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Lean Principles
- 1. © Equinox Limited By Ant Boobier
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- 4. Agile Buffet “Today’s typical Agile process, no ma6er what name you call it, takes the best from the buffet of Agile prac>ces” -‐ Jeff Pa.on Source: www.agileproduct design.com © Equinox Limited
- 5. Which Agile-‐Lean PracBces to choose? How do we know it is right for us? Acceptance TDD © Equinox Limited
- 6. Agile Manifesto Values © Equinox Limited
- 7. A comprehensive and fundamental law “Principles guide you, tacBcs show you how” © Equinox Limited -‐ Ash Mauraya
- 8. Agile Manifesto Principles... Principle Descrip6on 1 Sa6sfy The Customer The highest priority is to sa6sfy the customer through early and con6nuous delivery of valuable soBware 2 Welcome Change Welcome changing requirements, even late in development. Agile processes harness change for the customer’s compe66ve advantage. 3 Deliver Frequently Deliver working soBware frequently, according to how quickly the customer can consume it. 4 Measure of Progress Working soBware is the primary measure of progress. 5 Mo6vated People Build projects around mo6vated individuals. Give them the environment and support they need, and trust them to get the job done. 6 High Bandwidth The most effec6ve method of conveying informa6on to and within a development team is face-‐to-‐face conversa6on. © Equinox Limited
- 9. Agile Manifesto Principles... Principle Descrip6on 7 Whole Team Daily Business people and developers must work together daily throughout the project. 8 Sustainable The sponsors, developers and users should be able to maintain a constant pace indefinitely. 9 Technical Excellence Con6nuous a.en6on to technical excellence and good design enhances agility. 10 Simplicity The art of doing just enough and no more than is necessary. 11 Self Organising Team The best architecture, requirements and designs emerge from self-‐organising teams. 12 Con6nuous At regular intervals, the team reflects on how to become Improvement more effec6ve, then tunes and adjusts its behaviour accordingly. Source: www.agilemanifesto.org © Equinox Limited
- 10. Lean Principles “The goal is not making teams agile but making the business agile” -‐ Alan Shalloway “Lean and agile are cousins” -‐ Henrik Kniberg © Equinox Limited
- 11. Lean Principles Lean Principle Descrip6on Deliver value to the customer quickly, rapid delivery; high quality; low cost Deliver Fast Queuing theory to Limit Work in Process (WIP) and context switching Managing workflow is easier than managing schedules, using repeatable workflow Waste is anything that does not add value to the customer. The three biggest wastes Eliminate Waste in soUware development are: 1. Building the wrong thing: building features that aren’t needed 2. Failure to learn: policies that interfere with our ability to learn 3. Thrashing: anything that interferes with smooth flow of value Predictable performance is driven by feedback: rapidly respond to change Learn Constantly Maintain op6ons; keep code change tolerant, minimise irreversible decisions Defer commitment, schedule irreversible decisions to Last responsible moment Build Quality In Final Verifica6on should not find defects! Prevent with executable requirements Mistake proof your process with test first development to establish correctness Break dependencies: architecture should support addiBon of any feature at any Bme Op6mize the Whole Focus on the en6re value stream from customer request to deployed soUware Deliver a complete product, a complete team delivering not just the soUware Think long term rather than local opBmizaBon Autonomy: Empowered self-‐organising feature teams with effecBve leadership Engage Everyone Mastery: Provide challenge and environment which enables people to grow Purpose: Tie the work to value and a common vision Keep Gefng Be.er Failure is a learning opportunity: invesBgate and correct them as they occur Standards exist to be challenged and improved Use the scien6fic method Plan-‐Do-‐Check-‐Act process Source: Mary and Tom Poppendieck © Equinox Limited
- 12. Lean Principles Lean Principle Descrip6on Deliver value to the customer quickly, rapid delivery; high quality; low cost Deliver Fast Queuing theory to Limit Work in Process (WIP) and context switching Managing workflow is easier than managing schedules, using repeatable workflow Waste is anything that does not add value to the customer. The three biggest wastes Eliminate Waste in soUware development are: 1. Building the wrong thing: building features that aren’t needed 2. Failure to learn: policies that interfere with our ability to learn 3. Thrashing: anything that interferes with smooth flow of value Predictable performance is driven by feedback: rapidly respond to change Learn Constantly Maintain op6ons; keep code change tolerant, minimise irreversible decisions Defer commitment, schedule irreversible decisions to Last responsible moment Build Quality In Final Verifica6on should not find defects! Prevent with executable requirements Mistake proof your process with test first development to establish correctness (Integrate Quality) Break dependencies: architecture should support addiBon of any feature at any Bme Op6mize the Whole Focus on the en6re value stream from customer request to deployed soUware Deliver a complete product, a complete team delivering not just the soUware (Value the Whole) Think long term rather than local opBmizaBon Autonomy: Empowered self-‐organising feature teams with effecBve leadership Engage Everyone Mastery: Provide challenge and environment which enables people to grow Purpose: Tie the work to value and a common vision Keep Gefng Be.er Failure is a learning opportunity: invesBgate and correct them as they occur Standards exist to be challenged and improved (Relentless Improvement) Use the scien6fic method Plan-‐Do-‐Check-‐Act process Source: Mary and Tom Poppendieck © Equinox Limited
- 13. What to do with the ingredients? © Equinox Limited
- 14. Primary Features of Lean-‐Agile • Building SoUware IteraBvely and incrementally • A Product Champion • Features are prioriBzed to deliver business value • Using cross-‐funcBonal teams where people use their skills to get work done, using a facilitator • Focus on high bandwidth communicaBon • Daily review for the whole team • Simple visual controls in workplace to report progress and Issues • Risk miBgaBon: address issues, impediments, and dependencies early • ConBnuous process improvement and good pracBce Source: based on Alan Shalloway © Equinox Limited
- 15. Framework for Designing Systems The System Pathways Output Connec>ons Methods Source: Steven J Spear © Equinox Limited
- 16. Summary of System Design Item Descrip6on Outputs • What is the objec6ve? • What has to be delivered to whom and by when to ensure success? • Match supply with demand Pathways • Sequencing and responsibility • What Work Stages need to be completed by whom in what order to achieve the desired outcome Connec6ons • Conveying informa6on and services between work stages • What are the hand-‐offs between the different Work Stages • What informa6on triggers people to undertake their ac6vi6es at the correct 6me • Handovers Methods • What is each Work Stage’s content, sequence and 6ming • How do you know the method you are using is working? • Policies and Procedures © Equinox Limited
- 17. Process Pa_erns • PracBces relate to mulBple principles • Group pracBces into Process Pa_ern areas • Process Pa_erns can be linked to system framework © Equinox Limited
- 18. Process Pa_erns Item Process Pa.ern Outputs • Purpose and vision • Product: focus on the product rather than the project • Value: is value created and delivered early Pathways • Flow: process built on flow to eliminate delay (Itera6ons or Kanban) • Visual Control: a.end to the system • Cycle 6me: shorten 6me work starts un6l it is consumed by customer • Specifica6on by Example: (aka ATDD or BDD) Connec6ons • Pull: pull based capacity planning • Cadence: small batches delivering to customer and gefng feedback regularly • Defini6on of Done: well defined work prac6ces • WIP: ensure WIP is kept as small as possible • Swarm: team support Methods • Well defined work prac6ces • Process Improvement: share with rest of organisa6on • Technical Prac6ces • Low Dependency Architecture • Coding Standards • Code Reviews • Con6nuous Integra6on • Automated Tes6ng © Equinox Limited
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- 20. Further Reading: Lean Principles © Equinox Limited
- 21. Further Reading: Cooking © Equinox Limited
- 22. @antboobier anthony@nomad8.com © Equinox Limited www.nomad8.com
- 23. Blogs: equinox.co.nz/agileblog anthony.boobier@equinox.co.nz antboobier © Equinox Limited
Editor's Notes
- #3 Start with some Christmas photosI decided to cook Christmas dinner – chose Gordon Ramsey recipe – list of ingredients and exact timingsI was all setHad all ingredients, timings – I was all set to repeat and have my family enjoy the results
- #4 I had all the ingredients, well close enough the local dairy didn’t have a few things– but the kitchen was small, we didn’t have an oven, the stove top was the order of the day.Didn’t have time to let the turkey rest for 2 hoursI still followed the recipe and the result was well…. A little different from the picture in Gordon Ramsey’s book
- #5 In agile and lean we have lots of ingredients. Agile BuffetWarning don’t try and take everything as it will make you ill ! It’s knowing what to choose, when it’s appropriate
- #6 How do we know what practices to choose?Why does a practice work? When should we use it, is it right for us?There is help, we need to go back to cooking basics. Core Values
- #8 a Principle comprehensive and fundamental law, Principles Guide what you do, tactics show you howdoctrine, or assumptionAs Ash Mauraya states – we should separate principles from tactics – “Principles guide what you do. Tactics show you how”Tactic – definition is a device for accomplishing an end – that to me is a practicePrinciples apply in all contexts – wheras practices only apply in someHow many people know how many agile principles there are?
- #11 Agile and Lean can be seen as cousins, with a set of values but different origins.Lean arose from manufacturing, whilst agile came from software developmentThe Principles underlying lean are applicable almost anywhere. Mary and Tom Poppendieck have been instrumental in mapping these principles to software development
- #12 Agile and Lean can be seen as cousins, with a set of values but different origins.Lean arose from manufacturing, whilst agile came from software developmentThe Principles underlying lean are applicable almost anywhere. Mary and Tom Poppendieck have been instrumental in mapping these principles to software developmentHere is there summary:
- #13 Use the Principles to Guide you in what practices to use, don’t implement a practice without understanding the reason for doing so – the principle that underpins it.But where do we start? Principles without practical practices is vapourware. What do we do with all the agile-lean indeed industry good practice ingredients we have?Lean is a journey not a destiination – people like Scrum as some framwork to start with
- #14 Actually primary features link back to the agile principles….
- #15 DonReinersten approaches lean on the basis of appreciating the system that people are working on – fostering the skills of those people you have in the system and attending to time by seeing how work flows through the systemsApproach: Value Stream, KanbanApply principles at each stage, there are process patterns that I look for at each step
- #16 Build in tests at each stagee.g. Output – does the customer know what they are getting
- #19 Remember, agile practices are only tactics there to support underlying principles Don’t be driven by your practices – use them in the context of your organisation/situationAlways stick to your principlesLike a Restaurant, know your customer, understand the principles of putting the correct dish together at the right time, seemless handoff bewteenstataions – tries and tested well undertoodpracices. Each restuatrnt is diffectent. The dishes are al a carte
- #21 We started with the Agile evolution, turning time on its side Now we have recapped let’s have a quiz