Lean Software Development
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This document provides an overview of lean software development methodology. It discusses lean principles like value, value stream, flow, pull and perfection. It demonstrates these principles through examples like stuffing envelopes. The document outlines how to define value, map the value stream, eliminate waste, create flow, implement pull and continuous improvement. It provides real-world examples and discusses how to apply lean thinking in practice. Resources for further learning about scaled agile framework and focus areas are also included.
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Lean Software Development
- 1. 1 LEAN SOFTWARE DEVELOPMENT Author: Christopher GrantPublished 5/2013
- 2. 2 AGENDA • METHODOLOGY OVERVIEW • Overview of Lean • Hands on demonstrations • Real World Examples • How we can apply it in our organization • THE SAFE PROCESS • Comparison to existing process • Roles, Responsibilities, & Artifacts • SAFe process using Jira • HANDS ON WORKSHOP • Ideation through Approval • Breakdown and Scheduling • Execution and Delivery
- 3. 3 ABOUT ME § CHRISTOPHER GRANT § MBA + IASA Certified § 17 Years in Technology § 10 Years working in SDLC § Scaled Implementations § PMP, RUP, Scrum, Lean
- 7. 7 LEAN OVERVIEW § Lean is a management philosophy derived from the Toyota Production System (TPS) developed between 1948 and 1975 and has since been applied with great success in the services industry in recent decades § In “Lean Thinking”, published in 2003, James P. Womack and Daniel T. Jones introduced five fundamental Lean Principles. § Value § Value Stream § Flow § Pull § Perfection
- 8. 8 Activity – Best way to Stuff Envelops § To demonstrate some of these principles lets do a simple hands on activity § TriFold, Stuff, Stamp and Seal 10 Letters § Time yourself (Pretend to Stamp and Seal) § First Round – Batch § Do all 20 of one step before moving to the next § Second round – Serial § Do each step for each letter before moving to the next § What did you notice
- 10. 10 LEAN - DEFINE VALUE § VALUE (FROM THE CUSTOMER'S PERSPECTIVE) § WHAT DO CUSTOMERS WANT? § Is it: Speed, Features, Service?
- 11. 11 VALUE STREAM § MAP THE STEPS IN THE STREAM § IDENTIFY § Points of Value § Points of Waste
- 12. 12 7 WASTES OF SOFTWARE DEVELOPMENT § MANUFACTURING § Inventory § Overproduction § Extra Processing § Transportation § Waiting § Motion § Defects § DEVELOPMENT § Partially Done Work § Extra Features § Relearning § Handoffs § Delays § Task Switching § Defects
- 13. 13 SIMPLE VALUE STREAM 1. CREATE 2. FOLD 3. STUFF 4. STAMP 5. VALIDATE 6. SEND 7. VALUE 7 666 7 7 555 444 333 222 111 Seven Wastes of Lean 1. Waiting 2. Over production 3. Rejects 4. Motion (Excess) 5. Processing (Over) 6. Inventory 7. Transportation
- 14. 14 CREATE FLOW § ECONOMIC VIEW - FOCUS ON VALUE AT EVERY LEVEL § ACTIVELY MANAGE QUEUES - SHORTER QUEUES § UNDERSTAND AND EXPLOIT VARIABILITY - MITIGATE VARIABLES § REDUCE BATCH SIZES - SMALLER UNITS § APPLY WORK IN PROGRESSCONSTRAINTS (WIP) - SERIALIZE § CONTROL FLOW UNDER CERTAINTY - CADENCE AND SYNCHRONIZATION § GET FEEDBACKAS FAST AS POSSIBLE - SHORTER FEEDBACK CYCLES § DECENTRALIZE CONTROL - REDUCE DELAYS IN DECISION MAKING
- 15. 15 MODIFIED VALUE STREAM 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 71 2 3 4 5 6 71 2 3 4 5 6 7 Original Modified -Value Delivered Sooner - MitigateVariable of Change - Reduced Batch Sizes - Reduced WIP (from 3 to 1) - Faster Feedback
- 16. 16 PULL § The right amount pulled at the right time, no more, no less) § Limit Over Production & Waste - Respond Quicker to change § Don’t do anything until its needed then do it fast http://www.handsongroup.com/lean-manufacturing-topic-of-the-day-from-make-to-stock-to-make-to-order/
- 17. 17 PERFECTION § Perfection (elimination of all waste in the value stream) § Implement Kaizen and Continuous Improvement Processes § Celebrate Successes
- 21. 21 AUTOMOBILE PAINTING Batch vs Eliminating Delays
- 22. 22 BURRITOS Batch and Continuous flow
- 23. 23 APPLYING IN LEAN IN PRACTICE
- 24. 24 DISCUSS • WHAT IS VALUE • WHAT IS THE VALUE STREAM • Where is our waste • HOW DO WE CREATE FLOW • HOW DOES PULL APPLY • HOW CAN WE IMPLEMENT KAIZEN
- 25. 25 DISCUSS • WHAT IS VALUE • WHAT IS THE VALUE STREAM • Where is our waste • HOW DO WE CREATE FLOW • HOW DOES PULL APPLY • HOW CAN WE IMPLEMENT KAIZEN
- 26. 26 7 WASTES OF SOFTWARE DEVELOPMENT § MANUFACTURING § Inventory § Overproduction § Extra Processing § Transportation § Waiting § Motion § Defects § DEVELOPMENT § Partially Done Work § Extra Features § Relearning § Handoffs § Delays § Task Switching § Defects
- 27. 27 DISCUSS • WHAT IS VALUE • WHAT IS THE VALUE STREAM • Where is our waste • HOW DO WE CREATE FLOW • HOW DOES PULL APPLY • HOW CAN WE IMPLEMENT KAIZEN
- 28. 28 CREATING FLOW § ECONOMIC VIEW - FOCUS ON VALUE AT EVERY LEVEL § ACTIVELY MANAGE QUEUES - SHORTER QUEUES § UNDERSTAND AND EXPLOIT VARIABILITY - MITIGATE VARIABLES § REDUCE BATCH SIZES - SMALLER UNITS § APPLY WORK IN PROGRESS CONSTRAINTS (LIMIT WIP) - SERIALIZE § CONTROL FLOW UNDER CERTAINTY - CADENCE AND SYNCHRONIZATION § GET FEEDBACK AS FAST AS POSSIBLE - SHORTER FEEDBACK CYCLES § DECENTRALIZE CONTROL - REDUCE DELAYS IN DECISION MAKING
- 29. 29 DISCUSS • WHAT IS VALUE • WHAT IS THE VALUE STREAM • Where is our waste • HOW DO WE CREATE FLOW • HOW DOES PULL APPLY • HOW CAN WE IMPLEMENT KAIZEN
- 30. 30 CREATING FLOW § The right amount pulled at the right time, no more, no less) § Limit Over Production & Waste § Respond Quicker to change § Don’t do anything until its needed then do it fast
- 31. 31 DISCUSS • WHAT IS VALUE • WHAT IS THE VALUE STREAM • Where is our waste • HOW DO WE CREATE FLOW • HOW DOES PULL APPLY • HOW CAN WE IMPLEMENT KAIZEN
- 32. 32 BREAK
- 33. 33 APPENDIX