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Agile/Lean Induction

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Agile/Lean Induction

  1. 1. BeAgile…StayLean Agentleintroductiontoagile/leanprinciples • Giuseppe Lucio Sorrentino
  2. 2. Agenda 2 StayAgile…BeLean G. L. Sorrentino 40m Doessoftwarefail? Thenewproductdevelopmentgame Leanprinciples Empiricalbydefinition SCRUMandKanban
  3. 3. Doessoftwarefail? 3
  4. 4. How often software fails? 1 • 5 to 15 % of the IT project will be abandoned before or shortly after delivery as hopelessly inadequate • Many others will arrive late and over budget or require massive reworking 4
  5. 5. “Failure is not an option… …it comes bundled with the software” Unknown Auhtor 5
  6. 6. 6 Why waterfall fails more? There are many replies… • Waterfall • Agile/Lean
  7. 7. Thenewdevelopmentgame 7
  8. 8. The new product development game2 “Companies are increasingly realizing that the old, sequential approach to developing new products simply won’t get the job done. Instead, companies in Japan and the United States are using a holistic method as in rugby, the ball gets passed within the team as it moves as a unit up the field.” 8
  9. 9. Manifesto for agile software development3 9 That is, while, there is value in the items on the right, we value the items on the left more.
  10. 10. The 12 Principles of Agile Development 10 They can be divided into four categories4: 1. Delivering the project 2. Communicating and working together 3. Project execution 4. Constantly improving
  11. 11. Delivering the project 11 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software 2. Welcome changing requirements, even late in development. Agile process harness change for the customer’s competitive advantage 3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference for a shorter timescale
  12. 12. ActivityTime 12 What’sinyourteam?
  13. 13. Communicating and working together 13 4. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation 5. Business people and developers must work together daily throughout the project 6. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done
  14. 14. ActivityTime 14 What’sinyourteam?
  15. 15. Project execution 15 7. Working software is the primary measure of progress 8. Agile processes promote sustainable development. The sponsors, developers and users should be able to maintain a constant pace indefinitely 9. Continuous attention to technical excellence and good design enhances agility
  16. 16. ActivityTime 16 What’sinyourteam?
  17. 17. Constantly Improving 17 10. Simplicity – the art of maximize the amount of work not done – is essential 11. The best architectures, requirements and designs emerge from from self-organizing team 12. At regular intervals, the team reflects on how to become more effective, than tunes and adjusts its behavior accordingly
  18. 18. ActivityTime 18 What’sinyourteam?
  19. 19. Be agile… 19 Many Agile Framework describe: • Governance • Time-boxed Strategy • Meetings and Tools SCRUM is just one of many Agile Frameworks DSDM, AUP and many others agile frameworks exist
  20. 20. Leanprinciples 20
  21. 21. …Stay Lean! 5 21 Two Principles (JIT and Jidoka) to: • reach organization goals • driven by oranization values • through specific tools and methods Kanban cards and boards were just two lean methods used in Toyota Kanban was choosen as name for aFramework from D.J.Anderson in 2010 Goals Just-In-Time Jidoka Methods and Tools Values
  22. 22. Just-in-time 22 Airport Check In Process Client Arrives Client On Board Three main types of wastes: • Activities not adding value (Muda) • Uneveness (Mura) • Overburden(Muri) Two main objectives: • Eliminate wastes in the process • Defend the process flow
  23. 23. Just-in-time 23 Airport Check In Process Client Arrives Client On Board Security Check THROUGHPUT TIME - TT CYCLE TIME - CT Bottlenecks Law: increase TT and create Queues Effects of Variation Law: More variation increase TT
  24. 24. ActivityTime 24 ProcessSimulation
  25. 25. Jidoka 5 25 Two main objectives: • decide as late as possible • empower the team • see the whole
  26. 26. Empiricalbydefinition 26
  27. 27. One more thing… 6 27
  28. 28. References 28 1. http://spectrum.ieee.org/computing/software/why-software-fails 2. https://hbr.org/1986/01/the-new-new-product-development-game 3. http://agilemanifesto.org 4. Learning Agile, A. Stellman and J. Greene, O'Reilly, Nov. 2014 5. This is Lean, N. Modig and P. Ahlstrom, Rheologica Publishing, Nov. 2012 6. http://intenseminimalism.com/2010/the-dot-loop-the-simplest-process-possible/

Editor's Notes

  • 4 to 5 % of the revenue of a standard company is spent on information technology (highly IT dependent companies can spend more than 10 percent on it)
    $1 trillion on IT hardware, software, and services worldwide (in 2005)
  • Unrealistic or unarticulated project goals
    Inaccurate estimates of needed resources
    Badly defined system requirements
    Poor reporting of the project's status
    Unmanaged risks
    Poor communication among customers, developers, and users
    Use of immature technology
    Inability to handle the project's complexity
    Sloppy development practices
    Poor project management
    Stakeholder politics
    Commercial pressures
  • This holistic approach has six characteristics:
    built-in instability
    self-organizing project teams
    overlapping development phases
    “multilearning”
    subtle control
    organizational transfer of learning

    Multilearning
    Team members engage in a continual process of trial and error to narrow down the number of alternatives that they must consider. They also acquire broad knowledge and diverse skills, which help them create a versatile team capable of solving an array of problems fast.
    Such learning by doing manifests itself along two dimensions: across multiple levels (individual, group, and corporate) and across multiple functions.
  • Value is defined on the receiver side

    MUDA TYPES
    Transport; the movement of product between operations, and locations.
    Inventory; the work in progress (WIP) and stocks of finished goods and raw materials that a company holds.
    Motion; the physical movement of a person or machine whilst conducting an operation.
    Waiting; the act of waiting for a machine to finish, for product to arrive, or any other cause.
    Overproduction; Over producing product beyond what the customer has ordered.
    Over-processing; conducting operations beyond those that customer requires.
    Defects; product rejects and rework within your processes.

    MURA
    Mura creates many of the seven wastes that we observe, Mura drives Muda! By failing to smooth our demand we put unfair demands on our processes and people and cause the creation of inventory and other wastes.
    Es. One month with final rush in a week.

    MURI
    Muri is to cause overburden, by this we mean to give unnecessary stress to our employees and our processes.
  • MUDA TYPES
    Transport; the movement of product between operations, and locations.
    Inventory; the work in progress (WIP) and stocks of finished goods and raw materials that a company holds.
    Motion; the physical movement of a person or machine whilst conducting an operation.
    Waiting; the act of waiting for a machine to finish, for product to arrive, or any other cause.
    Overproduction; Over producing product beyond what the customer has ordered.
    Over-processing; conducting operations beyond those that customer requires.
    Defects; product rejects and rework within your processes.

    MURA
    Mura creates many of the seven wastes that we observe, Mura drives Muda! By failing to smooth our demand we put unfair demands on our processes and people and cause the creation of inventory and other wastes.
    Es. One month with final rush in a week.

    MURI
    Muri is to cause overburden, by this we mean to give unnecessary stress to our employees and our processes.
  • Jidoka highlights the causes of problems because work stops immediately when a problem first occurs.

    In a football match every player can see and hear and is aware of everything is happening all the time.
    Based on this clear picture they can make decisions about how, together, they can score a Goal.
  • Kaizen (Lean)
    Inspect & Adapt (Agile/SCRUM)
    Empirical Process Control
    Scientific Method
  • Kaizen (Lean)
    Inspect & Adapt (Agile/SCRUM)
    Empirical Process Control
    Scientific Method
  • ×