We all know that Agile is sweeping the project management world. Or is it Lean? Lean Agile? Scrum? Kanban? DevOps? There are a lot of buzzwords flying around. Some say they all aim to turn businesses into impersonal software factories obsessed with eliminating waste. Is that true? In a word, no! Lean is really about continuous improvement and respect for people. Far from being mechanistic, it’s a much more humane way to work. Jon Terry will discuss how lean and agile ideas really relate to each other. How lean principles help explain why agile practices work. And how those principles help organizations develop the operational maturity to allow agile to succeed beyond the team level.

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Scrumagilean
A practical introduction to Lean-Agile Principles
Jon Terry, Chief Evangelist Lean-Agile Strategy

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Transforming with Planview WRM
THE CHANGING
WORLD
OF WORK REALIZING
AGILE-AT-SCALE
CREATING AN
INNOVATION CULTURE
STRATEGY
Innovation
Management
MAKING THE
PRODUCT SHIFT

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Increasing Agile Adoption
Title, Forrester Research, Inc. , Date of Publication

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Expanding Agile Success
Results
• More innovation relative to routine operations
• React to change faster
• Increased responsiveness to customer needs
• Greater efficiency and productivity
What if a company were to
launch dozens, hundreds,
or even thousands of agile
teams throughout the
organization?
Would scaling up agile
improve corporate
performance as much as
agile methods improve
team performance?
Harvard Business Review Agile at Scale, Darrell K. Rigby, Jeff Sutherland, Andy Noble, Accessed June 2018

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Too big to be Agile

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Just following the leader

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Sadly, not following the leader

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Autonomy with purpose

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So, What About Lean?

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The Toyota Way has two
main pillars: continuous
improvement and respect
for people. - Katsuaki
Watanabe

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ContinuousImprovement
RespectForPeople
Lean
RespectForPeople
ContinuousImprovement

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Mentoring
Management
ContinuousImprovement
RespectForPeopleRespectForPeople
ContinuousImprovement
Centered on Customers
What do they want? And what
must we do to deliver it?
Relentless
Focus on Delivery
Customers

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Motivation
Belief in the intrinsic
motivation of clear
purpose vs extrinsic
motivation driven by
rewards & punishment
Customers
Build a
Cohesive
Team
Create Clarity
& Over-
Communicate
Autonomy with
Safety
Make Team
Success The Goal
Humble,
Hungry, Smart
Build People,
Then Products
Ensure Cross-
Team
Alignment
Mentoring
Management
RespectForPeople
ContinuousImprovement
Relentless
Focus on Delivery

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ContinuousImprovement
RespectForPeople
Relentless
Focus on Delivery
RespectForPeople
Mentoring
Management
Visualize
Workflow
Eliminate
Waste
Experiment
to Create
Knowledge
Build
Quality In
Defer
Commitment
Deliver JIT
Optimize the
Whole
Customers
Measure to Manage
Focus on rapid flow of
value & fast feedback
loops vs up-front planning
& high utilization of all
resources

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Visualize
Workflow
Eliminate
Waste
Build
Quality In
Experiment
to Create
Knowledge
Defer
Commitment
Deliver
JIT
Optimize the
Whole
Visualize Workflow
Kanban’s transparency is key
to all other Lean change

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Start from where
you are today, even
(especially) if that’s
Scrum
Evolve
1. Visualize the (current) workflow
2. Limit Work-in-Progress (WIP) *
3. Manage (for smooth) flow
4. Make process policies explicit
5. Implement feedback loops
6. Improve collaboratively
using Kanban to apply new models
* Often implicitly at first
Kanban Principles

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Look beyond the
tactical practices to
gain real value.
The real value is in
the principles.
Do BothScrum
• A structure of new roles, “rituals” and cadence
• No prohibition against visualization, WIP limitation
or flow measurement
• A mature Scrum team with good technical practices
often looks awfully Kanban-ish
Kanban
• Evolution through measurement
• No opinion on roles, meetings or iterations
• Software dev teams who use Kanban to become
more Agile often act quite Scrum-y

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Eliminate Waste
If your client wouldn’t
gladly pay part of your
itemized bill, it’s waste
Visualize
Workflow
Eliminate
Waste
Build
Quality In
Experiment
to Create
Knowledge
Defer
Commitment
Deliver
JIT
Optimize the
Whole

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60% 80%

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60% 80%

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1. Work-In-Process
2. Delays
3. Extra Features
4. Technical Debt
5. Handoffs
6. Task Switching
7. Defects
Doing has no value, only
done (quickly)
Muda
Visualize
Workflow
Eliminate
Waste
Build
Quality In
Experiment
to Create
Knowledge
Defer
Commitment
Deliver
JIT
Optimize the
Whole

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1. Work-In-Process
2. Delays
3. Extra Features
4. Technical Debt
5. Handoffs
6. Task Switching
7. Defects
If most features aren’t used &
most work is support: most
work is waste
Muda
Visualize
Workflow
Eliminate
Waste
Build
Quality In
Experiment
to Create
Knowledge
Defer
Commitment
Deliver
JIT
Optimize the
Whole

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1. Work-In-Process
2. Delays
3. Extra Features
4. Technical Debt
5. Handoffs
6. Task Switching
7. Defects
Knowledge degrades with
every transfer
Muda
Visualize
Workflow
Eliminate
Waste
Build
Quality In
Experiment
to Create
Knowledge
Defer
Commitment
Deliver
JIT
Optimize the
Whole

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1. Work-In-Process
2. Delays
3. Extra Features
4. Technical Debt
5. Handoffs
6. Task Switching
7. Defects
Focus on failure-proofing your
process rather than testing for
failures
Muda
Visualize
Workflow
Eliminate
Waste
Build
Quality In
Experiment
to Create
Knowledge
Defer
Commitment
Deliver
JIT
Optimize the
Whole

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Experiment
Knowledge creation requires
hypothesis and acceptance
of failure
Visualize
Workflow
Eliminate
Waste
Build
Quality In
Experiment
to Create
Knowledge
Defer
Commitment
Deliver
JIT
Optimize the
Whole

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Defer Commitment
Wait. If you can’t wait,
invest in parallel
experiments
Visualize
Workflow
Eliminate
Waste
Build
Quality In
Experiment
to Create
Knowledge
Defer
Commitment
Deliver
JIT
Optimize the
Whole

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Deliver JIT
Not just fast. Delivering early
creates inventory and
sacrifices optionality
Visualize
Workflow
Eliminate
Waste
Build
Quality In
Experiment
to Create
Knowledge
Defer
Commitment
Deliver
JIT
Optimize the
Whole

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Optimize the Whole
Your process has a bottleneck.
Improvements elsewhere may
be wasted or worse
Visualize
Workflow
Eliminate
Waste
Build
Quality In
Experiment
to Create
Knowledge
Defer
Commitment
Deliver
JIT
Optimize the
Whole

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leankit.com/learn
• Articles
• E-books
• Webinars
• Templates
• Case Studies
OnlineKey Reading
Lean Thinking: Banish Waste and Create Wealth in Your Corporation
- Jim Womack, Dan Jones
The Phoenix Project: A Novel About IT, DevOps, and Helping Your
Business Win
- Gene Kim, Kevin Behr, George Spafford
OR
Velocity: Combining Lean, Six Sigma and the Theory of Constraints
to Achieve Breakthrough Performance - A Business Novel
- De Jacob, Suzan Bergland, Jeff Cox
AND LATER FOR REINFORCEMENT
The Goal: A Process of Ongoing Improvement
- Eli Goldratt, Jeff Cox

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Thank You!
Connect: Jon Terry, Chief Evangelist Lean-Agile Strategy, Planview
Follow: @leankitjon
Read: Agile PMO: 5 Steps to Driving Agility at Scale
Explore: planview.com/lean-agile-delivery

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Release 1
Iteration 1
Iteration
Planning
Daily
Standup
Demo /
Retro
Iteration n
Iteration
Planning
Daily
Standup
Demo /
Retro
Iteration
Backlog
Fixed Time and People
Not Done
Iteration
Backlog
Not Done
Product
Owner
Ideas
Product Backlog
Release Planning
Release Backlog
Scrum mandates new roles, “rituals” and cadence for a team
The Scrum Framework Scrum
master