Lean en gros, c'est comme l'Agilité, sauf que... Qu’est-ce donc que le Lean? Quel est son lien avec l'Agilité? Et Kanban dans tout ça? Cette introduction vise à clarifier ce que Lean signifie et son rapport avec l'Agilité. C'est une comparaison permettant de comprendre un mouvement au-delà du monde des technologies de l'information, permettant un regard nouveau sur les entreprises d'aujourd'hui et différent sur l'Agilité telle qu’on la connait. ​ À propos de Martin Goyette Martin est un professionnel en accompagnement qui sert et conseille le domaine des technologies de l’information depuis plus d’une dizaine d’années (télécommunications, transport, bancaire, syndicat, santé, assurances). À titre de président de la Communauté Agile de Montréal, Martin est fortement impliqué dans la promotion de sa passion et ses croyances. Martin est diplômé de l’ÉTS d’un baccalauréat en génie logiciel et d’une maîtrise en génie, technologies de l’information. Depuis 2008, il se consacre à Lean ainsi qu’à l’agilité et a obtenu plusieurs reconnaissances professionnelles venant certifier son expérience.

1. Lean en gros, c’est
comme l’agilité!
Sauf que…

2. My name is
Martin Goyette
Lean and Agile counselor

4. Which came first?

5. Lean…
Manufacturing (1988)

6. Story of Lean
1948
Automobile
• Eliminate Waste
• Toyota Production
System (TPS)
1980’s
Manufacturing
• Lean manufacturing
• Culture change
2000
Globalization
• Synergies with Agile
• Confusion

7. Agile… Software
Development (2001)

8. Story of Agile
1990’s
IT projects failure
• Adress Complexity
• Scrum, XP, ASD
RAD, AUP, DSDM,
Crystal Clear
2000
Information
Technology (IT)
• Agile Development
• Culture Change
• Lean Software
development,
Kanban, Scrumban
2010
Globalization
• Something bigger
than Lean or Agile
• An obligation to
change

9. What’s in it for us?

10. Remember the Agile
Manifesto?
http://agilemanifesto.org/

11. Values
• Individuals and interactions over
processes and tools
• Working software over comprehensive
documentation
• Customer collaboration over contract
negotiation
• Responding to change over following a plan

12. Principles
• Our highest priority is to satisfy the customer through
early and continuous delivery of valuable software.
• Welcome changing requirements, even late in
development. Agile processes harness change for the
customer's competitive advantage.
• Deliver working software frequently, from a couple of
weeks to a couple of months, with a preference to the
shorter timescale.
• Business people and developers must work together
daily throughout the project.
• Build projects around motivated individuals. Give them
the environment and support they need, and trust them
to get the job done.
• The most efficient and effective method of conveying
information to and within a development team is face-to-
face conversation.

13. Principles (2)
• Working software is the primary measure of progress.
• Agile processes promote sustainable development.
The sponsors, developers, and users should be able to
maintain a constant pace indefinitely.
• Continuous attention to technical excellence and good
design enhances agility.
• Simplicity -- the art of maximizing the amount of work
not done -- is essential.
• The best architectures, requirements, and designs
emerge from self-organizing teams.
• At regular intervals, the team reflects on how to become
more effective, then tunes and adjusts its behavior
accordingly.

14. Agile Methodologies

15. Scrum
Ref. CodeCentric

16. Small and simple
Ref. Scrum.org
http://www.scrum.org/scrumguides/

17. XP
Ref. eXtreme Programming explained, Kent Beck

18. Ref. The State of Agile Survey
VersionOne

19. Lean

21. « 4 P » Model

22. Principles
1. Base your management decisions on a long-term
philosophy, even at the expense of short-term financial
goals.
2. Create a continuous process flow to bring problems
to the surface.
3. Use “pull” systems to avoid overproduction.
4. Level out the workload (work like the tortoise, not like
the hare).
5. Build a culture of stopping to fix problems to get
quality right the first time.
6. Standardized tasks and processes are the foundation
for continuous improvement and employee
engagement.
7. Use visual controls so no problems are hidden.

23. Principles (2)
8. Use only reliable, thoroughly tested technology that
serves your people and process.
9. Grow leaders who thoroughly understand the work, live
the philosophy, and teach it to others.
10.Develop exceptional people and teams who follow
your company’s philosophy.
11.Respect your extended network of partners and
suppliers by challenging them and helping them
improve.
12.Go and see for yourself to thoroughly understand the
situation.
13.Make decisions slowly by consensus, thoroughly
considering all options; implement decisions rapidly.
14.Become a learning organization through relentless
reflection and continuous improvement.

24. Lean Tools

25. Muda-Muri-Mura

26. Kaizen

27. Kata

28. Kanban

29. Different ?

30. Agile

31. Simple
Complex
Anarchy
Technology
RequirementsFar from
Agreement
Close to
Agreement
Closeto
Certainty
Farfrom
Certainty
Ref: Strategic Management and
Organizational Dynamics by Ralph Stacey
in Agile Software Development with Scrum
by Ken Schwaber and Mike Beedle.
Complexity

32. Empiricism
Ref. Advanced Development Methods

33. Team

34. Lean

35. Waste elimination

36. Process

37. Work environment

38. All the Same

39. People

40. Managers

41. Leaders

42. Client

43. Client

44. Client

45. Value

46. Value

47. Quality

48. Culture

49. Who will win?

50. Lean or Agile?

51. Now this?

52. How about this?

53. The Answer:

54. Target is the same

55. Impact is the same

56. Road is the same

57. Coaching Required
Ref. Managing Transitions, William Bridges

58. What matters

59. What you don’t see

60. It is bigger than us

61. Because it’s 2016

62. Your organisation

63. Thank you !
Agile Montreal
Monthly events
Agile Tour Montreal 2016
#atmtl2016
http://agilemontreal.ca
Twitter: @agilemontreal
LinkedIn: Agile Montréal
info@agilemontreal.ca
martin.goyette@gmail.com