
- 36. “At the endof the day, your job isn’t to execute a plan or get the requirements right — your job is to change the world” 11K
- 37. The Agile Values Individualsand interactions over processes and tools Responding to change over following a plan 11K
- 38. Agile Principles 1.Our highestpriority 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
- 40. Icons designed byFreepik Test Design Deployment Analysis Implementation Release 1 11K Traditional Method
- 41. Agile/Iterative Methods Icons designedby Freepik Release 1 Release 2 Release 3 Test Design Deployment Analysis Implementation Release 1 Traditional Method Release 4 Release 5 11K
- 42. Comparing Waterfall andAgile Waterfall 11K
- 43. Comparing Waterfall andAgile Waterfall 11K
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- 45. Lean & AgileCharacteristics 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
- 46. Lean & AgileCharacteristics 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
- 47. Why Lean andAgile? 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
- 48. Traditional Employee Specialist (I-profile) Accountablefor own work Acts on instruction Agile Employee General Specialist (T-profile) Accountable for team’s work Acts on needs Self-organizes Competence Competence 11K
- 49. Management Traditional Manager • Decisionmaker • 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
- 50. Project Teams Agile Teams Self-organizes Network Teamaccountability Individual responsibility Traditional Teams Predefined roles Hierarchy Individual accountability 11K
- 51. Some example practices A3Analysis 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
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- 56. Scope Time Quality Cost Fixed Time Cost Quality Scope Fixed This iswhat we call a timebox 11K
- 57. Scope Time Quality Cost Fixed Time Cost Quality Scope Fixed This iswhat we call failure This is what we call a timebox 11K
- 58. 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
- 59. Visualizing Burndown Cumulative Flow Delivered Value Todo DoingDone 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
- 60. How to runan 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
- 61. When a traditionalmanager 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. When a traditionalmanager 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. When a traditionalmanager 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
- 64. When the agilemanager 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
- 65. How do Youshop? 11K
- 66. When should Iuse Lean & Agile? 11K
- 67. When should Iuse Lean & Agile? ”You should only use Agile on Projects you want to succeed” 11K
- 68. When should Iuse Lean & Agile? ”You should only use Agile on Projects you want to succeed” 0 10 20 30 40 50 60 Traditional Agile 11K
- 69. When should Iuse Lean & Agile? You should only use Lean when you want to improve! 11K
- 70. Are you toobusy to improve? 11K
- 71. Who’s Lean &Agile 11K
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- 73. 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
- 74. Agile ME Summit2016 http://2016.meagile.com/ 11K
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- 76. Andreas Hägglund ah@11k.se I run projectsand make organizations more efficient andreashagglund @ahab1972 slideshare.net/andreashagglund www.kravanalys.se www.systemvaruhuset.se 11K
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