Lean Principles
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Transcript of Lean Principles
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By Ant Boobier
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© Equinox Limited
© Equinox Limited
Agile Buffet
“Today’s typical Agile process, no ma6er what name you call it, takes the best from the buffet of Agile prac>ces” -‐ Jeff Pa.on Source: www.agileproduct design.com
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Which Agile-‐Lean PracBces to choose? How do we know it is right for us?
Acceptance TDD
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Agile Manifesto Values
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A comprehensive and fundamental law
“Principles guide you, tacBcs show you how” -‐ Ash Mauraya
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Agile Manifesto Principles... Principle Descrip6on
1 Sa6sfy The Customer The highest priority is to sa6sfy the customer through early and con6nuous delivery of valuable soBware
2 Welcome Change Welcome changing requirements, even late in development. Agile processes harness change for the customer’s compe66ve advantage.
3 Deliver Frequently Deliver working soBware frequently, according to how quickly the customer can consume it.
4 Measure of Progress Working soBware is the primary measure of progress.
5 Mo6vated People Build projects around mo6vated individuals. Give them the environment and support they need, and trust them to get the job done.
6 High Bandwidth The most effec6ve method of conveying informa6on to and within a development team is face-‐to-‐face conversa6on.
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Agile Manifesto Principles... Principle Descrip6on
7 Whole Team Daily Business people and developers must work together daily throughout the project.
8 Sustainable The sponsors, developers and users should be able to maintain a constant pace indefinitely.
9 Technical Excellence Con6nuous a.en6on to technical excellence and good design enhances agility.
10 Simplicity The art of doing just enough and no more than is necessary.
11 Self Organising Team The best architecture, requirements and designs emerge from self-‐organising teams.
12 Con6nuous Improvement
At regular intervals, the team reflects on how to become more effec6ve, then tunes and adjusts its behaviour accordingly.
Source: www.agilemanifesto.org
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Lean Principles “The goal is not making teams agile but making the business agile”
-‐ Alan Shalloway
“Lean and agile are cousins” -‐ Henrik Kniberg
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Lean Principles Lean Principle Descrip6on
Deliver Fast Deliver value to the customer quickly, rapid delivery; high quality; low cost Queuing theory to Limit Work in Process (WIP) and context switching Managing workflow is easier than managing schedules, using repeatable workflow
Eliminate Waste Waste is anything that does not add value to the customer. The three biggest wastes in soUware development are: 1. Building the wrong thing: building features that aren’t needed 2. Failure to learn: policies that interfere with our ability to learn 3. Thrashing: anything that interferes with smooth flow of value
Learn Constantly Predictable performance is driven by feedback: rapidly respond to change Maintain op6ons; keep code change tolerant, minimise irreversible decisions Defer commitment, schedule irreversible decisions to Last responsible moment
Build Quality In Final Verifica6on should not find defects! Prevent with executable requirements Mistake proof your process with test first development to establish correctness Break dependencies: architecture should support addiBon of any feature at any Bme
Op6mize the Whole Focus on the en6re value stream from customer request to deployed soUware Deliver a complete product, a complete team delivering not just the soUware Think long term rather than local opBmizaBon
Engage Everyone Autonomy: Empowered self-‐organising feature teams with effecBve leadership Mastery: Provide challenge and environment which enables people to grow Purpose: Tie the work to value and a common vision
Keep Gefng Be.er Failure is a learning opportunity: invesBgate and correct them as they occur Standards exist to be challenged and improved Use the scien6fic method Plan-‐Do-‐Check-‐Act process
Source: Mary and Tom Poppendieck
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Lean Principles Lean Principle Descrip6on
Deliver Fast Deliver value to the customer quickly, rapid delivery; high quality; low cost Queuing theory to Limit Work in Process (WIP) and context switching Managing workflow is easier than managing schedules, using repeatable workflow
Eliminate Waste Waste is anything that does not add value to the customer. The three biggest wastes in soUware development are: 1. Building the wrong thing: building features that aren’t needed 2. Failure to learn: policies that interfere with our ability to learn 3. Thrashing: anything that interferes with smooth flow of value
Learn Constantly Predictable performance is driven by feedback: rapidly respond to change Maintain op6ons; keep code change tolerant, minimise irreversible decisions Defer commitment, schedule irreversible decisions to Last responsible moment
Build Quality In (Integrate Quality)
Final Verifica6on should not find defects! Prevent with executable requirements Mistake proof your process with test first development to establish correctness Break dependencies: architecture should support addiBon of any feature at any Bme
Op6mize the Whole (Value the Whole)
Focus on the en6re value stream from customer request to deployed soUware Deliver a complete product, a complete team delivering not just the soUware Think long term rather than local opBmizaBon
Engage Everyone Autonomy: Empowered self-‐organising feature teams with effecBve leadership Mastery: Provide challenge and environment which enables people to grow Purpose: Tie the work to value and a common vision
Keep Gefng Be.er (Relentless Improvement)
Failure is a learning opportunity: invesBgate and correct them as they occur Standards exist to be challenged and improved Use the scien6fic method Plan-‐Do-‐Check-‐Act process
Source: Mary and Tom Poppendieck
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What to do with the ingredients?
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Primary Features of Lean-‐Agile • Building SoUware IteraBvely and incrementally
• A Product Champion • Features are prioriBzed to deliver business value • Using cross-‐funcBonal teams where people use their skills to get
work done, using a facilitator
• Focus on high bandwidth communicaBon
• Daily review for the whole team • Simple visual controls in workplace to report progress and Issues
• Risk miBgaBon: address issues, impediments, and dependencies early
• ConBnuous process improvement and good pracBce Source: based on Alan Shalloway
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The System
Framework for Designing Systems
Source: Steven J Spear
Output Pathways Connec>ons
Methods
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Summary of System Design Item Descrip6on
Outputs • What is the objec6ve? • What has to be delivered to whom and by when to ensure success? • Match supply with demand
Pathways • Sequencing and responsibility • What Work Stages need to be completed by whom in what order to
achieve the desired outcome
Connec6ons • Conveying informa6on and services between work stages • What are the hand-‐offs between the different Work Stages • What informa6on triggers people to undertake their ac6vi6es at
the correct 6me • Handovers
Methods • What is each Work Stage’s content, sequence and 6ming • How do you know the method you are using is working? • Policies and Procedures
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Process Pa_erns
• PracBces relate to mulBple principles
• Group pracBces into Process Pa_ern areas
• Process Pa_erns can be linked to system framework
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Process Pa_erns Item Process Pa.ern
Outputs • Purpose and vision • Product: focus on the product rather than the project • Value: is value created and delivered early
Pathways • Flow: process built on flow to eliminate delay (Itera6ons or Kanban) • Visual Control: a.end to the system • Cycle 6me: shorten 6me work starts un6l it is consumed by customer • Specifica6on by Example: (aka ATDD or BDD)
Connec6ons • Pull: pull based capacity planning • Cadence: small batches delivering to customer and gefng feedback regularly • Defini6on of Done: well defined work prac6ces • WIP: ensure WIP is kept as small as possible • Swarm: team support
Methods • Well defined work prac6ces • Process Improvement: share with rest of organisa6on • Technical Prac6ces
• Low Dependency Architecture • Coding Standards • Code Reviews • Con6nuous Integra6on • Automated Tes6ng
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Further Reading: Lean Principles
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Further Reading: Cooking