11. Our journey 2 years ago… Decided to ‘go Agile’ Came from new CTO and some developers Desire to deliver value more quickly Strict Scrum 3 week iterations (3 weeks testing) Daily stand-ups Planning meetings, retrospectives, etc
29. Going Lean: people We reduced the number of roles No QA - Tester Developers No Analyst - customer part of the team No PM or Scrummaster - self-organising teams Teams understand context and objectives of initiatives and own solution. Use measures to define success.
66. Do you want to go Lean? Get your technology sorted XP practices Remove inspection, bake quality in Make releases cheap and safe Do them every day
67. Do you want to go Lean? Get your process sorted Some sort of Agile approach No ‘one size fits all’ Do what works for you Forget about projects, concentrate on features Continually re-assess your assumptions Be prepared to fail but do it quickly
Chart shows four iterations from August and September 2008 (car insurance team). Number of points delivered is increasing for each iteration as the team becomes more effective. Number of stories delivered is increasing for each iteration (less marked than points though). All good. Give ourselves a pat on our Agile backs.
For the same team at the same time we see something interesting with points planned and delivered against stories planned and delivered.Over 90% of points planned are delivered.Shows the team is effective at estimation and working at the expected velocity.For stories, it’s a different story.Only around 60% of the planned stories are delivered.40% of the time we’re doing other stuff (new stuff, rework, bugs, etc)Therefore a lot of waste in planning. Planning is lying?
Ideas – High level ideasBacklog – The next few high priority ideas broken down into MMF’sReady – The next high priority MMF’s that are ready to be worked onIn Progress – DevelopmentInventory - Features that are completed but not yet earning value (often but not always Features that are not yet deployed to live)Done – Live and earning value
This is a CFD from a team shortly after adopting some of the Lean principles.Flow is relatively limited (incline of chart is quite flat)Inventory is allowed to build up emptied on an irregular basis (releases)
This is a CFD from a team who have been following the Lean principles longer.Our technology and process had evolved to support Lean by this point.Much steeper incline (better flow).Smaller inventory (more regular releases).
Just over 1 month around April 2009Shows time from ‘ready’ to ‘live’ decreasing over the period.Around 17/04 we introduced more, faster releasesCycle time reduced to <10 days (remaining longer times are items already in the queue)Previous short cycle times (07/04) were the result of emergency releases.
Chart shows the time for the sales team to convert a leadStep change in 17/09 was the result of a release of some significant functionality.The team is delivering demonstrable value.
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