Lean Agile Value Streams

M.Maris Prabhakaran

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Agile’s begins with Lean

• Toyota - Lean Manufacturing, Taiichi Ohno (early 1900’s) & The Toyota Production System, Jidoka (built in quality), and Just in Time (JIT) from Piggly Wiggly.(1948)

• Lockheed Skunkworks (XP-80,F-104,U-2,SR-71) - Invest in people, clear agreements, small groups, lightweight change control and documentation, simplicity, intermediate milestones, test early, leverage expertise

• Demming - Systems Thinking, Statistical Process Control, Total Quality Management

• The rise of smaller computing devices and software led to management “best practices” based on the “traditional methods” and a manufacturing mindset. Systematic development and batch based processes arose.

• Winston Royce – Waterfall (1970) was interpreted as phased based, but actually included an iterative recommendation.

• Xerox PARC LRG - Small Talk (1980s), Rise of the object oriented programming in the mid-1980s

• Takeuchi and Nonaka used the analogy with “scrum”, “The New, New Product Development Game” (1986)

• Tom Gilb - Iterative Delivery (Tom Gilb, 1988), James Coplien - circumstance based Patterns and the org, Weinberg -Teams and Individual interactions (Weinberg, DeMarco, Lister-Peopleware)

• James Martin - Rapid Application Development by James Martin (1991), UK DSDM Consortium – DSDM

• DeGrace & Stahl, as well as Jeff Sutherland and Ken Schwaber, wrote papers on Scrum (1991)

• Kent Beck - Test Driven Development (1993) and Extreme Programming (1996) at Chrysler, later joined by Ron Jeffries

• Rational (later IBM) - Unified Process (RUP) iterative framework (1995)

• Jeff De Luca – Feature Driven Development (1999)

• Jim Highsmith – Adaptive Software Development: A Collaborative Approach to Managing Complex Systems (2000)

• Agile Manifesto - On February 11-13, 2001, at The Lodge at Snowbird ski resort in the Wasatch mountains of Utah, seventeen light weight methodologists (a.k.a – organizational anarchists) met to talk, ski, relax, and try to find common ground and of course, to eat.

• Tom and Mary Poppendieck - Lean Software Development book (2003)

• Alistair Cockburn – Crystal Clear, focused on people, efficiency, and habitability (2004)

• IBM & Sue Kinney - begins Enterprise Agile Adoption for 25,000 developers (2006), DSDM revamp (2007)

• )

1940’s – 1960’s

1970’s 1980’s 1990’s 2000’s

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The 14 Guiding Lean principles

• Continuous organizational learning through Kaizen• Go see yourself to understand (Genchi Genbutsu)• Make decisions slowly by consensus, considering all

options• Implement rapidly (Nemawashi)

• Grow leaders who live the philosophy• Respect, develop, and challenge your people and teams• Respect, challenge, and help your suppliers

• Create process flows to surface problems• Use pull systems to avoid overproduction• Level out workload (Heijunka)• Stop when there is a quality problem (Jidoka)• Standardize tasks for continuous improvement• Use visual control so no problems are hidden• Use only reliable, thoroughly tested technology

• Base management decisions on a long-term philosophy, even if they are at the expense of short term financial goals

Problem

Solving

People & Partners

Process

(Eliminate Waste)

Philosophy

(Long term thinking)

*Reference - Toyota Way – Jeffrey Liker

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Lean Practices and Focus

Inventory

Waiting

Over-production

Motion

Transport

Defects

Over-processing

Categorization of 7 Wastes

Customer Value

Value Stream

FlowCustomer

Pull

Perfection

Making more than is necessary or making

things faster than necessary, consistently

working ahead

Redundant or unnecessary processing, work that provides the customer

more than he/she requires or is willing to pay for

Information or material waiting unnecessarily in

queue

Unnecessary people motions, travel, walking,

searching

People waiting for machines, materials or

informationOr Machines waiting for

people, materials, or information

Unnecessary or ineffective handoffs, transfers of

material or information (e.g. data,

communications)

Rework – work done because of errors in the previous process

Lean is a systematic, continuous improvement approach that focuses on eliminating waste

from your processes.

5 + 1 Principles of Lean

Lean Tools

Reduce Waste

+ Six Sigma

55

Lean Agile Pyramid

Customer Value

Value Stream

FlowCustomer

PullPerfection

Reduce Waste

LEAN PRINCIPLES

Scrum XP

AGILE APPROACHES

DEFINITION OF DONE

VOICE OF THE CUSTOMER

TEST DRIVEN DEVELOPMEN

TAUTOMATION

VALUE STREAM

MAPPING

CONTINUOUS INTEGEATION

DSM/ 5S /7 WASTESS

ROOT CAUSE ANALYSIS

SIPOC ANALYSIS

KANBAN BOARD

CUSTOMER PULL

THEORY OF CONSTRAINT

S

LEAN & AGILE PRACTICES

66

Lean Agile Value Stream

FLOW

Lean uses special principles & tools to map the value stream, optimize flow, and remove waste, and solve problems.

Agile uses roles & practices to enable pull based & frequent delivery of value, collaboration, & continuous improvement.

LEAN

AGILE

Any system isonly as

efficient and capable as

the largest constraint, at

any given time,

will allow.

WASTE

Scrum

Master

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Waste elimination using Agile

Waste Category Application to SW How Scrum/XP Resolves

Inventory Partially Done Work Shorter iteration cyclesSmaller inventory of detailed requirements – Product backlog with complete User Stories

Extra Processing Unnecessary docs Focus on the end product and less documentation, simplicity in code, automate everything possible

Over Production Extra Features Prioritization of product backlog helps to do away with nice to have features which are waste

Transportation Building the wrong thing

Prioritized and actionable User Stories, Clear Acceptance Criteria, Customer/PO involvement, & Demos

Waiting Waiting for info, Handoffs

Product owner exists and is engaged daily, cross functional teams with everyone included to deliver the Sprint, Pair programming

Motion Task Switching Slicing, Swarming, Use of DSM, Co-Located (or using W-GAME),

Defects Defects Definition of Done, TDD, Test first, Defects must be fixed during sprint

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Agile Implements Lean Principles

Lean Agile/Scrum/XP

Capacity Planning (Queing Theory)

Enterprise Backlogs, Product Backlogs, Prioritization based Biz Value, Release Planning,

Pull (Kanban) Prioritized backlog, Kanban (Scrum board) tracking/status, Feature focused, User Scenarios to Stories, Personas, Iterative and Incremental, User Acceptance Testing, Sprint Goals, Sprint Planning (only 1-2 iterations),

Takt Time (customer to customer)

Backlog to Production measurement

Single Piece Flow Small stories, feature based/slicing and swarming, Iterative and Incremental

Waste Elimination Only develop stories that are actionable, only do what’s absolutely necessary, simplicity in all things, automation, excellence in engineering,

Lean Agile/Scrum/XP

Standardization Standard dev practices, framework usage, communications model

Value Threads Story Mapping from Roadmap to Release to MMF to Epic to Story

Automation Automated testing, Continuous Integration, Code Health, Easy Deploy

Line Stop (Jidoka, Poka Yoke, Andon)

Refactor, Reuse, Big Visuals, Iterate, Incremental

Fail Fast Iterate, Inspect and Adapt, Retrospectives

No defects No defects, Definition of Done, Test Driven Development, Refactor, Shippable code

Lean Agile/Scrum/XP

Go See Yourself Customer close by, Prototypes, Iterative and Incremental, Early Deploy

Remove Waste Customer close, decisions at lowest level, good estimation, actionable user stories, no goldplating, team instead of cowboy, remove needless metrics, automation of almost all testing, no over-the-wall, biz/IT combined teams, simplify governance, daily standups

Workload Leveling, Concurrent Eng.

Small stories, slicing and swarming, cross-functional team, daily standups

Quick Changeover Cross-functional team, simple and repeatable practices, no indiv. Code ownership, consistent build and deploy, team rotations, daily standups

Automation Automated test, integration, build, deploy tools, andon, communication

Orthogonal Arrays OATS Pairing with Dev and QA, Automation

Increased accessibility to Value

Optimaluse of

Resources

Efficiency and

Capability,Speed

Cycle Time

Cost

Quality

99

•Release Planning ensures that real customer needs are pursued.

•Prioritized Backlogs ensure that the most important/valuable items are completed first, giving the most value the soonest.

•Iterative and incremental sprint cycles ensure that changes can be made to move with the customer and only add what is valuable – removing waste due to delivering something not valuable.

•Potentially Shippable Software is released every sprint enabling a clear and early value delivery to the customer. This increases ROI and reduces cost.

Value Flow

•Prioritized backlogs reduce investment on work that is not valuable.

•Iterative and incremental cycles enables the business to cease work when enough value has been achieved, reducing wasted time spent creating lower value results.

•Planning by sprints allows only the necessary amount of planning to be done, since the true outcome cannot be known until it is being delivered.

•Only minimal documentation and other deliverables are created, reducing the wasted time in production, maintenance, and rework when poorly managed.

Eliminate Waste

•Daily scrums increase communication and ensure that the team can be proactive, changing as needed based on the conditions.

•Retrospectives enable the teams to learn about one another, their work, and how to get better.

•Frequently released software enables more frequent feedback from the customer, enabling more adaptive change to meet their needs.

•Product Owners/Customers work directly with the creators of value, providing direct feedback about the outcome.

Increase Feedback

•Iterative and incremental work periods enable the results to be delivered as soon as they are good enough.

•Two – Four week iterations is enough time to get work done, but not enough to waste, which ensures that people work to reduce wasted time.

•Definition of Done ensures that as the work products are being created, they are completely ready for customers.

•Inspect and Adapt allows the organization to change course and still produce results in much less timeframe than normal.

Deliver Fast

•Test Driven Development helps ensure that the software is built to achieve the criteria designed for it.

•Testing happens at the beginning, not at the end of development process ensuring that higher quality can be achieved.

•Definition of Done specifies specifically all the steps that must be taken to release the software, not just the coding of the software.

•Enhanced roles in Scrum/XP ensure that everyone is concerned about and takes ownership of quality. The ScrumMaster helps ensure impediments are removed, thus enabling clearer understanding of the work and higher quality.

Build Integrity In

•Teams are cross-functional, enabling a multi-faceted look at problems and opportunities, ensuring that many angles are thought about during creation – the cheapest time in the lifecycle for fixing errors.

•Development selecting items from the backlog to work from

•Selection of work Vs assignment of tasks

•Product owners working directly with the team reduce wasted due to time delays in communication.

Empower The Team

•Delay requirements that are architecturally not significant till the last responsible moment (AS Late As Possible)

Delay Commitment•Product Owner/Customer

collaboration ensures that only what is needed is produced, at the right quality, and in the right time.

•Demos show value to the customer early.

•The ScrumMaster helps remove impediments in and outside of the team.

Resolve Constraints•Release plan provides the end to

end view at a high level•Break functionality into vertical

slices to get a end to end view

See the Whole

Lean & Agile SynergiesDSM

VOICE OF THE CUSTOMER

INCREASE FEEDACK

5S

AUTOMATION

VALUE STREAM MAPPING

ANDON VISUAL

CONTROL

QUALITY FUNCT.

DEPLOYMENT

ROOT CAUSE ANALYSIS

SIPOC ANALYSIS

KANBAN BOARD

CUSTOMER PULL

THEORY OF CONSTRAINTS

KAIZEN

LEAN AGILE FRAMEWORK LEAN TOOLS