Lean Principles

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    30-Jun-2015

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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.

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<ul><li> 1. Equinox Limited By Ant Boobier </li></ul> <p> 2. Equinox Limited 3. Equinox Limited 4. Agile Buet Todays typical Agile process, no ma6er what name you call it, takes the best from the buet of Agile prac&gt;ces - Je Pa.on Source: www.agileproduct design.com Equinox Limited 5. Which Agile-Lean PracBces to choose? How do we know it is right for us? Acceptance TDD Equinox Limited 6. Agile Manifesto Values Equinox Limited 7. A comprehensive and fundamental law Principles guide you, tacBcs show you how Equinox Limited - Ash Mauraya 8. 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 customers 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 eec6ve method of conveying informa6on to and within a development team is face-to-face conversa6on. Equinox Limited 9. 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 indenitely. 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 At regular intervals, the team reects on how to become Improvement more eec6ve, then tunes and adjusts its behaviour accordingly. Source: www.agilemanifesto.org Equinox Limited 10. Lean Principles The goal is not making teams agile but making the business agile - Alan Shalloway Lean and agile are cousins - Henrik Kniberg Equinox Limited 11. Lean Principles Lean Principle Descrip6on Deliver value to the customer quickly, rapid delivery; high quality; low cost Deliver Fast Queuing theory to Limit Work in Process (WIP) and context switching Managing workow is easier than managing schedules, using repeatable workow Waste is anything that does not add value to the customer. The three biggest wastes Eliminate Waste in soUware development are: 1. Building the wrong thing: building features that arent needed 2. Failure to learn: policies that interfere with our ability to learn 3. Thrashing: anything that interferes with smooth ow of value Predictable performance is driven by feedback: rapidly respond to change Learn Constantly Maintain op6ons; keep code change tolerant, minimise irreversible decisions Defer commitment, schedule irreversible decisions to Last responsible moment Build Quality In Final Verica6on should not nd defects! Prevent with executable requirements Mistake proof your process with test rst 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 Autonomy: Empowered self-organising feature teams with eecBve leadership Engage Everyone 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 scien6c method Plan-Do-Check-Act process Source: Mary and Tom Poppendieck Equinox Limited 12. Lean Principles Lean Principle Descrip6on Deliver value to the customer quickly, rapid delivery; high quality; low cost Deliver Fast Queuing theory to Limit Work in Process (WIP) and context switching Managing workow is easier than managing schedules, using repeatable workow Waste is anything that does not add value to the customer. The three biggest wastes Eliminate Waste in soUware development are: 1. Building the wrong thing: building features that arent needed 2. Failure to learn: policies that interfere with our ability to learn 3. Thrashing: anything that interferes with smooth ow of value Predictable performance is driven by feedback: rapidly respond to change Learn Constantly Maintain op6ons; keep code change tolerant, minimise irreversible decisions Defer commitment, schedule irreversible decisions to Last responsible moment Build Quality In Final Verica6on should not nd defects! Prevent with executable requirements Mistake proof your process with test rst development to establish correctness (Integrate Quality) 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 (Value the Whole) Think long term rather than local opBmizaBon Autonomy: Empowered self-organising feature teams with eecBve leadership Engage Everyone 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 (Relentless Improvement) Use the scien6c method Plan-Do-Check-Act process Source: Mary and Tom Poppendieck Equinox Limited 13. What to do with the ingredients? Equinox Limited 14. 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 Equinox Limited 15. Framework for Designing Systems The System Pathways Output Connec&gt;ons Methods Source: Steven J Spear Equinox Limited 16. 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-os between the dierent Work Stages What informa6on triggers people to undertake their ac6vi6es at the correct 6me Handovers Methods What is each Work Stages content, sequence and 6ming How do you know the method you are using is working? Policies and Procedures Equinox Limited 17. Process Pa_erns PracBces relate to mulBple principles Group pracBces into Process Pa_ern areas Process Pa_erns can be linked to system framework Equinox Limited 18. 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 ow 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 Specica6on by Example: (aka ATDD or BDD) Connec6ons Pull: pull based capacity planning Cadence: small batches delivering to customer and gefng feedback regularly Deni6on of Done: well dened work prac6ces WIP: ensure WIP is kept as small as possible Swarm: team support Methods Well dened work prac6ces Process Improvement: share with rest of organisa6on Technical Prac6ces Low Dependency Architecture Coding Standards Code Reviews Con6nuous Integra6on Automated Tes6ng Equinox Limited 19. Equinox Limited 20. Further Reading: Lean Principles Equinox Limited 21. Further Reading: Cooking Equinox Limited 22. @antboobieranthony@nomad8.com Equinox Limited www.nomad8.com 23. Blogs: equinox.co.nz/agileblog anthony.boobier@equinox.co.nz antboobier Equinox Limited </p>