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Valetch Agile Edge event presentation October 1st 09 London
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Lean Software Development Alan Shalloway
1.
Creating a Model
to Understand Product (and Software) info@netobjectives.com www.netobjectives.com Development Going Beyond Toyota Alan Shalloway 1 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
2.
Net Objectives: Who
We Are Mission Assisting companies to maximize the return of their investment in software development. The goal is for companies to increase their ability to respond to changing business needs while improving the efficiencies of their development teams. Services Assessments and consulting to help create the proper structure for the organization. Training and coaching in Lean, Agile, Scrum, Patterns, Test-Driven Development to manifest the plan. Expertise Enterprise Technology Delivery Lean Software Development Agile Methods (Scrum, XP, Kanban) Product Management Agile Analysis Design Patterns Test-Driven Development / Quality Assurance 2 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
3.
Resources
Resources: www.netobjectives.com/resources – Webinars/Training Videos (PowerPoint with audio) – Articles and whitepapers – Pre/post course support Supporting materials – Quizzes – Recommended reading paths Blogs and podcasts: blogs.netobjectives.com Annotated Bibliography After-Course Support (students only) Additional Training Two User Groups – http://tech.groups.yahoo.com/group/leanagile – http://tech.groups.yahoo.com/group/leanprogramming Join our e-mail list to receive regular updates and information about our resources and training of interest to you 3 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
4.
Alan Shalloway
CEO and Founder, Net Objectives Deliver courses and coaching in: – Lean Software Development – Kanban Software Development – Lean-Agile / Scrum – Lean Enterprise Release Planning alshall@netobjectives.com – Design Patterns and Advanced Software Design MS in Computer Science from M.I.T. Author of: 4 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
5.
Agenda
What is Lean? Product Development Is Not Manufacturing Re-defining Lean Lean-Thinking in Software Development 5 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
6.
What Is Lean? 6
30 September 2009
7.
Lean-Thinking
Originates from The Machine That Changed the World: The Story of Lean Production, Womack and Jones, 1991 Commonly thought of as “How Toyota Does It” Toyota – Started with Deming – Added “Just In Time” and Autonomation – Created a culture of continuous improvement by Management that leads, not directs Very effective methods for learning, sharing and communicating 7 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
8.
Poppendieck’s Translation of
Lean Manufacturing 1. Eliminate Waste 2. Build Quality In 3. Learn Before Commitment 4. Deliver Fast 5. Respect People 6. Improve Relentlessly 7. Appreciate the System * Note: These change slightly from book to book (an example of continuous improvement). 8 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
9.
Toyota as the
Source of Lean Continuous Lean Quality Learning / Practices Management Visual Controls Improvement A3s, Kaizens Toyota JIT Autonomation Deming 9 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
10.
Product
Development Is Not Manufacturing Insights May Be Different 10 30 September 2009
11.
Software Development as
Product Development Software is more of a discovery process Parallels the work of designing a product prior to manufacturing – A useful definition of Product Development is that it is the collective activities, or system, that a company uses to convert its technology and ideas into a stream of products that meet the needs of customers and the strategic goals of the company Product Development for the Lean Enterprise, by Michael Kennedy. Oaklea Press. 2003 11 _1dd Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
12.
What Is Software
Development Like? It is not like building construction – Where you know what you need to do – Little discovery is taking place Instead… It is like product development – Where you don’t know what to do – Where much of your time is in discovery Discover what the customer wants Discover how to build it Build it 12 _1dd Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
13.
Principles Apply Everywhere
Practices depend upon context May misinterpret the principles due to such different contexts Here are two examples … 13 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
14.
Value – Not
Just to the Customer Three types of value – Delivered value to the customer – Improving the delivery mechanism – Improving understanding of customer value In manufacturing, delivered value to the customer works Finding underlying principles in Lean Manufacturing may miss something 14 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
15.
Set Based Concurrent
Engineering SBCE is a risk mitigation practice Alternatives exist in the software world What we need is risk mitigation, not necessarily SBCE Biggest risk in product development is market risk, not technical risk Not saying SBCE wouldn’t be useful (but other methods may be as or more useful) 15 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
16.
Re-Defining Lean 16
30 September 2009
17.
Toyota as an
Example of Lean Continuous Lean Quality Learning / Toyota Practices Management Visual Controls Improvement A3s, Kaizens Lean Toyota Principles JIT Autonomation Deming System of Profound Knowledge 17 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
18.
New Definition of
Lean Sorry, I am not qualified to re-define Lean. But I can speak to where the definition will come. (for example) The Principles of Product Development Flow, Don Reinertsen – Economic Principles (21 rules) – Queuing Principles (16 rules) – Variability Principles (16 rules) – Batch Size Principles (22 rules) – WIP Constraint Principles (23 rules) – Flow Control Principles (30 rules) – Fast Feedback Principles (24 rules) – Decentralization Principles (23 rules) 18 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
19.
Science / Experience
as the Source of Lean Software Toyota Services Development Lean Lean-Thinking Principles Flow JIT Autonomation Deming System of Profound Knowledge 19 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
20.
The Lean Enterprise
Lean “Science” Flow, Cadence, Pull Driving from Value Systems Thinking Lean Lean Thinking Management Lean Knowledge Leadership Stewardship Education Process & people improvement Visual Controls A3s, Kaizens Coaching 5-whys 20 _1dd Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
21.
Components of Lean-Thinking
The Foundation of Lean-Thinking – Deming Systems People Look to the whole 21 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
22.
The Science of
Lean Thinking Flow, pull and cadence Just In Time – Improving speed of delivery is more important than improving productivity – Transforms our view to Flow Utilization Theory – Queues / Batch Sizes / WIP / Little’s Law / Thrashing – Telephone Switching Systems (100 yrs ago) – Internet Flow Improving flow improves quality and lowers cost 22 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
23.
Systems Thinking Opens
Up New Possibilities At the Miami Lean/Kanban Conference (May 2009) experience reports demonstrated that CPI was achieved faster than one would have expected from start up agile teams. Why? – Focus on process not people (less fear) – Gave ability to test theories (true PDSA) – Most importantly, enabled people to think in concrete terms and infer principles from what was happening 23 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
24.
Transparency Creates Management
Opportunities Management is not a dysfunctional role to be protected from Management is a key component of any enterprise endeavor Management is not servant leadership Management is as committed as the teams 24 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
25.
Lean Management
What is management? Perhaps, should ask – what should management be? – Based on general business – Based on enabling Lean-Science to manifest itself Lean-Thinking provides the basis for Lean-Management How does management and culture relate? 25 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
26.
Creating a Lean
Culture “Should a company target its culture in its efforts to transform its production processes and all the positions – high and low – associated with it? It is tempting to answer: Yes! But that would be a mistake. Culture is no more likely a target than the air we breathe. It is not something to target for change. Culture is an idea arising from experience. That is, our idea of the culture of a place or organization is a result of what we experience there. In this way, a company’s culture is a result of its management system. The premise of this book is that culture is critical, and to change it, you have to change your management system. So, focus on your management system, on targets you can see, such as leaders’ behavior, specific expectations, tools, and routine practices. Lean production systems make this easier, because they emphasize explicitly defined processes and use visual controls.” David Mann. Creating a Lean Culture: Tools to Sustain Lean Conversions 26 _1dd Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
27.
Lean Knowledge Stewardship
Continuous process improvement Improved skills Knowledge sharing A3s Kaizens AARs 5-whys Value-Stream Mapping 27 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
28.
A Personal Story 28
30 September 2009
29.
Ups and Downs
Lean-thinking leads to – Lean-management leads to Lean knowledge stewardship Organizations can evolve at all levels 29 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
30.
Lean Thinking
Throughout the Enterprise Extending Agility Beyond the Development Team 30 30 September 2009
31.
Enterprise Agility Requires
Business Agility – set direction Product Portfolio Management – apply resources Team Agility – do the work Proper Management – tie Teams Together Technical Skills – keep software quality high 31 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
32.
In Depth
Business Agility – Shorter planning cycle – Continuous re-planning – Focused on maximizing ROI of consumed products – Product Development value streams create business operational value streams Product Portfolio Management – Manage via MMFs and value delivered – Enable well-defined teams Team Agility – Build and deliver incrementally based on business needs – Continuously improve process – Use visual controls to create transparency Proper Management – Improve organizational structure to reduce impediments to flow – Coach teams to ensure process being improved Technical Skills – Take advantage of best engineering and testing practices – Continuously improve technical skills and approach 32 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
33.
Development Driven Contrasted
with Business Driven Development Driven Value Stream: • Improve development work cell. • Pulling from business affords them the opportunity to ask for smaller things. Business Portfolio Mgt Development Deployment Less Influence Direct Control Strong influence Influence Business Driven Value Stream: • Quarterly planning and releases affects all of value stream • Improves delivery of value regardless of development methodology • Encourages development team to do iterative development Direct Control Business Portfolio Mgt Development Deployment` Strong influence Strong influence Strong influence 33 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
34.
Business Agility +
Team Agility = Enterprise Agility Proper management needed to facilitate this Technical agility needed to sustain it 34 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
35.
Transitioning to Business
Agility Transition from: – yearly planning cycle with yearly delivery – to quarterly planning with incremental delivery. Can be done in stages: – Yearly planning & yearly delivery – Yearly planning & quarterly delivery Gives appearance of agility – but is not – Quarterly planning with quarterly release plan Requires no change to development team – Quarterly planning with iterative release plan True iterative development 35 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
36.
The Lean Enterprise
Business Value Incremental business value driven Portfolio & release planning Team Agility Manage- Flow Visual Controls ment Make Focus on speed while Lean Continuous flow of maintaining integrity Enterprise business value Impediment Mgt Technical Agility Best engineering practices – ATDD, TDD, Design Patterns Continuous incremental improvement of engineering practices Sustainably 36 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
37.
The Flow of
Software Development Customers Regional Coordinators Product Managers Business Leaders Product Owner(s) Trainers & Educators Customers and/or Support First Generation Scrum XP Second Generation Kanban Scrumban Shared Components Business Driven Product Enterprise Agility Related New Products and/or Development Enhancements Organization 37 _1dd Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
38.
Expanding Agility to
the Enterprise Business Driven Software Development Achieving Enterprise and Team Agility Agility Devel- Business opment Agility Agility 38 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
39.
Question and
Answer 39 30 September 2009
40.
info@netobjectives.com
Thank You! www.netobjectives.com … and following is more to help you plan your next steps 40 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
41.
Resources
Resources: www.netobjectives.com/resources – Webinars/Training Videos (PowerPoint with audio) – Articles and whitepapers – Pre/post course support Supporting materials – Quizzes – Recommended reading paths Blogs and podcasts: blogs.netobjectives.com Annotated Bibliography After-Course Support (students only) Additional Training Two User Groups – http://tech.groups.yahoo.com/group/leanagile – http://tech.groups.yahoo.com/group/leanprogramming Join our e-mail list to receive regular updates and information about our resources and training of interest to you 41 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
42.
Bibliography
Science of Lean-Thinking – Managing the Design Factory, Don Reinertsen – Principles of Product Development Flow: Second Generation Lean Product Development, Donald Reinertsen – Lean Thinking: Banish Waste and Create Wealth in Your Corporation, Revised and Updated, James Womack, Daniel Jones Lean Management – Leader’s Handbook: Making Things Happen, Getting Things Done, Peter Scholtes – Creating a Lean Culture: Tools to Sustain Lean Conversions, David Mann Lean Learning – Managing to Learn, John Shook 42 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
43.
New Online Course
Everywhere (Internet) – Lean Software Development – TBD starting this summer For more information, see www.netobjectives.com/courses 43 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
44.
Net Objectives Services
Training in Sustainable Product Development Certification Programs by Net Objectives Net Objectives offers the most comprehensive Net Objectives offers certification programs that Lean-Agile training in the world. Our offerings provides a road-map of knowledge as well as include Lean, Agile Analysis, Scrum, Design Patterns, resources to get there. Test-Driven Development, and Lean-Agile Testing. • Scrum Certification Our approach is a blend of principles and practices • Scrum Master Certification to provide a complete team and/or enterprise wide • Product Owner Certification training solution. Net Objectives is not affiliated with the Scrum Alliance Assessment Services Lean-Agile Coaching An effective way to embark on an enterprise level While training provides foundational knowledge transition to Lean-Agile methods is to start with an and is a great jump start, coaching is another assessment of where you are, where you want to go effective way to increase the abilities of teams. and options on how to get there that are right for Our coaches work with your teams to provide you and your budget. guidance in both the direction your teams need to go and in how to get there. Coaching provides the knowledge transfer while working on your own problem domain. 44 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
45.
Best Practices Curriculum
Lean Agile Exec Overview for Senior Management Mgmt Leaders Scrum Master IT Mgmt Agility for IT Management Lean Software Practitioner Managers (if not taking Development Implementing For Scrum for Your Management Business Team course) Lean-Agile Business Management Mgmt Enterprise Business Release Product Planning Owner Analyst OR Analyst Agile Planning Lean-Agile Implementing and Testing Scrum for Scrum Master Estimating Practices Your Team (if not taking Advanced Process Certification with User Process Implementing By Net Stories Scrum for Your Agile OR Objectives Lean Software Team course) Development Implementing Agile Tester Development Effective Tester With VSTS for Object- Acceptance Oriented Emergent Design Agile Teams Test-Driven Design Patterns Analysis and Development for Agile Design Developers Advanced Developer (if needed) Software Technical Sustainable Design Test-Driven Technical Training: C++, C#, Java TDD Database Boot Camp Development 45 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
46.
Net Objectives Courses
Lean Software Development Agile Software Development – Lean Software Development for Management – Design Patterns Explained – Lean Software Development – Emergent Design: Effective Agile Software – Lean-Agile Software Development Development Agile/Scrum – Design Patterns for Agile Developers – Implementing Scrum for Your Team – Sustainable Test-Driven Development – Implementing Scrum for Multiple Teams – Acceptance Test-Driven Development – Scrum Master Certification by Net Objectives – TDD Database Boot Camp – Lean-Agile Enterprise Release Planning – Advanced Software Design – Agile Planning and Estimating with User Stories – Lean-Agile Testing Practices – Agile Life-Cycle Management with VersionOne – Test-Driven ASP.NET – Product Owner Certification by Net Objectives – Effective Object-Oriented Analysis and Design – Implementing Agile Development with Microsoft™ Visual Studio Team System™ A Top 5 Course A New Course For more information, see: www.netobjectives.com/training 46 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
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