This document provides an overview of lean-agile software development. It begins with an introduction to lean concepts from manufacturing and their application to software development. Key lean principles for software include eliminating waste, creating knowledge, building quality in, deferring commitment, delivering fast, respecting people, and improving the system. The document then discusses specific agile and lean software development practices like minimizing work in progress, making work visible, delivering in small increments, and optimizing for flow to maximize business value. It emphasizes the importance of transparency, trust and delivering independently releasable features to customers in a continuous flow.

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LEAN-agile
©
copyright
2010.
Net
Objec:ves,
Inc.
B E C O M I N G
Lean Software For
Everyone
Ken Pugh
Fellow Consultant
KP
Aug
2014
• Introduction and
Background
• Lean as Flow
• Lean Software Development
• Lean-Agile
• Transforming into Lean
Outline

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Ken Pugh
ken.pugh
@netobjec:ves.com
Photo
Size:
Height:
2.25
Posi:on:
from
top
leO
corner
Horizontal
0.75
Ver:cal
1.
Picture
Style:
Simple
Black
Frame
No
code
goes
in
+ll
the
test
goes
on.
A
journey
of
two
thousand
miles
begins
with
a
single
step.
§ Fellow
Consultant
§ SPC,
Lean,
Scrum,
ATDD,
TDD,
OOA&D,
Design
PaYerns,
§ Over
2/5
century
of
soOware
development
experience
§ Author
of
seven
books,
including:
–
Prefactoring:
Extreme
Abstrac+on,
Extreme
Separa+on,
Extreme
Readability
(2006
Jolt
Award)
–
Interface
Oriented
Design
– Lean
Agile
Acceptance
Test-­‐Driven
Development:
BeJer
SoKware
Through
Collabora+on
Lean
Enterprise
Business
Manage
ment
Team
ASSESSMENTS
CONSULTING
TRAINING
COACHING
Lean for Executives
Product Portfolio
Management
Business Product
Owner
Lean Management
Project Management
ILAFYT
Kanban / Scrum
ATDD / TDD / Design Patterns
technical process

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§ Lean Thinking, Jim Womack and Daniel Jones
§ Lean Software Development, Mary and Tom Poppendieck
§ The Principles of Product Development Flow: Second
Generation Lean Product Development, Donald Reinertsen
§ Alan Shalloway, http://www.netobjectives.com/blog
Resources
Overall Rule
§ There are exceptions to every statement, except this
one
6

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copyright © 2010 Net Objectives Inc.
Introduction and
Background
§ Lean software engineering
– Continuous delivery of high quality applications
In short

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§ Toyota Production System
– Lean Manufacturing
§ Lean Thinking
– Use lean thinking on workflow
– Software development is workflow
§ Lean Software Development
§ Creating software is not the same as producing a car
§ Principles derived from Lean
Lean Approaches
§ Taiichi Ohno, chief engineer
§ Eiji Toyoda (and cousin Kiichiro Toyoda and his father
Sakichi Toyoda, (Toyoda Loom Works founder))
§ Design out overburden (muri) and inconsistency
(mura), eliminate waste (muda).
§ Smooth process - design out inconsistency
§ Flexible – without overburden which generates waste
§ Elimination of waste
Toyota Production System (TPS)

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§ Continuous improvement
§ Respect for people
§ Kazien
§ Long-term philosophy
– Not short term goals
§ Right process will produce right results
– Stop to fix problems
– Visual controls
– Use reliable, tested technology
§ Add value to organization by developing your people and
partners
– Develop exceptional teams
§ Continuously solving root problems drives organizational
learning
– Decisions by consensus
TPS Principles
§ Value comes from end customer
§ Value stream
– Eliminate steps not creating value
§ Make remaining steps flow in integrated sequence
§ Let customers pull from upstream activity
§ Transparency
– Helps eliminate waste
– Continuous improvement
Lean Thinking

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§ Eliminate Waste
§ Create Knowledge
§ Build Quality In
§ Defer Commitment
§ Deliver Fast
§ Respect People
§ Improve the System
Lean Software Development
Principle
Dilbert on Agile
Agile

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copyright © 2010 Net Objectives Inc.
Workflow

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drive 'om
Business Value
SMALL
INCREMENTS

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m a k e a l l w o r k
visible
1concentration

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Idea
Business
decision
Implementa:on
Availability
FLOW
©
Warp
and
Byte
Designs,
Inc..
outcome

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business
valuetrumps flow
trumps Reducing
Waste
©
Warp
and
Byte
Designs,
Inc..

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Flow From Concept to Consumption
Business Value – What Is It? (1)
§ Need to measure business value
§ Deliver best ROI for business value
§ "I can't define it, but I know it when I see it“
§ Question: What is it to you?
26

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Business Value – What Is It? (2)
§ Business Value can be:
– Increased revenue (sales, royalties, fees) ($$)
– Decreased expenses ($$)
§ Less resources
§ More efficient use of resources
– Customer satisfaction ($$ ??)
§ Promoters / Satisfiers/ Detractors
– Staying in business ($$ ??)
– Staying out of jail ($$ ??)
– Avoiding risk ($$ ??)
– Your suggestions?
27
Business Value
Projects
Next
Project
BV
=
8
Current
Project
BV
=
13
Previous
Project
BV=
20

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Transparency – Trust
Transparency
To
Do
Working
On
Done
Next
Project
Current
Project
Previous
Project

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§ Deliver
– Minimum Marketable Feature (MMF)
– Minimum Business Increment (MBI)
– Key = Independently Releasable Item (IRI)
§ Develop
– Stories
– Scenarios
Key = Separately Developable Items (SDI)
§ Although may be sequenced dependent
Small bites
Small Pieces
To
Do
Working
On
Done
Current
Project
Current
Part
Previous
part
S:ll
Another
Part
Another
Part
Some
Part

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Flow
Business
Priority
BUSINESS
DISCOVERY
BUSINESS
DELIVERY
Business
Planning
Business
Readiness
Ready
to
Pull
Incremental
Development
Incremental
Deployment
Support
&
Feedback
Decision
Is
it
technically
feasible?
Decision
Is
it
ready
to
release?
PORTFOLIO
Decision
Is
there
enough
business
value?
Flow

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Cycle Time
Lean Principle
Idea to Delivery
Support &
Feedback
Project
Approval
Project
Staffing
Project
Development
Project
Deploy-
ment
Visioning
Total
cycle
:me

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Lean Principle
Support &
Feedback
Project
Approval
Project
Staffing
Project
Development
Project
Deploy-
ment
Visioning
Support &
Feedback
Project
Development
Project
Deployment
$$$ Cost
Support &
Feedback
Project
Approval
Project
Staffing
Project
Development
Project
Deploy-
ment
Visioning
Support &
Feedback
Project
Development
Project
Deployment
Project
Approval
Project
Staffing
Visioning
Lean Principle
Opportunity Cost

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Value Stream
1. Identify the actions taken in the value stream
Approv
e
Request Reqts Sign Off
Review Deploy
Analysis
Design Code Test

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0.5 hrs 160 hrs8 hrs 8 hrs
120 hrs 280 hrs 240 hrs
100 hrs
8 hrs2 hrs
Approv
e
Request Reqts Sign Off
Review Deploy
Analysis
Design Code Test
1. Identify the actions taken in the value stream
2. What was the real time from start to finish of the action?
0.5 hrs 160 hrs8 hrs 8hrs
120 hrs 280 hrs 240 hrs
100 hrs
8 hrs2 hrs
Approve
.1 / 7.9 hrs
Request
0.5 / 0.0 hr
Reqts
60 / 100 hrs
Sign Off
1 / 7 hrs
Review
2 / 0 hrs
Deploy
3 / 5 hrs
Analysis
40 / 60 hrs
Design
40 / 80 hrs
Code
80 / 200 hrs
Test
40 / 200 hrs
1. Identify the actions taken in the value stream
2. What was the real time from start to finish of the action?
3. What was the average time working on this vs working on other things?

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0.5 hrs 160 hrs8 hrs 8hrs
120 hrs 280 hrs 240 hrs
100 hrs
8 hrs2 hrs
320 hrs 80 hrs 320 hrs 80 hrs
80 hrs
160 hrs 80 hrs 80 hrs 80 hrs
1. Identify the actions taken in the value stream
2. What was the real time from start to finish of the action?
3. What was the average time working on this vs working on other things?
4. Identify time between actions
Approve
.1 / 7.9 hrs
Request
0.5 / 0.0 hr
Reqts
60 / 100 hrs
Sign Off
1 / 7 hrs
Review
2 / 0 hrs
Deploy
3 / 5 hrs
Analysis
40 / 60 hrs
Design
40 / 80 hrs
Code
80 / 200 hrs
Test
40 / 200 hrs
2
June
2015
0.5 hrs 160 hrs8 hrs 8hrs
120 hrs 280 hrs 240 hrs
100 hrs
8 hrs2 hrs
320 hrs 80 hrs 320 hrs 80 hrs
160 hrs 80 hrs 80 hrs 80 hrs
1. Identify the actions taken in the value stream
2. What was the real time from start to finish of the action?
3. What was the average time working on this vs working on other things?
4. Identify time between actions
5. Identify any loop backs required
80 hrs
65% defective
Repeat 3X
20% rejected
Repeat 1X
Approve
.1 / 7.9 hrs
Request
0.5 / 0.0 hr
Reqts
60 / 100 hrs
Sign Off
1 / 7 hrs
Review
2 / 0 hrs
Deploy
3 / 5 hrs
Analysis
40 / 60 hrs
Design
40 / 80 hrs
Code
80 / 200 hrs
Test
40 / 200 hrs

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1. Identify the actions taken in the value stream
2. What was the real time from start to finish of the action?
3. What was the average time working on this vs working on other things?
4. Identify time between actions
5. Identify any loop backs required
6. Calculate Process Cycle Efficiency:
Approve
.1 / 7.9 hrs
Request
0.5 / 0.0 hrs
Reqts
60 / 100 hrs
Sign Off
1 / 7 hrs
Review
2 / 0 hrs
Deploy
3 / 5 hrs
Analysis
40 / 60 hrs
Design
40 / 80 hrs
Code
80 / 200 hrs
Test
40 / 200 hrs
0.5 hrs 160 hrs8 hrs 8hrs
120 hrs 280 hrs 240 hrs
100 hrs
8 hrs2 hrs
320 hrs 80 hrs 320 hrs 80 hrs
160 hrs 80 hrs 80 hrs 80 hrs
65% defective
Repeat 3X
20% rejected
Repeat 1X
80 hrs
Approve
.1 / 7.9 hrs
Request
0.5 / 0.0 hrs
Reqts
60 / 100 hrs
Sign Off
1 / 7 hrs
Review
2 / 0 hrs
Deploy
3 / 5 hrs
Analysis
40 / 60 hrs
Design
40 / 80 hrs
Code
80 / 200 hrs
Test
40 / 200 hrs
Avg Time Worked
Total Cycle Time
0.5 hrs 160 hrs8 hrs 8 hrs
120 hrs 280 hrs 240 hrs
100 hrs
8 hrs2 hrs
320 hrs 80 hrs 320 hrs 80 hrs
160 hrs 80 hrs 80 hrs
65% defective
Repeat 3X
20% rejected
Repeat 1X
80 hrs
80 hrs
PCE = = 14.9%
509 hrs
3433 hrs
509 hrs
3433 hrs
Avg Time Worked
Total Cycle Time
Approve
.1 / 7.9 hrs
Request
0.5 / 0.0 hrs
Reqts
60 / 100 hrs
Sign Off
1 / 7 hrs
Review
2 / 0 hrs
Deploy
3 / 5 hrs
Analysis
40 / 60 hrs
Design
40 / 80 hrs
Code
80 / 200 hrs
Test
40 / 200 hrs
0.5 hrs 160 hrs8 hrs 8hrs
120 hrs 280 hrs 240 hrs
100 hrs
8 hrs2 hrs
320 hrs 80 hrs 320 hrs 80 hrs
160 hrs 80 hrs 80 hrs 80 hrs
65% defective
Repeat 3X
20% rejected
Repeat 1X
80 hrs
320 hrs 80 hrs 320 hrs 80 hrs
160 hrs 80 hrs 80 hrs
65% defective
Repeat 3X
20% rejected
Repeat 1X
80 hrs
80 hrs
3433 – 509 = 2924
Eliminating
delays between
what you do
Getting better
at what you do
Which gives a better return?

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Cycle Time
§ What’s the cycle time from input to output?
§ How can it be shortened?
– Eliminate delays
– Eliminate loop-backs
– Manage WIP
–
Waste and Delays

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1. Partially Done Work
2. Paperwork
3. Extra Features
4. Task Switching
5. Handoffs
6. Delays
7. Defects
Waste Indicators
how much of what you do is
valuable?
rework?

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DELAY IS hand-offs
bottlenecks
information delay
untested code
unread requirements
transaction related
setup/cleanup
coordination related
assign people
finding
redoing
reworking
waiting
J
Pull

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PUSH
Work enters queue
When someone needs new work, they
pull from queue
Work goes through stages
When the work done in a stage, it flows
to next.
Until work is done
Pull

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PULL
BUT
LIMIT
QUEUES

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Reduce WIP
Queuing theory
Focus on quality
Practice

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EXERCISE
Part
One
AGILE IS FUN
EXERCISE
Part
Two
AGILE IS FUN

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copyright © 2010 Net Objectives Inc.
This is Not an Ending,
But a Beginning
§ Shorten time to realize values
§ Pay attention to delays
§ Actively manage queues (WIP)
§ Emphasize cycle time, not utilization
Summary - Focus on Flow

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copyright © 2010 Net Objectives Inc.
Supplementary
Points and
Practices

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§ Driving in Germany - picture of autobahn
policies
©
Warp
and
Byte
Designs,
Inc..
©
Warp
and
Byte
Designs,
Inc..

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Measurement
©
Warp
and
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Designs,
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Metrics
What
is
important?
Customer
/user
sa:sfac:on
Produc:on
defects
Rate
of
delivery
of
business
value
©
Warp
and
Byte
Designs,
Inc..
Lean Software
Development

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§ Implement lean across entire value stream
– To deliver business value
– Not just improve development
Optimize the Whole /
See the Whole
§ Focus on customer value
§ Only start work that can be completed
Eliminate Waste

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§ Move tests forward
– Acceptance Test Driven Development
§ Automated testing
§ Write change tolerant code
Build Quality In / Build Integrity In
§ Small batches
§ Get feedback fast
§ Emphasize cycle time, not utilization
Deliver Fast / As Possible

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§ Use knowledge learned from creating application
§ Cross-functional teams to share knowledge
§ Quick feedback
Create Knowledge
/ Amplify Learning
§ Create clear frameworks for decisions
§ Decision making at lowest possible level
Empower People / The Team

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§ Periodic reflections
§ Perform root cause analysis
Continually Improve
§ Wait till last practical moment to make decision
– More information available
Defer Commitment /
Decide as Late as Possible

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copyright © 2010 Net Objectives Inc.
Beginning the
Transformation
Getting Started
§ Agree to goals
– Why change?
§ Map the value stream
§ Determine what process to use
– Scrum, Kanban, Scrumban, etc.
§ Agree to transparency
– Up and down the line
§ Agree to policies
– Done-ness definitions, etc.
§ Agree to operational review
– Team and organization
§ Educate the team(s)
§ Start doing it
David
Anderson.
XTC,
London
2009,
October
Getting started with kanban

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Old
Status
Quo
New
Status
Quo
Chaos
Transforming
Idea
Change
Model
From
Virginia
Sa:r
Teams

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©
U.S.
Army
©
Warp
and
Byte
Designs,
Inc..
Successful teams
Collaborate
Shared accountability
Shared approach to doing work
Shared history

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©
Warp
and
Byte
Designs,
Inc..
Feedback

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Agile Feedback – Small Increments
87
No
feedback
Desired
Delivered
With
feedback
Desired
Delivered
§ Frequency of feedback

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Deliver Quickly
Multi-Tasking

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Request
1/Team
1
M
onth
1
M
onth
2
M
onth
3
Request
2/Team
2
Request
3/Team
3
A Harder ProblemSCENARIO B
another way to think of it
Request
1
M
onth
1
M
onth
2
M
onth
3
Request
2
Request
3
A Harder ProblemSCENARIO B
try this: quicker feedback

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Project 1
Project 2
Project 3
Month 3Month 2Month 1 Month 4
Three ways to do three projects
Do one at a time – may not be politically feasible.
Do them all at once, switching between them when delayed waiting for answers
Do them guided by Minimal Marketable Features
Product Development for the Lean Enterprise by Michael Kennedy. Oaklea Press. 2003
Task-Switching and Schedules