Lean Principles

23
© Equinox Limited By Ant Boobier

description

A presentation I did for the Agile Profesionals Network (APN) Wellington branch. Even if we have a recipe the context of the situation can mean we can\’t replicate a successful dish in a different environment. The key are Principles. Know your system, know your customer and desired output. Like a good chef have practices but understand the base principles of why things work.

Transcript of Lean Principles

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By  Ant  Boobier  

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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  

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@antboobier [email protected]

www.nomad8.com

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Blogs:  equinox.co.nz/agileblog  [email protected]  

antboobier