LEAN-agile copyright Net Objectives, Inc.

Transcription

1 Extending Scrum with the Principles of Lean-Kanban BECOMING LEAN-agile copyright Net Objectives, Inc.

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3 Lean for Executives Product Portfolio Management Business Lean Enterprise ASSESSMENTS CONSULTING TRAINING COACHING Team Manage ment Kanban / Scrum ATDD / TDD / Design Patterns Lean Management Project Management

4 Challenges of Scrum

5 Agenda How Kanban assists team How Lean assists organization

6 Using Principles of Agile Kanban to Assist the Team copyright Net Objectives, Inc.

7 Kanban at the Imperial Gardens

8 Kanban Flow Explicit Policies Inclusive Smooth transition Valuestream Iteration Visible results Exclusive Abrupt change Team Scrum

9 A Sprint Board Product Backlog Sprint Backlog In Progress Ready for UAT Done Most Scrum teams have explicit policies about this move Most Scrum teams have explicit policies about this move

10 When have you learned more by teaching? Why does pairing work? Cost of lack of explicit knowledge?

11 Processes are not about the process. They are about helping people understand what each other is doing.

12 Sprint Board With Explicit Policies Product Backlog Sprint Backlog Define Tests Design + Code Run tests Ready for UAT Done Explicitly state your policy for starting work Explicitly state your policy of your work flow Causing handoffs?

13 Explicit Policies When Swarm Product Backlog Sprint Backlog In Progress Ready for UAT Done Explicitly state your Policies on your work. ATDD? TDD? _l1dd

14 Lean Kanban results in faster CPI than normal Agile team start-ups Miami Lean/Kanban Conference May 2009

15 More mindset than toolset Start where you are Enables you to improve your methods In the way you talk about and view your work In the way you manage your work

16 Requires Visibility of where work is of how you do your work Manage Work in Progress Flow Continuous Education

17 Kanban Flow Explicit Policies Inclusive Smooth transition Valuestream Iteration Visible results Exclusive Abrupt change Team Scrum

18 Telling people just do it just doesn t do it.

19 Kanban Flow Explicit Policies Inclusive Smooth transition Valuestream Iteration Visible results Exclusive Abrupt change Team Scrum

20 Concept Regional Coordinators Business Leaders Trainers & Educators Product Managers Business Capabilities Product Champion(s) New Requirements Consumption Customer Support Customers Product Related Software Software Product Related Shared Software Product Software Release Components Product Related Shared Software Product Software Release Shared Components Shared Product RelatedProduct Release Components Components Shared Product Related Shared Components Product Related DevelopmentComponents Development Development

21 Kanban Flow Explicit Policies Inclusive Smooth transition Valuestream Iteration Visible results Exclusive Abrupt change Team Scrum *Scrumban

22 how much of what you do is valuable? rework?

23 What Work Do You Do? Getting Requirements Design Programming Testing Planning Collaboration Integration Re-doing requirements Working from old requirements Fixing bugs Building unneeded features Documentation Deployment Training Integration errors Overbuilding frameworks What percentage of your time do you spend on the left? Write it down. Essentially duplicating components

24 DELAY IS finding redoing reworking waiting hand-offs bottlenecks information delay untested code unread requirements transaction related coordination related

25 Lean suggests that shortening cycle time raises productivity and quality while lowering cost.

26 Managing WIP* directly helps: Stories not completed at end of sprint Too many stories in play * WIP = Work In Progress

27 Managing WIP indirectly helps: Unavailability of product owner to team Testers lagging developers

28 Stop Starting and Start Finishing David Anderson

29 Power of the Swarm Little work in progress Short start to finish times Swarm is ultimate WIP management When can t swarm, managing WIP controls queues Intention is to get the right people available at the right time for the right work

30 How much time does Your product owner spend on work several sprints away

31 Using Principles of Lean to Assist the Entire Organization Agile copyright Net Objectives, Inc.

32 Concept Regional Coordinators Business Leaders Trainers & Educators Product Managers Business Capabilities Product Champion(s) New Requirements Consumption Customer Support Customers Product Related Software Software Product Related Shared Software Product Software Release Components Product Related Shared Software Product Software Release Shared Components Shared Product RelatedProduct Release Components Components Shared Product Related Shared Components Product Related DevelopmentComponents Development Development

33 the Value Stream is a Pipeline

34 or is it?

35 impediments

36 THE BUSINESS WANTS WHAT IT WANTS WHEN IT WANTS IT

37 and teams are overwhelmed

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40 Lean says Delays in workflow Working beyond capacity The more things you push The bigger the pieces create work increases delays the less you ll get done the less you ll get done

41 BUSINESS VALUE Give Feedback Selecting what to work on Developing It PIPELINE

42 move smaller pieces through pipeline (more valuable)

43 Concept Business Leaders Product Managers Business Capabilities Regional Coordinators Product Champion(s) Trainers & Educators New Requirements Customer Consumption Support Customers Managing here Product Related Product Related Product Related Product Related Product Related Product Related Software Software Shared Software Product Software Release Components Shared Software Product Software Release Shared Components Shared Product Release Components Components Development Development Development Shared Components Components Product Portfolio Management Shared reduces induced waste here

44 VALUE Business Lean Enterprise Team Manage ment MAKE FLOW

45 Team MAKE INCREMENTAL DELIVERY CREATIVE PROBLEM SOLVING QUALITY BUILT IN

46 VALUE PRIORITIZATION BUSINESS ITERATIONS RELEASE PLANNING Business

47 FLOW Value Stream Visualization Impediment Impact Workflow as Process ACCOUNTABILITY technical Manage (limit) queues Visual controls Manage flow (process) Manage ment

48 the SILVER card when and what to challenge

49 Key Points 1. Optimize the whole 2. High level product selection 3. High level product management 4. Structure of a team 5. Coordinating work between teams 6. Stakeholders to team

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51 Legacy Organization: Matrix Resources to Projects Project 1 Project 2 Project 3 Project 4 Project N

52 Let s Create a Pilot Project Project 1 Project 2 Project 3 Project 4 Project N % Business Analyst, Architect, Usability Expert, Developer, Developer, Tester, Project Manager Expert Experience has shown that if you create a cross-functional colocated team you will improve 3x without changing your process.

53 Key Points 1. Optimize the whole 2. High level product selection 3. High level product management 4. Structure of a team 5. Coordinating work between teams 6. Stakeholders to team

54 Business Value Realization Trends Pareto Ideal / Pareto (80/20) Minimum Roll Out Waterfall? Blend (Portfolio)

55 Key Points 1. Optimize the whole 2. High level product selection 3. High level product management 4. Structure of a Team 5. Coordinating work between teams 6. Stakeholders to Team

56 when do you know you have all the pieces?

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58 Key Points 1. Optimize the whole 2. High level product selection 3. High level product management 4. Structure of a Team 5. Coordinating work between teams 6. Stakeholders to Team

59 Lean is a focus on time feedback is key time to address Dev/QA to Customer Dev Dev to to Designer self Dev to self Test to Dev Analysis Design Code Test Integrate Deploy to customer Requirements Define Test Specifications Across teams Show customer Customer to Dev Customer to Analyst, et. al.

60 Case Study 1 Self-organized teams Teams self-organized by layer

61 It s not self-organizing teams. It s cross-functional, selforganizing teams.

62 what structure to use?

63 Key Points 1. Optimize the whole 2. High level product selection 3. High level product management 4. Structure of a Team 5. Coordinating work between teams 6. Stakeholders to Team

64 Case Study 2 Military Aircraft 7 components on plane 70 person dev group (50 devs) 7 teams (4-10 each) 4 test platforms, 2 simulators, 1 plane Challenge: Integration

65 Dynamic Feature Teams

66 Team structure should be a mechanism to get the job done quickly.

67 Case Study 3 Coordinating teams Multiple teams Specialized Each team completed sprints in 2 weeks but value not delivered for months and then with challenges

68 MMF MMF Teams Split work MMF on according their parts to Teams Teams split according to components Eventually Teams work integrating on their them part together until done Feedback times for: Team Across teams Customer 2 weeks 6 weeks 8 weeks Progress bar

69 MMF MMF Split MMF into sub-features After Integration one iteration, still required teams integrate but takes their much components less time Development Teams work teams on split according their to part components Feedback times for: Team Across teams Customer 2 weeks 2 weeks 2 weeks Progress bar

70 The problem is not how to coordinate the teams but is to recognize that you need to reduce the need for coordination. This, by the way, is difficult to do at the team level.

71 Key Points 1. Optimize the whole 2. High level product selection 3. High level product management 4. Structure of a Team 5. Coordinating work between teams 6. Stakeholders to Team

72 The Simple Case 1. Define Business capabilities 2. Create MMFs 3. Prioritize MMFs 4. Create high level stories 5. Assign to team backlog Team Product Backlog Development team A A1 A2 A1 A1 A1 A1 A1 Team 1 A2 Architecture Technical Leads Product Owners

73 A Harder Case 1. Define Business capabilities 2. Create MMFs 3. Prioritize MMFs 4. Create high level stories 5. Assign to team backlogs Team Product Backlogs Development teams A A1 A2 A1 A1 A1 A1 A1 Team 1 A2 A2A2 A2 Team 2 Team 3 Team 4 Architecture Technical Leads Product Owners

74 Agile At Scale 1. Define Business capabilities 2. Create MMFs 3. Prioritize MMFs 4. Create high level stories B1 B1 B1 B1 5. Assign to team backlogs Team Product Backlogs Development teams A A1 A2 A1 A1 A1 A1 A1 Team 1 B2 B2B2 B2 B C B1 C1 B2 B3 C2 B3 C1 A2 B3 B3 B3 Blocked Team 2 Team 3 C2 Business Stakeholders Product Managers Architecture Technical Leads Product Owners Team 4

75 Understand the principles behind the big picture Create a larger team The way teams are given work affects the level of coordination key points

76 The Scrum Clinic Started 2-3 years ago to help Scrum Teams Includes Lean Practices along with other useful things Addresses following, common challenges: Testing not complete at end of sprints Too much time spent estimating Plateau of learning (retrospections stop being useful) Too many things going on at once Can t see impediments &/or those that see them aren t causing them Net Objectives Lean-Kanban Conference August 8-9. Register

77 Thank You! and following is more to help you plan your next steps copyright 2010 Net Objectives Inc.

78 Resources Resources: Webinars/Training Videos (PowerPoint with audio) Articles and whitepapers Pre/post course support Supporting materials Quizzes Recommended reading paths Blogs Annotated Bibliography After-Course Support (students only) Additional Free On-line Training User Groups Business Driven Software Development Lean-Agile User Group Lean Programming User Group Join our list to receive regular updates and information about our resources and training of interest to you

79 A Short List of Books - Lean Relat Lean-Agile Software Development: Achieving Enterprise Agility. Shalloway, Beaver, Trott Managing the Design Factory: The Product Manager s Toolkit. Reinertsen Implementing Lean Software Development: From Concept to Cash. Poppendieck & Poppendieck Lean-Thinking. Womack & Jones The Toyota Way. Liker Toyota Production System. Ohno Lean Software Development: An Agile Manager s Toolkit. Poppendieck & Poppendieck The Principles of Product Development Flow: Second Generation Lean Development. Reinertsen See for a full bibliography

80 Lean Management and Other Rele Peter Scholtes: The Leader s Handbook: Making Things Happen, Getting Things Done David Mann: Creating A Lean Culture: Tools to Sustain Lean Conversions William Bridges: Managing Transitions Weick & Sutcliffe: Managing the Unexpected: Assuring High Performance in an Age of Complexity Alexander: The Timeless Way of Building Shalloway & Trott: Lean-Agile Pocket Guide for Scrum Teams See for a full bibliography

81 A Short List of Books - Technical Essential Skills for the Agile Developer: A Guide to Better Programming and Design. Shalloway & Bain Emergent Design: The Evolutionary Nature of Professional Software Development. Bain Design Patterns Explained, A New Perspective on Object-Oriented Design. Shalloway & Trott Refactoring: Improving the Design of Existing Code. Fowler Working Effectively with Legacy Code. Feathers Agile Software Development: Principles, Patterns and Practices. Martin Head First Design Patterns. Freeman, Freeman, Bates, Sierra Prefactoring. Pugh Lean-Agile Acceptance Test-Driven Development. Pugh. See for a full bibliography

82 Upcoming Conferences Better Software/Agile Development Practices West Conferences & Expo June 5-10 Caesars Palace in Las Vegas, NV Net Objectives is sponsoring the conference, as well as giving tutorials and concurrent sessions, and having booth #29 at the Expo Net Objectives Presentations Tutorial: Scaling Agile with the Lessons of Lean Product Development Flow Mon, Jun 6, 8:30am 12:00pm Workshop: Agile Testing Mon, Jun 6-7, 8:30am 4:30pm Tutorial: Design Patterns Explained: From Analysis through Implementation Tue, Jun 7, 8:30am 12:00pm Session: Getting Executive Management on the Agile Bus Wed, Jun 8, 2:30pm-3:45pm Session: Prefactoring: Extreme Abstraction, Extreme Separation, and Extreme Readability Wed, Jun 8, 2:30pm 3:45pm Session: Avoiding Over and Under Design Wed, Jun 8, 4:00pm 5:15pm Industry Technical Presentation: Effective Agility Across the Enterprise Thu, Jun 9, 10:15am 11:15am Session: Lean Development Practices for Enterprise Agile Thu, Jun 9, 2:30pm 3:45pm More information:

83 Upcoming Conferences Net Objectives Lean-Kanban Conference in Association with Lean-Kanban University August 8-9 Seattle, WA Net Objectives is proud to present a 2-day, 2-track conference on Lean, Kanban and technical practices. This conference is designed for executives, managers, developers, testers, leads, project managers, QA - virtually anyone interested in improving their software development efforts - whether as part of an IT organization or as a product development group. Net Objectives is the only company that has the range to provide experts in all the areas needed to accomplish this. Monday, August 8 Keynote: Lean Software Development Comes of Age 9:00am 10:15am An Executive s View of Lean-Agile 10:45am 12:15pm Introduction to Kanban in 8 Steps 10:45am 12:15pm,1:15pm-2:45pm Transitioning your Organization to Lean-Agile 1:15pm 2:45pm Integrating Lean-Agile in Large Scale System Development 3:15pm 4:45pm Transition from Scrum to Flow at Xbox IT 3:15pm 4:45pm More information:

84 Upcoming Conferences Net Objectives Lean-Kanban Conference in Association with Lean-Kanban University August 8-9 Seattle, WA Tuesday, August 9 Portfolio Management and Businesss Planning 9:00am 10:15am Improving Scrum with Kanban 9:00am 10:15am Lean Product Management From Business Stakeholders to the Team 10:45am 12:15pm Avoiding Over and Under Design 10:45am 12:15pm The Role of the Product Owner and Development of MMFs 1:15pm 2:45pm TDD & Refactoring 1:15pm 2:45pm Implementing Lean-Kanban in an Enterprise Financial Organization 3:15pm 4:45pm Acceptance Test-Driven Development 3:15pm 4:45pm More information:

85 New Webinar Series Lean SSC 2011 Webinar Series Six online sessions This webinar series covers topics which were included in the Lean Software and Systems Conference 2011 in Long Beach, California. It introduces ideas like Lean Product Development Flow and Kanban. The webinars will also expand on areas such as how Kanban can be used to increase organizational maturity, and how executives can work with Lean systems. Session 1 Lean Decision Making Session 2 Introduction to Kanban Session 3 Lean-Agile for Executives Session 4 Intro to Lean product Development Flow Session 5 Lean Eye for the Systems Guy Session 6 Kanban and CMMI 12:00pm-1:00pm PDT. Wednesday, May Series:

86 Upcoming Free/Low-cost Events Bellevue, WA Seminar: Distributed Team Good Practices Tuesday, June 7. 5:45pm 8:30 pm PDT. Redmond, WA Seminar: Avoiding Over and Under Design Wednesday, June 15. 6:30pm PDT. Internet Webinar: Agile for Executive Management Tuesday, July :00am 12:30 pm EDT. Bellevue, WA Seminar: Driving Lean Organizational Transformation Tuesday, August 2. 5:45pm 8:30 pm PDT. More information:

87 Upcoming Public Courses London, UK Lean-Agile Enterprise Release Planning Jun 30-Jul 1 King of Prussia, PA Lean-Agile Project Management Certification by Net Objectives Jul Seattle, WA Sustainable Test-Driven Development Jul Seattle, WA Advanced Software Design Jul San Francisco, CA Lean-Agile Project Management Certification by Net Objectives Aug 2-4 Seattle, WA Kanban for Lean-Agile Teams Aug More information: Conference Courses: 8:30am 5:00pm Other Courses: 9:00am 5:00pm

88 New Webinar Series Scrum, Lean and Kanban: A Pragmatic Webinar Series Nine online sessions This series focuses on Kanban which is the next generation of Agile methods. It is based on Lean Product Development flow and provides insights into how to solve many software development challenges while being inclusive of management. It also is designed to be able to implemented at a pace of the development organization s choosing making it much more flexible. A webinar will be presented every 3-5 weeks. The date for each presentation will be announced during the previous presentation Session 1 Key Kanban Practices Session 2 Using Theories of Flow to Manage Work involving Multiple Teams Session 3 Using Service Level Agreements to Manage New Work Session 4 Starting a Non-Agile Team with Kanban Session 5 Kanban is More Than a Set of Tools the Mindset of Kanban Session 6 Management s Role in Lean-Agile Session 7: Transitioning to Kanban from Scrum Session 8: Kanban Board Tips and Tricks Session 9: Comparing Scrum and Kanban Series:

89 New Podcast Series Podcast Series for Lean Agile Straight Talk First Podcast in the series available September 29 Alan Shalloway and Jim Trott talk about what is going on in the world of Lean and Agile software development. They introduce Net Objectives 2 newest books Lean-Agile Pocket Guide for Scrum Teams Lean-Agile Software Development: Achieving Enterprise Agility Later podcasts in the series Focus on the Lean-Agile Pocket Guide for Scrum Teams A talk through each of the chapters in the Lean-Agile Software Development book. Each of these chapters has good, core concepts that we want you to know and this approach gives us a game plan for covering all of them. More blogs/podcasts:

90 Net Objectives Services Training in Sustainable Product Development Net Objectives offers the most comprehensive Lean-Agile training in the world. Our offerings include Lean, Agile Analysis, Design Patterns, Test- Driven Development, and Lean-Agile Testing. Our approach is a blend of principles and practices to provide a complete team and/or enterprise wide training solution. Assessment Services An effective way to embark on an enterprise level transition to Lean-Agile methods is to start with an assessment of where you are, where you want to go and options on how to get there that are right for you and your budget. Certification Programs by Net Objectives Net Objectives offers certification programs that provides a road-map of knowledge as well as resources to get there. Lean-Agile Project Management Certification Advanced Lean-Agile Project Management for Scrum Masters Lean Product Champion Certification Net Objectives is not affiliated with the Scrum Alliance Lean-Agile Coaching While training provides foundational knowledge and is a great jump start, coaching is another effective way to increase the abilities of teams. Our coaches work with your teams to provide 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.

91 Best Practices Curriculum Exec Mgmt Lean Agile Overview for Leaders Senior Management IT Mgmt Business Mgmt Analyst Process Tester Developer Agility for Managers (if not taking Implementing Lean-Agile for Your Team) Implementing Lean-Agile for Your Team Lean-Agile Bootcamp Database Agility Lean-Agile Enterprise Release Planning OR Lean Product Champion Certification By Net Objectives Lean-Agile Testing Practices Technical Training: C++, C#, Java Lean Software Development For Management Story Writing & Acceptance Tests Lean- Agile Project Manager Story Writing & Acceptance Tests TDD Database Boot Camp Scrum Master Practitioner Lean-Agile Project Manager Certification By Net Objectives Implementing Story Acceptance Tests Advanced Lean-Agile Project Management for Scrum Masters Effective Object- Oriented Analysis and Design (if needed) Advanced Software Design Lean Software Development Sustainable Test-Driven Development Design Patterns for Agile Developers Emergent Design Lean Online Training Design Patterns Explained IT Management Business Management Lean-Agile Software Development Analyst Process Tester Developer

92 Net Objectives Courses Business - Management Lean Online Training Lean-Agile Software Development for Executives and Management Lean-Agile Software Development for Managers and Leads Transition Management for Lean-Agile Transitioning Your Organization to Lean-Agile Methods Lean-Agile Enterprise Release Planning Lean-Agile Project Management Certification by Net Objectives Team Agility Implementing Lean-Agile for Your Team: Using Kanban, Scrumban and Scrum Effectively Kanban for Lean-Agile Teams Implementing Scrum for Your Team The Kanban/Scrum Team Start Up Package Acceptance Test-Driven Development Lean-Agile Enterprise Release Planning Lean-Agile Project Management Certification by Net Objectives Advanced Lean-Agile Project Management for Scrum Masters Lean Product champion Certification by Net Objectives More information: Technical Agility Design Patterns for Agile Developers Sustainable Test-Driven Development Emergent Design Implementing Story Acceptance Tests Acceptance Test-Driven Development Database Agility Online Training Essential Skills for the Agile Developer TDD Database Boot Camp Advanced Software Design Design Patterns Explained Lean-Agile Testing Practices Effective Object-Oriented Analysis and Design A Top 5 Course A New Course

93 Tools We Like Agile Project Management Tools