Scrum incorporates many principles of Lean thinking. Both aim to continuously improve processes, eliminate waste, and optimize workflow. Some key Lean concepts reflected in Scrum include minimizing work in progress, emphasizing flow and pull systems, stopping work to fix problems, respecting people, and continuously improving through small changes. The goal of both is to maximize value delivered to customers by optimizing cycle time and productivity through teamwork and eliminating waste.
Joe Little - What's Lean got to do with it - The Lean within ScrumSFA
Scrum incorporates many principles of Lean thinking. Both aim to maximize efficiency and value by minimizing waste. Scrum draws from Lean concepts like continuous improvement through small changes (kaizen), eliminating waste (muda), optimizing flow, and respecting people. The goal is to continuously improve productivity and business value through an empirical, learning-based approach.
Agile Tour Montréal 2010 - The Lean within Scrum par Joe Little Agile Montréal
The document discusses connections between Lean principles and practices from Toyota Production System and aspects of the Scrum framework. It covers key Lean terms like kaizen, kanban, mura, muri, muda and their similarities to concepts in Scrum like continuous improvement through retrospectives, the product backlog and impediment list, and maximizing work in progress. The document emphasizes respecting people, continuous learning, challenging assumptions, and optimizing flow and cycle times as foundational principles of both Lean and Scrum. It provides examples of how practices like visual management, standard work, stop the line culture, and gemba walks translate to elements in Scrum like the product backlog, daily standups and retrospectives.
Scrum hates technical debt because:
1) It leads to poor quality code that is difficult and expensive to maintain over time.
2) It can damage a project's reputation and make Scrum processes appear ineffective.
3) Customers and business stakeholders dislike technical debt as it hinders delivering value and working software.
This document introduces business value engineering (BVE) as an approach to continuously improving how businesses deliver value to customers. It discusses how BVE comprises values, principles and practices to incrementally deliver more value from a team. The document calls for starting basic BVE practices, which can yield good results, and outlines some problems currently preventing accurate measurement of success in delivering customer value. It proposes making processes, assumptions and failures more visible to facilitate continuous learning and improvement through action.
1. Business value engineering (BVE) aims to continuously deliver more business value to customers through incremental improvements. It takes a learning approach focused on understanding customer needs.
2. Agile specifications provide just enough documentation for developers to implement user stories, typically being developed for one or a few user stories at a time. The content is determined by the team and improves over time based on feedback.
3. BVE and agile specifications work together when product owners work with stakeholders to develop specifications in sprints before stories, ensuring developers understand needs while avoiding unnecessary documentation. Continuous feedback improves the process.
Learnings from founding a Computer Vision startup: Chapter 8 Software Enginee...Till Quack
The document discusses 5 key challenges in developing a computer vision startup: quality, time to market, changing requirements, user experience, and efficient teamwork. It recommends using an iterative development process like Scrum to balance these challenges by having short iterations, prioritizing requirements, estimating work, and protecting development teams from interruptions during sprints. Scrum uses backlogs, sprints, planning poker for estimating, and burndown charts to help manage the project in a flexible way that can adapt to changing needs.
The Secret Sauce for Innovation (shortform) Laszlo Szalvay
The document summarizes Laszlo Szalvay's presentation on innovation and agility at Agile Brazil 2012. It discusses how organizations can become more innovative through adopting an agile mindset. The presentation covers 5 steps for organizations: 1) become a learning organization, 2) focus on employee retention, 3) implement community architecture, 4) have a clear executive vision, and 5) use user stories to articulate requirements. The goal is to help organizations innovate through increased agility.
Joe Little - What's Lean got to do with it - The Lean within ScrumSFA
Scrum incorporates many principles of Lean thinking. Both aim to maximize efficiency and value by minimizing waste. Scrum draws from Lean concepts like continuous improvement through small changes (kaizen), eliminating waste (muda), optimizing flow, and respecting people. The goal is to continuously improve productivity and business value through an empirical, learning-based approach.
Agile Tour Montréal 2010 - The Lean within Scrum par Joe Little Agile Montréal
The document discusses connections between Lean principles and practices from Toyota Production System and aspects of the Scrum framework. It covers key Lean terms like kaizen, kanban, mura, muri, muda and their similarities to concepts in Scrum like continuous improvement through retrospectives, the product backlog and impediment list, and maximizing work in progress. The document emphasizes respecting people, continuous learning, challenging assumptions, and optimizing flow and cycle times as foundational principles of both Lean and Scrum. It provides examples of how practices like visual management, standard work, stop the line culture, and gemba walks translate to elements in Scrum like the product backlog, daily standups and retrospectives.
Scrum hates technical debt because:
1) It leads to poor quality code that is difficult and expensive to maintain over time.
2) It can damage a project's reputation and make Scrum processes appear ineffective.
3) Customers and business stakeholders dislike technical debt as it hinders delivering value and working software.
This document introduces business value engineering (BVE) as an approach to continuously improving how businesses deliver value to customers. It discusses how BVE comprises values, principles and practices to incrementally deliver more value from a team. The document calls for starting basic BVE practices, which can yield good results, and outlines some problems currently preventing accurate measurement of success in delivering customer value. It proposes making processes, assumptions and failures more visible to facilitate continuous learning and improvement through action.
1. Business value engineering (BVE) aims to continuously deliver more business value to customers through incremental improvements. It takes a learning approach focused on understanding customer needs.
2. Agile specifications provide just enough documentation for developers to implement user stories, typically being developed for one or a few user stories at a time. The content is determined by the team and improves over time based on feedback.
3. BVE and agile specifications work together when product owners work with stakeholders to develop specifications in sprints before stories, ensuring developers understand needs while avoiding unnecessary documentation. Continuous feedback improves the process.
Learnings from founding a Computer Vision startup: Chapter 8 Software Enginee...Till Quack
The document discusses 5 key challenges in developing a computer vision startup: quality, time to market, changing requirements, user experience, and efficient teamwork. It recommends using an iterative development process like Scrum to balance these challenges by having short iterations, prioritizing requirements, estimating work, and protecting development teams from interruptions during sprints. Scrum uses backlogs, sprints, planning poker for estimating, and burndown charts to help manage the project in a flexible way that can adapt to changing needs.
The Secret Sauce for Innovation (shortform) Laszlo Szalvay
The document summarizes Laszlo Szalvay's presentation on innovation and agility at Agile Brazil 2012. It discusses how organizations can become more innovative through adopting an agile mindset. The presentation covers 5 steps for organizations: 1) become a learning organization, 2) focus on employee retention, 3) implement community architecture, 4) have a clear executive vision, and 5) use user stories to articulate requirements. The goal is to help organizations innovate through increased agility.
This is a talk on experiences using agile techniques to manage projects in a number of businesses.
For more details see http://www.coclarity.com/blog/2009/11/speaking-at-leroei-event-on-agile-management/
This document outlines a leadership development course. It discusses how lack of clear goals and poor communication are leading causes of failure. The role of a leader is to help people avoid these issues by setting ambitious goals and ensuring effective communication, even if the goals initially seem impossible. To develop as a leader, one must commit to action and be willing to act outside their comfort zone. Exercises are provided for participants to identify goals that could transform their work or life if achieved and to commit to specific leadership actions.
Learnings from founding a Computer Vision startup: Chapter 10: Competition & ...Till Quack
The document discusses competition and positioning for computer vision startups. It provides advice on conducting basic competition checks, differentiating your product or service from competitors, and focusing on your own ideas rather than copying others. While large companies like Google may enter the same space, they likely have different goals, business models, and could even become partners rather than direct competitors. Examples are given of companies driving feature parity through new product releases. Overall the document emphasizes starting early when costs are lower, engaging customers, and explaining complex computer vision technologies in an accessible way.
The Secret Sauce for Innovation (longform) Laszlo Szalvay
Laszlo Szalvay is a business leader, entrepreneur and industry expert of implementing Scrum and Agile-based practices for global IT organizations. Though his experience, he has identified five practical steps that every organization should adopt and make part of their DNA. At Agile Brazil 2012 Szalvay will outline the process of combining Agile concepts with a new approach to innovation that organizations can use to create surprising breakthroughs in new product creation and development. Using a wide range of real-world examples, interactive exercises and an engaging discussion style, Szalvay will provide every participant with useful insights that can be immediately applied to re-invigorate and nourish product innovation.
This presentation debunks many of the mythologies surrounding the philosohpies and methodologies of Lean. Starting with the fundamental premise that value is defined by the customer, the presentation reviews the principles of Lean in the context of the 21st century economy, and what this means to you and your organization. Connect your organization’s day-to-day activities with Lean concepts and “learn to see” in ways that fundantally transform how you lead, manage, and work.
Experience Driven Agile - Developing Up to an Experience, Not Down to a Featurekalebwalton
Releasing good features that don't quite add up to the right user experience? Struggle working with stakeholders to prioritize and roadmap? Know that incorporating user experience into your process is the right thing to do, but just don't know where to start?
After this webinar you will know how to drive agile development with user experience, helping you to smooth out many speed bumps along the way that are not addressed by traditional agile practices. We'll give you a glimpse of Experience Driven Agile at scale and provide you with two new agile survival tools that you soon won't be able to live without!
Presentation delivered by Craig Smith at Fusion in Sydney, Australia in September 2012.
When XP and Scrum were devised over 10 years ago, they were created to improve the delivery of software development projects. As many enterprises have matured in the Agile adoption, many of the business users on IT projects are now attempting to use Agile approaches on their own non-IT projects.
In this session we will cover using Agile in a non-IT environment and demonstrate how the original XP practices map extremely well over to business processes. And how those in SD can help your business counterparts.
Preston Smalley presented in Cincinnati, OH to Directors at P&G within their Global Business Services division on April 29, 2010. It focused on the key aspects of user centered design and the barriers which prevent it.
*** Slidecast Included ***
Post: http://www.prestonsmalley.com/2010/05/why-design-matters-p-and-g/
The document provides an overview of lean principles and practices. It begins with a brief history of lean thinking from Taylor's scientific management principles to Deming's emphasis on continuous process improvement. It then outlines the Toyota Production System and its focus on eliminating waste to achieve smooth and efficient flow. The rest of the document details core lean goals and values like respect for people, continuous improvement through kaizen, and identifying and eliminating muri, mura, and muda - sources of overload, unevenness, and waste in processes.
The document describes a case study involving a time-and-materials contract between Dave, a division engineering manager, and XRI, a vendor, to develop a new system with the goal of keeping costs down. Over 18 months, the author and Harold, a senior engineer, work with the XRI development team on a monthly basis. In the end, the system is delivered on time and saves the plant half its costs in the first month, making Harold a hero. The contract approach of frequent delivery, assessment and adjustment of requirements allows the project to be successful despite initial uncertainties.
Learnings from founding a Computer Vision startup: Chapter 7 Business ModelsTill Quack
The document discusses business models for computer vision startups. It notes that innovation can occur in business models as well as technology. Many existing business models are described, including B2C vs B2B, new vs existing markets, scalable models, and "free" models. Challenges for computer vision startups include establishing B2C models and competing with established B2B players. The author's startup experimented with different models before finding success in B2B licensing. Resources on various business models and strategies are also provided.
Learnings from founding a Computer Vision Startup: Chapter 1 & 2: Why a startup?Till Quack
1. The document discusses the learnings from founding a computer vision startup. It emphasizes that the original business idea is less important than executing on that idea. It recommends doing basic homework on competition and timing, and finding a core founding team with complementary skills to build a prototype.
2. "Copying" other ideas is acceptable, but copying existing products may be risky depending on local restrictions, user dynamics, and whether there are key advantages like a huge technological lead. The document shares how the author's startups in computer vision were founded, including building on early object recognition work and having working systems for face reconstruction and search.
Practical intro to kanban- Joakim SundenAGILEMinds
This document provides an introduction to Kanban, a lean methodology for software development. It discusses Kanban principles like limiting work-in-progress and visualizing the workflow. The document recommends starting with an existing workflow like a Scrum board and adding more detail. It then demonstrates setting work-in-progress limits and showing how items flow through each step of the visualized process from backlog to completion. The key aspects of Kanban covered are visualizing the workflow, limiting work-in-progress, and focusing on continuous flow to reduce lead times.
This presentation was given by Guido Schoonheim and Jeff Sutherland at Agile 2009 Conference in Chicago: Aug 24 - 28. This presentation was given on 24th Aug on the subject "Lineair Scalability of Production between San Francisco and India". This presentation also includes case study on TEE BEE DEE .
One of the powerful aspects of Kanban is the statistical analysis of its metrics. This presentation talks about common Kanban metrics and how to interpret them.
Kanban is an Lean practice that focuses on completing work. Used alone Kanban provides an evolutionary approach to agile development and better fits many SW development teams (like maintenance or sysadmin) that don't have an iterative cadence. Used in combination with agile processes like Scrum or Extreme Programming, Kanban practices like WIP limits and Service Level swim lanes solve issues real teams and companies encounter every day. Project managers should pay special attention to Kanban Lead Time metric.
Improving throughput with the Theory of Constraints and Queuing TheoryAndrew Rusling
Practical advice on how to improve the throughput of your agile team, by using the Theory of Constraints and Queuing Theory. Shows how to apply TOC to your task board. Explains how Queuing Theory is built into Scrum and Kanban, powering you to make the most of them.
The document discusses the Theory of Constraints (TOC) management approach and its applications in a plant. TOC identifies the weakest link constraining an organization from achieving its goals. The plant aims to decrease inventory, costs and increase cash flow using the 5 steps of TOC: 1) identify constraints, 2) decide how to use bottlenecks, 3) use resources according to steps 1-2, 4) increase bottleneck efficiency, and 5) if new constraints emerge, return to step 1. TOC provides a new way to determine and address hindering factors compared to traditional methods.
This is a talk on experiences using agile techniques to manage projects in a number of businesses.
For more details see http://www.coclarity.com/blog/2009/11/speaking-at-leroei-event-on-agile-management/
This document outlines a leadership development course. It discusses how lack of clear goals and poor communication are leading causes of failure. The role of a leader is to help people avoid these issues by setting ambitious goals and ensuring effective communication, even if the goals initially seem impossible. To develop as a leader, one must commit to action and be willing to act outside their comfort zone. Exercises are provided for participants to identify goals that could transform their work or life if achieved and to commit to specific leadership actions.
Learnings from founding a Computer Vision startup: Chapter 10: Competition & ...Till Quack
The document discusses competition and positioning for computer vision startups. It provides advice on conducting basic competition checks, differentiating your product or service from competitors, and focusing on your own ideas rather than copying others. While large companies like Google may enter the same space, they likely have different goals, business models, and could even become partners rather than direct competitors. Examples are given of companies driving feature parity through new product releases. Overall the document emphasizes starting early when costs are lower, engaging customers, and explaining complex computer vision technologies in an accessible way.
The Secret Sauce for Innovation (longform) Laszlo Szalvay
Laszlo Szalvay is a business leader, entrepreneur and industry expert of implementing Scrum and Agile-based practices for global IT organizations. Though his experience, he has identified five practical steps that every organization should adopt and make part of their DNA. At Agile Brazil 2012 Szalvay will outline the process of combining Agile concepts with a new approach to innovation that organizations can use to create surprising breakthroughs in new product creation and development. Using a wide range of real-world examples, interactive exercises and an engaging discussion style, Szalvay will provide every participant with useful insights that can be immediately applied to re-invigorate and nourish product innovation.
This presentation debunks many of the mythologies surrounding the philosohpies and methodologies of Lean. Starting with the fundamental premise that value is defined by the customer, the presentation reviews the principles of Lean in the context of the 21st century economy, and what this means to you and your organization. Connect your organization’s day-to-day activities with Lean concepts and “learn to see” in ways that fundantally transform how you lead, manage, and work.
Experience Driven Agile - Developing Up to an Experience, Not Down to a Featurekalebwalton
Releasing good features that don't quite add up to the right user experience? Struggle working with stakeholders to prioritize and roadmap? Know that incorporating user experience into your process is the right thing to do, but just don't know where to start?
After this webinar you will know how to drive agile development with user experience, helping you to smooth out many speed bumps along the way that are not addressed by traditional agile practices. We'll give you a glimpse of Experience Driven Agile at scale and provide you with two new agile survival tools that you soon won't be able to live without!
Presentation delivered by Craig Smith at Fusion in Sydney, Australia in September 2012.
When XP and Scrum were devised over 10 years ago, they were created to improve the delivery of software development projects. As many enterprises have matured in the Agile adoption, many of the business users on IT projects are now attempting to use Agile approaches on their own non-IT projects.
In this session we will cover using Agile in a non-IT environment and demonstrate how the original XP practices map extremely well over to business processes. And how those in SD can help your business counterparts.
Preston Smalley presented in Cincinnati, OH to Directors at P&G within their Global Business Services division on April 29, 2010. It focused on the key aspects of user centered design and the barriers which prevent it.
*** Slidecast Included ***
Post: http://www.prestonsmalley.com/2010/05/why-design-matters-p-and-g/
The document provides an overview of lean principles and practices. It begins with a brief history of lean thinking from Taylor's scientific management principles to Deming's emphasis on continuous process improvement. It then outlines the Toyota Production System and its focus on eliminating waste to achieve smooth and efficient flow. The rest of the document details core lean goals and values like respect for people, continuous improvement through kaizen, and identifying and eliminating muri, mura, and muda - sources of overload, unevenness, and waste in processes.
The document describes a case study involving a time-and-materials contract between Dave, a division engineering manager, and XRI, a vendor, to develop a new system with the goal of keeping costs down. Over 18 months, the author and Harold, a senior engineer, work with the XRI development team on a monthly basis. In the end, the system is delivered on time and saves the plant half its costs in the first month, making Harold a hero. The contract approach of frequent delivery, assessment and adjustment of requirements allows the project to be successful despite initial uncertainties.
Learnings from founding a Computer Vision startup: Chapter 7 Business ModelsTill Quack
The document discusses business models for computer vision startups. It notes that innovation can occur in business models as well as technology. Many existing business models are described, including B2C vs B2B, new vs existing markets, scalable models, and "free" models. Challenges for computer vision startups include establishing B2C models and competing with established B2B players. The author's startup experimented with different models before finding success in B2B licensing. Resources on various business models and strategies are also provided.
Learnings from founding a Computer Vision Startup: Chapter 1 & 2: Why a startup?Till Quack
1. The document discusses the learnings from founding a computer vision startup. It emphasizes that the original business idea is less important than executing on that idea. It recommends doing basic homework on competition and timing, and finding a core founding team with complementary skills to build a prototype.
2. "Copying" other ideas is acceptable, but copying existing products may be risky depending on local restrictions, user dynamics, and whether there are key advantages like a huge technological lead. The document shares how the author's startups in computer vision were founded, including building on early object recognition work and having working systems for face reconstruction and search.
Practical intro to kanban- Joakim SundenAGILEMinds
This document provides an introduction to Kanban, a lean methodology for software development. It discusses Kanban principles like limiting work-in-progress and visualizing the workflow. The document recommends starting with an existing workflow like a Scrum board and adding more detail. It then demonstrates setting work-in-progress limits and showing how items flow through each step of the visualized process from backlog to completion. The key aspects of Kanban covered are visualizing the workflow, limiting work-in-progress, and focusing on continuous flow to reduce lead times.
This presentation was given by Guido Schoonheim and Jeff Sutherland at Agile 2009 Conference in Chicago: Aug 24 - 28. This presentation was given on 24th Aug on the subject "Lineair Scalability of Production between San Francisco and India". This presentation also includes case study on TEE BEE DEE .
One of the powerful aspects of Kanban is the statistical analysis of its metrics. This presentation talks about common Kanban metrics and how to interpret them.
Kanban is an Lean practice that focuses on completing work. Used alone Kanban provides an evolutionary approach to agile development and better fits many SW development teams (like maintenance or sysadmin) that don't have an iterative cadence. Used in combination with agile processes like Scrum or Extreme Programming, Kanban practices like WIP limits and Service Level swim lanes solve issues real teams and companies encounter every day. Project managers should pay special attention to Kanban Lead Time metric.
Improving throughput with the Theory of Constraints and Queuing TheoryAndrew Rusling
Practical advice on how to improve the throughput of your agile team, by using the Theory of Constraints and Queuing Theory. Shows how to apply TOC to your task board. Explains how Queuing Theory is built into Scrum and Kanban, powering you to make the most of them.
The document discusses the Theory of Constraints (TOC) management approach and its applications in a plant. TOC identifies the weakest link constraining an organization from achieving its goals. The plant aims to decrease inventory, costs and increase cash flow using the 5 steps of TOC: 1) identify constraints, 2) decide how to use bottlenecks, 3) use resources according to steps 1-2, 4) increase bottleneck efficiency, and 5) if new constraints emerge, return to step 1. TOC provides a new way to determine and address hindering factors compared to traditional methods.
Being lean & kaizen-Ideas to help lead a lean lifestyle every single day By ...Lean India Summit
The document discusses how to lead a lean lifestyle every day. It suggests maximizing customer value while minimizing waste across business functions like software development, HR, and facilities. Some techniques mentioned include thinking lean, emphasizing the journey over the destination, identifying champions, using information radiators, and celebrating successes. The document also discusses lean practices for software development, lean analysis practices like value stream mapping and root cause analysis, and having an interactive session on real-world challenges of lean transformations.
I recently delivered a talk to product owners at Cisco. While I would normally cover this stuff over a period of two days, this was a 90 minute talk about some of the aspects of product ownership. None of this is my own creation - for I have learnt all this from the practitioner community, I am more than happy to share it with the community.
Note: If any attribution is missing, I will be happy to correct my mistake :)
Kanban and TOC for Execution Excellence Lean India Summit 2014Lean India Summit
This document describes how a software support team implemented Kanban and Theory of Constraints (TOC) principles to improve productivity and reduce cycle times. Key challenges included high work-in-progress, lack of flow, and bottlenecks. Visualizing workflows, limiting work-in-progress, cross-training, and addressing bottlenecks through TOC helped reduce ticket resolution effort by 62% and cycle times by 16-35% while improving throughput by 83%. Benefits included reduced costs, improved employee engagement, and enhanced customer experience.
The document introduces the Theory of Constraints (TOC). It explains that TOC focuses on increasing throughput, minimizing inventory, and decreasing operating expenses. The goal is to improve financial performance through higher profit and return on investment. TOC recognizes that lowering inventory can help achieve better products, lower prices, and increased responsiveness to customers. TOC implementation involves five steps: 1) identify constraints, 2) exploit the main constraint, 3) subordinate all other activities to the main constraint, 4) elevate the main constraint, and 5) repeat the process. A case study shows how TOC was used to improve productivity at Lucent by identifying the manufacturing constraint, reducing work-in-process inventory, and increasing throughput from 10
Kanban Metrics in practice at Sky Network ServicesMattia Battiston
Why should I bother collecting metrics? How can they help me? My CFD is pretty and colourful, but what is it actually trying to tell me?
CFD, control chart, lead time distribution, percentiles...Metrics can be daunting to start with but if you know how to interpret them they can really take your Kanban system to the next level - drive continuous improvement and forecast the future! It’s much easier than you think, no need for complex maths or expensive software.
At Sky Network Services a few teams are using Kanban and metrics. In this talk I’ll share our experience: what metrics we use, how we use each one of them, what little data we collect to get a whole lot of value, what pitfalls we encountered.
Downloads
Powerpoint: https://goo.gl/19wOjU
PDF: https://goo.gl/AM69MF
The document discusses the role and responsibilities of a Product Owner in Scrum. It emphasizes that the Product Owner is responsible for creating a product vision and backlog, prioritizing the backlog, regularly interacting with the team, reviewing product increments, and helping estimate work. The Product Owner plays a key role in ensuring the team delivers business value through each sprint.
Lean and Agile methods like Scrum, XP, and Kanban are often used together. Scrum uses sprints, daily stand-ups, and backlogs. XP focuses on test-driven development and continuous integration. Kanban uses visual boards to manage workflow and limits work-in-progress. Both Scrum and Kanban aim to optimize flow and productivity but Scrum uses strict sprints while Kanban uses continuous flow.
The Theory of Constraints (TOC) is a management philosophy that views an organization as being limited in achieving more of its goals by a very small number of constraints. The core of TOC is that an organization must first identify its constraints, then exploit, subordinate everything else to, elevate, and repeat this process for the next constraint. This involves using buffers, focusing on throughput, operating expenses, and inventory, and making sure constrained resources are never idle and prioritized over non-constrained resources. A real example demonstrated how a medical products plant actively managed constraints by adding capacity or shifting focus to the next constraint.
Scrum incorporates many principles of Lean, including minimizing waste and inventory, continuous improvement through small changes, and optimizing flow and cycle time. Both Scrum and Lean emphasize respecting people, eliminating impediments, improving processes incrementally through kaizen, and valuing learning and adaptation over fixed plans. Overall, Scrum provides a framework aligned with Lean thinking to continuously deliver value to customers through iterative development and a focus on eliminating waste.
The document discusses connections between Lean principles and practices from Toyota Production System and aspects of the Scrum framework. It covers key Lean terms like kaizen, kanban, mura, muri, muda and their similarities to concepts in Scrum like continuous improvement through retrospectives, the product backlog and impediment list, and maximizing work in progress. The document emphasizes respecting people, continuous learning, challenging assumptions, and optimizing flow and cycle times as foundational attitudes in both Lean and Scrum.
The document provides definitions and context around business value engineering. It discusses business value engineering as a learning and incremental improvement approach focused on delivering more value to customers. The document then summarizes different approaches to business value engineering, comparing the more traditional Procter & Gamble approach of extensive customer research and marketing to the experimental approach used by Google of quickly prototyping and testing ideas.
Technical debt refers to work that must be reworked in the future due to poor quality or lack of testing. It slows teams down over time. Scrum assumes engineering practices are not perfect and technical debt will occur. Teams must define "Done" to prevent increasing technical debt and focus on quality. Key practices like test-driven development, refactoring, and continuous integration help reduce technical debt. Teams and managers must understand technical debt to set proper incentives and pace.
Overview of Agile for Business AnalystsSally Elatta
This seminar was presented to the IIBA Omaha group. My goal was to provide a quick overview of Agile and then dive into the role and skills needed for a BA on an Agile team. Let me know if you would like me to present this or a similar topic at your organization. sally@agiletransformation.com
This document discusses concepts related to lean software development. It begins by explaining the origins of lean thinking at Toyota and how it was adapted to software development. It then outlines seven principles of lean software development: eliminate waste, build quality in, create knowledge, defer commitment, deliver fast, respect people, and optimize the whole. For each principle, it provides examples and explanations of how to apply that principle. It also includes discussions of related topics like value stream mapping, Little's Law, and continuous improvement.
Amit Monovitch RSA Case Study - Agile SCRUM - The good, the bad and the uglyAgileSparks
This document discusses Agile SCRUM and its implementation within an enterprise. It covers the core Agile roles and responsibilities, challenges that can arise with process implementation across an organization, and considerations for enterprise deployment, such as release planning, distributed teams, stakeholders, and scalability issues.
1) The document provides an overview of CollabNet's agile transformation strategy and services. It discusses CollabNet's background and industry recognition. It also outlines common challenges faced by clients before adopting agile and typical results achieved after engaging CollabNet for agile transformations.
2) The document covers CollabNet's approach to agile adoption, which includes identifying pilot projects, establishing communities of practice, formalizing processes, and scaling agile enterprise-wide. It also discusses key phases in the pathway to becoming an agile enterprise.
3) Case studies are presented on agile transformations achieved with clients such as Deutsche Post, DHL, Amdocs, Nokia, and Intel that resulted in
The document discusses integrating UX design teams into Scrum processes. It notes that traditionally, development teams are separate from designers, which can lead to issues like diverging visions and late feedback. However, Scrum does not explicitly address this problem. The document suggests co-locating UX designers with Scrum teams and empowering teams to own the user experience as ways to better integrate UX work into Scrum.
12 things you could do right now to take 60 days off your job searchKen Lazar, CTS
The document outlines 12 things that could be done in 60 days to take time off from one's job or to find a new job. It recommends working hard each day, developing both short and long term strategies, perfecting one's resume, interview skills, and exit speech. It also suggests spending 75% of time networking in person and including staffing companies in one's job search. The overall message is that focusing efforts, preparing thoroughly, and leveraging connections can help one take time off or transition to a new role within 60 days.
Closing the feedback loop with a little help from your friendsJackson Fox
Integrating customer feedback into an agile process is a challenge. Iterations are short, and finding time for research, design & development means making sacrifices. In this session we’ll talk about finding organizational allies who can become collaborators in customer feedback tasks, getting effective & timely results, & potential pitfalls. Enlisting your organization in these efforts builds a customer-centric culture and provides the team with critical input. Examples will be drawn from our experience at Viget Labs re-designing the international web presence of a global hotel chain.
Talk delivered by Craig Smith at YOW! 2015 in Melbourne, Brisbane and Sydney on 4-10 December 2015.
With 73% of the world using Scrum as their predominant Agile method, this session will open up your eyes to the many other Agile and edgy Agile methods and movements in the world today For many, Agile is a toolbox of potential methods, practices and techniques, and like any good toolbox it is often more about using the right tool for the problem that will result in meaningful results.Take a rapid journey into the world of methods like Mikado, Nonban, Vanguard and movements like Holocracy,Drive and Stoos where we will uncover 40 methods and movements in 40 minutes to help strengthen your toolbox.
This document discusses challenges that can arise when implementing agile practices like Scrum in large organizations after one year. It provides suggestions for improving the situation, including focusing on real teams with dedicated missions, establishing the basics of Scrum, improving change management, keeping processes simple, and using metrics to demonstrate the benefits of agile.
Innovation can be learned – with the most effective creativity methodology out there: SIT.
'Ideen finden' kann man lernen - Systematic Inventive Thinking
For more information and case studies, please visit: www.bold.group
Scrum is about Teams producing Results in an agile way. Scrum Teams achieve results anyway they can by using a simple set of rules to guide effort. We will describe scrum as a simple applied model so that a central understanding of scrum can be built. This talk will conclude with a Quick Summary of Scrum.
Scrum is about Teams producing Results in an agile way. Scrum Teams achieve results anyway they can by using a simple set of rules to guide effort. We will describe scrum as a simple applied model so that a central understanding of scrum can be built. This talk will conclude with a Quick Summary of Scrum.
Talk delivered by Craig Smith at YOW! West 2015 in Perth on 26 May 2015.
With 73% of the world using Scrum as their predominant Agile method, this session will open up your eyes to the many other Agile and edgy Agile methods and movements in the world today For many, Agile is a toolbox of potential methods, practices and techniques, and like any good toolbox it is often more about using the right tool for the problem that will result in meaningful results.Take a rapid journey into the world of methods like Mikado, Nonban, Vanguard and movements like Holocracy,Drive and Stoos where we will uncover 40 methods and movements in 40 minutes to help strengthen your toolbox.
The document provides an overview of traditional waterfall project management models and their weaknesses. It then introduces agile methodologies and the agile manifesto. A large portion of the document focuses on describing the Scrum agile framework, including roles, artifacts, meetings, and how Scrum works. It discusses advantages like improved visibility and ability to cope with changes, as well as potential disadvantages like requiring experienced teams and user involvement.
The document summarizes key ideas from a presentation on agility in business given by Tathagat Varma at the Agile in Business Conference. It discusses how companies like Flickr, IMVU, WordPress, Google and Facebook deploy new versions of their products and code very frequently, in some cases multiple times a day. This allows them to change quickly based on feedback. It also discusses lean principles for eliminating waste and how companies like Toyota apply rapid iteration. The presentation argues businesses need an agile mindset to learn and change quickly to succeed.
The document outlines strategies for different customer segments. For middle class customers, the strategy is to engage personnel proactively, create an accessible internal environment inspired by nature, and offer low cost, medium diversity products. For upper middle class customers, the strategy is to sometimes engage personnel proactively and focus on creating an exclusive, technologically-inspired internal environment with lighting focused on products while signaling exclusivity externally through medium to high cost, high tech products focused on a specific type.
The document provides an overview of how to build a successful web app business from start to finish, covering topics such as building a minimum viable product, forming a founding team, marketing strategies, product management, metrics, funding, and building a strong company culture. It emphasizes the importance of launching with a focused product, choosing the right co-founders, understanding customer needs through support and testing, making data-driven decisions, raising funding at the right times, and aligning all aspects of the business around shared company values.
Serial entrepreneurs create multiple successful businesses that employ others. This document analyzes the traits of serial entrepreneurs in three areas: attitudes, behaviors, and professional skills. It finds that serial entrepreneurs highly value profit/usefulness (utilitarian attitude) and knowledge (theoretical attitude). Their behaviors include being very competitive, trusting, and rule-breaking. They exhibit above-average mastery in skills like leadership, goal-orientation, and persuasion. The document concludes that serial entrepreneurs have the right attributes and focus from a young age to succeed in building multiple businesses.
This document lists several of the author's passions which are repeated in groups of four lines each. The passions mentioned are: doing and finding inspiration from extreme experiences, design thinking, and unconventional approaches. The final passion listed is music.
This document discusses learning and improving one's ability to learn. It encourages discovering topics you love, identifying interesting opportunities, and focusing on frequent iterations. It advocates learning about your interests, discovering meaningful problems, and solving problems that matter. The overall message is about cultivating a lifelong passion for learning.
Rodeo - On wild horses and crazy cowboysOctav Druta
The document discusses the differences between exploration and exploitation for startups. It notes that companies focus on refining products for known customers through exploitation, while startups must find customers for specified products through exploration. It then outlines a process for startups that involves concept development, customer discovery to define and test problem hypotheses, customer validation to develop scalable sales, and pivoting if validation fails. Examples of pivot types are also provided.
The document discusses the difference between exploration and exploitation in startup companies. It notes that established companies focus on serving known customers, while startups must find customers for their product. It then outlines a process for startups to minimize failure by focusing on customer discovery, agile product development, customer validation, and being willing to pivot the business idea if validation fails. The key steps are talking to potential customers to define problems, building minimal products to solve those problems, testing with customers, and changing the idea if the testing does not go well.
The document discusses the differences between exploration and exploitation for startups. It notes that companies focus on refining products for known customers through exploitation, while startups must find customers for specified products through exploration. It then outlines a process for startups that involves concept development, customer discovery to define and test problem hypotheses, customer validation to develop scalable sales, and pivoting if validation fails.
The document discusses the differences between exploration and exploitation for startups. It notes that companies focus on refining products for known customers through exploitation, while startups must find customers for specified products through exploration. It then outlines a process for startups that involves concept development, customer discovery to define and test problem hypotheses, customer validation to develop scalable sales, and pivoting if validation fails. Examples of pivot types are also provided.
The document discusses the differences between exploration and exploitation for startups. It notes that companies focus on refining products for known customers through exploitation, while startups must find customers for specified products through exploration. It then outlines a process for startups that involves concept development, customer discovery to define and test problem hypotheses, customer validation to develop scalable sales, and pivoting if validation fails. Examples of pivot types are also provided.
The document discusses the differences between exploration and exploitation for startups. It notes that companies focus on refining products for known customers through exploitation, while startups must find customers for specified products through exploration. It then outlines a process for startups that involves concept development, customer discovery to define and test problem hypotheses, customer validation to develop scalable sales, and pivoting if validation fails. Examples of pivot types are also provided.
The document discusses the differences between exploration and exploitation for startups. It notes that companies focus on refining products for known customers through exploitation, while startups must find customers for specified products through exploration. It then outlines a process for startups that involves concept development, customer discovery to define and test problem hypotheses, customer validation to develop scalable sales, and pivoting if validation fails. Examples of pivot types are also provided.
The document discusses the differences between exploration and exploitation for startups. It notes that companies focus on refining products for known customers through exploitation, while startups must find customers for specified products through exploration. It then outlines a process for startups that involves concept development, customer discovery to define and test problem hypotheses, customer validation to develop scalable sales, and pivoting if validation fails.
This document lists 10 things the author has learned over time related to software development processes. It encourages participation in processes as tools rather than rules, remembering the overall goals, prioritizing testing especially integration testing over just unit tests, establishing automated tests for long-term maintenance, allowing for projects to grow in scope, giving oneself time to learn through an iterative process, sharing experiences with others, and ensuring one's personal values are reflected in their work.
Improving Your Entrepreneurial Odds: the Customer Development ProcessOctav Druta
The document outlines the customer development process for startups. It defines four steps: customer discovery, customer validation, customer creation, and company building. The early steps involve testing product hypotheses and developing a repeatable sales process. Later steps focus on growing customers, positioning the company, and rebuilding the organization as the company scales. The customer development process emphasizes learning about customers rather than executing a predetermined business model.