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Board of directors
Henrik KnibergAgile/Lean coach
www.crisp.se
The Thinking Toolcalled Agile
Keynote, Lean-Agile-Scrum conferenceZurich, Sep 7, 2010
+46 70 4925284
Copyright notice
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All slides available at:http://www.crisp.se/henrik.kniberg/
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Purpose of this presentation
To illustrate how Lean and Agile can fit together
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Lean
XPScrum
Agile
TDD
KanbanContinuous Integration
What is all this stuff?
Pair
programmin
g
Refactoring
Planning poker
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Tools
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Pair programming
Product Owner role
Physical tools
Process toolsa.k.a. ”organizational patterns”
Thinking toolsa.k.a. ”mindsets” or ”philosophies”
Lean Agile Toolkitsa.k.a. ”frameworks”
Scrum XP
Visualize the workflow
To do Dev Release
H C
2Test
35Done!
3
D
G
K
A
B
FLOW
Kanban
Systems Thinking
Theory of ConstraintsRUP
Tool”anything used as a means of accomplishing a task or purpose.”- dictionary.com
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Lean & Agile process toolkits
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Kanban
Scrum
XP
Values & PrinciplesLean, Agile, Theory of Constraints, Systems Thinking, etc
Other lean tools(Value Stream Mapping, Root Cause Analysis, etc)
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KeypointCompare for
understanding, not judgement
Tools can be combined
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What is ”un-agile”?
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What is ”Agile”?
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www.agilemanifesto.org
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Waterfallitis
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Waterfallitis (n)(a.k.a. Waterfall obsession syndrome)
The mistaken assumption that everything that isn’t Scrum is Waterfall.And that Waterfall always fails.
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Toyota
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Waterfall @ Toyota
Henrik Kniberg 12Source:We visited Toyota in Japan during our ”Lean Study Tour”, April 2009.
Requirements
Module design
Coding
Integration test
System test
Acceptance test
System design
Architecture
Unit test
… but they are moving towards Lean & Agile SW dev
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What is ”waterfall” anyway?
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“I believe in this concept, but the implementation described above is risky and invites failure”
The remainder of this discussion presents five additional features that must be added to the basic approach to eliminate most of the development risks
”Managing the development of large software projects”Dr Winston Royce, 1970
Step 5: Involve the customer – the involvement should be formal, in depth, and continuing
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KeypointThe borders
between Lean, Agile, and
Waterfall are fuzzy
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The illusion of ”good” and ”bad” toolsHenrik Kniberg 15
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The illusion of a ”bad tool”
The old toolwas better!
Don’t blamethe tool!
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The illusion of a ”good tool”
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We succeeded thanks to Process X! Placebo effect
The tendency of any medication or treatment,even an inert or ineffective one, to exhibit results simply because the recipient believes that it will work.
Hawthorne effectA form of reactivity wherebysubjects improve an aspect of their behavior being experimentally measured,simply in response to the fact that they are being studied,not in response to any particular experimental manipulation.
Sources: http://en.wiktionary.org/wiki/placebo_effecthttp://en.wikipedia.org/wiki/Hawthorne_effect
“It was suggested that the productivity gain was due to the motivational effect of the interest being shown in them”
Really?
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Are there no universallyGood or Bad tools?Probably not.But some are pretty close.
Almost always a good idea:Visualize the workflowLimit work in progressFocus on qualityPrioritizeShort feedback loops
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Kanban
Jim JohnsonChairman of Standish Group
There is no silver bullet,but agile methods come very close
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Distinguish between…
Using the tool wrong Using the wrong tool
Neither of these problems are caused by the tool
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KeypointDon’t blame the
tool• Tools don’t succeed or fail, people
do.• People choose where, when, how,
and why to use which tool.
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Know your goal
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The Goal is the goal!A Tool is just a tool
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How do we get Agile?
What is your goal?
We want to get Agile.
Why?
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Sample goal - Toyota
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Are you staying in business so you can earn money?
Or are you earning money so you can stay in business? (Toyota)
Source:ishii-san’s slides during our ”Lean Study Tour” to Toyota, April 2009.
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What is the goal?
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Identify the goal& alternative ways to reach it
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Chop down the tree
Get firewood
Heat
Buy firewood
Put on a sweater
Cozy
Virtual Fireplace DVD
Electric heater
Light fire
Gather deadwood
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Focus on Why first,then How
Keypoint
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Solve the right problem
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Bail water
Water in boat
Hole in boat
Fix hole
Solve root causes, not symptoms
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Solve problems,not symptoms
Keypoint
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Example:Evolving Scrum
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Scrum Sprint
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week 1 week 2 week 3 week 4 week 5 week 6 week 7 week 8
Sprint 1
Plan & commit Review(release?)
Sprint 2
Retrospective
a timeboxed, fixed-commitment iteration
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Shu-Ha-Ri stages of learning
Shu = follow the rulesHa = change the rulesRi = never mind the rules
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ScrumButophobia (n)See also: Scrumdamentalism
Fear of doing Scrum wrong
Symptom: Stuck in Shu
ScrumBag (n)A coach or consultant with a Scrumdamentalist streak
Symptom: Spread of ScrumButophobia
Scrumdamentalism (n)The mistaken belief that Pure Scrum always is the right solution.
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Example: Middle of sprint 1
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To Do Doing
Done
A
B
C
D
PO
I’d like to have E!
Wait until next sprint!
E
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Example: Sprint 1 retrospective
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PO
New policies:• Max 1 item in progress• Allow To Do items to be swapped out
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Example:Middle of sprint 2
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To Do Doing
Done
E
F
G
H
1PO
I’d like to have J!
or wait until next sprint!
JOK, swap out G or H
Policy• Max 1 item in progress• Allow To Do items to be swapped out
Is this still Scrum?
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Example: Sprint 2 retrospective
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PO
New policies:• Max 1 item in progress• Allow To Do items to be swapped out• Max 2 items in To Do• To Do items can be added at any
time(as long as limit isn’t exceeded)
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Example:A few weeks later
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To Do Doing
Done
K
L
M
N
1PO
I’d like to have P!
or wait until there is space
in To Do
POK, swap out M or N
2
Process changes:• Max 1 item in progress• Allow To Do items to be swapped out• Max 2 items in To Do• To Do items can be added at any
time (as long as limit isn’t exceeded)
Is this still Scrum?
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Alternatives to Sprints
Sprints
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week 1 week 2 week 3 week 4 week 5 week 6 week 7 week 8
Sprint 1
Plan & commit Review(release?)
Separate cadences
week 1 week 2 week 3 week 4 week 5 week 6 week 7 week 8
Planning cadence (2w)
Sprint 2
Retrospective
Release cadence (1w)
Retrospectives (4w)
Event-driven week 1 week 2 week 3 week 4 week 5 week 6 week 7 week 8
Planning (on demand)
Release (on demand)
Retrospectives (4w)
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Focus on process improvement rather than
process compliance
Keypoint
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Example:Kanban
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”One day in Kanban land”
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http://blog.crisp.se/henrikkniberg/tags/kanban/
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NextDev
Done
Backlog 32
In production :o)Ongoing
Scenario 1 – one piece flow
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B
C
A
D
E
F
G
H I
J LKM
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NextDev
Done
Backlog 32
In production :o)Ongoing
Scenario 1 – one piece flow
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BC
A
D
E
F
G
H I
J LKM
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NextDev
Done
Backlog 32
In production :o)Ongoing
Scenario 1 – one piece flow
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BC
A
D
E
F
G
H I
J LKM
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NextDev
Done
Backlog 32
In production :o)Ongoing
Scenario 1 – one piece flow
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B
C A
D
E
F
G
H I
J LKM
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NextDev
Done
Backlog 32
In production :o)Ongoing
Scenario 1 – one piece flow.
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B
C A
D
E
F
G
H I
J LKM
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NextDev
Done
Backlog 32
In production :o)Ongoing
Scenario 2 – Deployment problem
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B
C
A
D
E
F
G
H I
J LKM
PO
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NextDev
Done
Backlog 32
In production :o)Ongoing
Scenario 2 – Deployment problem
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BC
A
D
E
F
G
H I
J LKM
PO
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NextDev
Done
Backlog 32
In production :o)Ongoing
Scenario 2 – Deployment problem
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B
C A
D
E
F
G
H I
J LKM
PO
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NextDev
Done
Backlog 32
In production :o)Ongoing
Scenario 2 – Deployment problem
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B
C A
D
E
F
G
H I
J LKM
PO
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NextDev
Done
Backlog 32
In production :o)Ongoing
Scenario 2 – Deployment problem
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B
C A
D
F
G
H I
J LKM
!?
E
PO
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NextDev
Done
Backlog 32
In production :o)Ongoing
Scenario 2 – Deployment problem
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B
C
A
D
EF
G
H I
J LKM
!?
PO
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NextDev
Done
Backlog 32
In production :o)Ongoing
Scenario 2 – Deployment problem
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B
C
A
D
EF
G
H I
J LKM
PO
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NextDev
Done
Backlog 32
In production :o)Ongoing
Scenario 2 – Deployment problem
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B
A
D
EF
G
H I
J LKM
C
PO
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NextDev
Done
Backlog 32
In production :o)Ongoing
Scenario 2 – Deployment problem
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B
AD
EF
G
H I
J LKM
C
PO
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Example: Portfolio mgmt
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Portfolio-level kanban board
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Next
Develop
Bingo
1
FLOW Avg lead time: weeks12
Release
Done2Conce
ptPlayable
Features
Polish3
Zork
Pac man
Pong
Donkey Kong
Mine sweepe
r
DugoutDuck hunt
GameTeam
1
GameTeam
2
GameTeam
3
Solitaire
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Game teams
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Burndown
Unplanned items
Notchecked out Done! :o)
Write f ailing test
DAO
DB design
I ntegr test
Migration tool
Write f ailing test
GUI spec
Tapestry spikeI mpl.
migration
2d
Code
cleanup
Deposit
2d1d 0.5d1d
2d
8d
1d2d
2d
BackofficeLogin
BackofficeUser admin
Write f ailing test
3d
2d
1d2d
I mpl GUI
1dI ntegr. with
J Boss2d
Write f ailing test
3d
I mpl GUI
6d
Clarif y require-ments
2d
GUI design (CSS)
1d
Fix memory leak(J I RA 125)2d
Sales support
3d Write whitepaper
4d
SPRINT GOAL: Beta-ready release!
Next
WithdrawPerf testWithdraw
checked out
Write f ailing test
Game team 1Current game: Pac Man
Burndown
Unplanned items
Notchecked out Done! :o)
Write f ailing test
DAO
DB design
I ntegr test
Migration tool
Write f ailing test
GUI spec
Tapestry spikeI mpl.
migration
2d
Code
cleanup
Deposit
2d1d 0.5d1d
2d
8d
1d2d
2d
BackofficeLogin
BackofficeUser admin
Write f ailing test
3d
2d
1d2d
I mpl GUI
1dI ntegr. with
J Boss2d
Write f ailing test
3d
I mpl GUI
6d
Clarif y require-ments
2d
GUI design (CSS)
1d
Fix memory leak(J I RA 125)2d
Sales support
3d Write whitepaper
4d
SPRINT GOAL: Beta-ready release!
Next
WithdrawPerf testWithdraw
checked out
Write f ailing test
Game team 2Current game: Pong
Burndown
Unplanned items
Notchecked out Done! :o)
Write f ailing test
DAO
DB design
I ntegr test
Migration tool
Write f ailing test
GUI spec
Tapestry spikeI mpl.
migration
2d
Code
cleanup
Deposit
2d1d 0.5d1d
2d
8d
1d2d
2d
BackofficeLogin
BackofficeUser admin
Write f ailing test
3d
2d
1d2d
I mpl GUI
1dI ntegr. with
J Boss2d
Write f ailing test
3d
I mpl GUI
6d
Clarif y require-ments
2d
GUI design (CSS)
1d
Fix memory leak(J I RA 125)2d
Sales support
3d Write whitepaper
4d
SPRINT GOAL: Beta-ready release!
Next
WithdrawPerf testWithdraw
checked out
Write f ailing test
Game team 2Current game: Donkey Kong
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Example: Connecting Scrum & Kanban
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Operations / support team
Connecting Scrum & Kanban
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Featureteam 1
Featureteam 2
Featureteam 2
Featureteam 1
Featureteam 2
Featureteam 2
Scrum Scrum Scrum Scrum Scrum Scrum
ScrumOperations / support team
Featureteam 1
Featureteam 2
Featureteam 2
Scrum Scrum Scrum
Kanban
Step 1 Step 2 Step 3
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Wrapup
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Agile is ”simple”
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A few books on Agile...... and Scrum...
... and XP
... and maybe some on DSDM and Crystal and Lean while you’re at it.
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Agile is Simple but Hard
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... like chess
... and piano playing
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Agile & Lean fit well together
Customer valueVisual managementBuild quality inContinuous improvementEmpirical approachEmpowerment
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Essential skills neededregardless of process
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Software craftsmanship
Splitting the system into useful pieces
Retrospectives
As a buyerI want to save my shopping cartso that I can continue shopping later
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Don’t be dogmatic
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Go away! Don’t talk to us!We’re in a sprint.
Come back in 3 weeks. Though Shalt
Limit WIP
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Know your GoalFocus on Why
Agile/Lean are tools, not goalsTools don’t fail or succeed. People do. There is no such thing as a good or bad tool. Only good or bad decisions about when, where, how, and why to use which tool.
Don’t limit yourself to one toolMix & matchCompare for understanding, not judgement.
Experiment & enjoy the rideDon’t worry about getting it right from start. You won’t.The important thing isn’t your process.The important thing is your process for improving your process.
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Take-away points
To do Dev Release
H C
2Test
35Done!
3
D
G
K
A
B
FLOW
68
Perfection is a direction, not a place
Henrik Kniberg
