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Lean and Agile Practices for
Product Development
Dr. Suzette Johnson, NG Fellow
Certified Enterprise Agile Coach
Scaled Agile Program Consultant
Copyright © 2016 Northrop Grumman Corporation,
Approved For Public Release #16-2095; Unlimited Distribution, Dated 11/1/16
Discussion Outline
• What are Lean and Agile Principles?
• How are these principles applied?
• What are considerations for moving towards a Lean Agile
environment?
• What are lessons learned for Lean Agile adoption?
3Copyright © 2016 Northrop Grumman Corporation,
Approved For Public Release #16-2095; Unlimited Distribution, Dated 11/1/16
What are Lean and Agile
Principles?
4
We must become the change we want
to see.
…. Gandhi
Copyright © 2016 Northrop Grumman Corporation,
Approved For Public Release #16-2095; Unlimited Distribution, Dated 11/1/16
Principles Built From Lean
5
Optimize flowEliminate waste
(Muda)
Take a systems view (value
stream)
ContinuousImprovement
(Kaizen)
Base progress on objective
evidence of working systems
Build-in quality
Create self-organizing teams
Regular program alignment and synchronization
See, Plan, Do, Act
Copyright © 2016 Northrop Grumman Corporation,
Approved For Public Release #16-2095; Unlimited Distribution, Dated 11/1/16
Agile Principles
6
Early and Continuous Delivery of Value
A Working System is the Primary Measure
of Progress
Welcome Changing Requirements
Deliver a Working System Frequently
Business People and Developers Must
Work Together Daily
Motivated and Empowered Individuals
Face-to-face Conversation
Promote Sustainable Development
Continuous Attention to Technical Excellence
Simplicity
Architectures, Requirements, and Designs Emerge
From Self-Organizing Teams
Regular Team Reflection on How to
Become More Effective
http://agilemanifesto.org/Copyright © 2016 Northrop Grumman Corporation,
Approved For Public Release #16-2095; Unlimited Distribution, Dated 11/1/16
Lean and Agile
7
LEAN Agile
A business methodology to increase
overall efficiency and customer focus
A family of collaborative and adaptive
methodologies for efficient, lean
development in an environment of
technical complexity, and evolving
requirements and customer priorities.
A way of working together to ensure
business and engineering processes
are efficient as possible with products
moving smoothly and fluidly from
concept to delivery.
Develop iteratively with the goal of
delivering value to the customer
frequently and reducing waste across
the value stream
Creates and nurtures a culture of
continuous improvement
Integral product and process
continuous improvement.
Emphasizes product quality (“Stop the
Line” practices)
Focus on building quality products.
Copyright © 2016 Northrop Grumman Corporation,
Approved For Public Release #16-2095; Unlimited Distribution, Dated 11/1/16
How are these principles applied?
8
Product development is the process of converting
uncertainty to knowledge.
—Dantar P. Oosterwal
The Lean Machine
Director of Product Development
Harley Davidson
Copyright © 2016 Northrop Grumman Corporation,
Approved For Public Release #16-2095; Unlimited Distribution, Dated 11/1/16
Daily Scrum
Release 0
(Project Startup)
Sprint
Planning
Sprint
Review
Release
Planning
(Program
Increment)
9
Release
Closeout
Principles into ActionNorthrop Grumman Agile Framework
Sprint
Execution
Project Closeout
3-month cycle 2-week cycle
15-min
• Identify team
• Product Vision
• Training
• Define schedule/cadence
• Initial architecture
• Capabilities/Features
• Product Roadmap
• Infrastructure Setup
• Features to stories
• Initial Agile Modeling
• Stories estimated
• Release Plan
• Release Def of Done • Stories to tasks with
hours
• Story Def of Done
• Tasks
completed
• Regular
collaboration
• Demonstrations
• Review progress
and quality
• Potentially
Shippable
Sprint
Retrospective• Prioritized actions
for improvement
• Features complete and
ready for release
• Improvement Workshop
~4-8 weeks
Copyright © 2016 Northrop Grumman Corporation,
Approved For Public Release #16-2095; Unlimited Distribution, Dated 11/1/16
10
Taking a Systems View
3 Month Cycle of Planning, Execution, and Demonstrations
1/2 3/31
Sprint 12-weeks
Sprint 22-weeks
Release/Increment Planning starts in
Dec.
Sprint 32-weeks
Sprint 42-weeks
Sprint 52-weeks
Sprint 62-weeks
Stabilization /Planning
= Sprint Planning
= Day 10 Sprint Review and Retrospective
= End of Release or Increment
= Day 1 Release Planning Meeting
Example
The schedule is
aligned with teams
across the value
stream
Copyright © 2016 Northrop Grumman Corporation,
Approved For Public Release #16-2095; Unlimited Distribution, Dated 11/1/16
Regular Synchronization at the Systems Level
• Part of Release/Increment Planning to coordinate and align activities
• Regular integration of components/subsystems
• Shift from team-level only demonstrations per iteration to system-level demonstrations
11
Syst
em
Level
Agile
Team
s
Release Planning Event
Sprint Sprint Sprint Sprint Sprint Sprint
Con
tin
uous In
tegra
tio
n
Con
tin
uous In
tegra
tio
n
Co
ntin
uous In
tegra
tio
n
Con
tin
uous In
tegra
tio
n
Con
tin
uous In
tegra
tio
n
Con
tin
uous In
tegra
tio
nCopyright © 2016 Northrop Grumman Corporation,
Approved For Public Release #16-2095; Unlimited Distribution, Dated 11/1/16
What are considerations for
moving towards a Lean Agile
environment?
A common disease that afflicts management the
world over is the impression that
“Our problems are different". They are different to be
sure, but the principles that will help to improve
quality of product and service are universal in nature.
—W. Edwards Deming
Copyright © 2016 Northrop Grumman Corporation,
Approved For Public Release #16-2095; Unlimited Distribution, Dated 11/1/16
13
Culture Shift
Historically traditional practices
(low rate of change) emphasize…
Adaptive and agile practices (high rate of
change) emphasize…
Directive and top-down Leading, empowering, and collaboration
Managing the people and the work Create teams that are self-managed with
distributed control
Limiting and reducing change Adapting to and welcoming change
Promoting continuous learning and
improvement
Enforcing compliance to processes Readily adapting processes as needed with
emphasis on the minimal amount needed
Reducing waste in business and engineering
processes
Functional teams with handoffs
between the teams
Cross functional teams responsible for
delivering end-to-end capabilities including
design, development, testing, configuration
management, integration…Copyright © 2016 Northrop Grumman Corporation,
Approved For Public Release #16-2095; Unlimited Distribution, Dated 11/1/16
Getting Started
• Get trained on the processes
• Create environments that emphasize collaboration, team empowerment,
trust, and organizational learning
• Establish cross functional, empowered teams as a technique for
managing complexity and improved problem solving
• Give people time to collaborate, focus on improvements, and innovate
• Address team needs and impediments
• Each iteration/sprint demonstration is an opportunity for recognition and to
celebrate team success
14Copyright © 2016 Northrop Grumman Corporation,
Approved For Public Release #16-2095; Unlimited Distribution, Dated 11/1/16
Build a Coalition for Change
Executive Leadership leads the change…
…Provides vision and resources
…Develops change agents
…Who develop Lean-Agile leaders…
…Who build successful Agile teams
15Copyright © 2016 Northrop Grumman Corporation,
Approved For Public Release #16-2095; Unlimited Distribution, Dated 11/1/16
Active Coaching for Agile Programs
Ensure all teams include
coaches or staff with Agile
experience.
While training is helpful, hands on
experience helps the team
members learn and transition
quickly.
Ensure all components involved
in Agile projects are committed
to the organization’s Agile
approach.
This practice encourages
organizations to ensure that
everyone contributing to a project
understands and commits to the
organization’s approach.
Leveraging guidance from
GAO report, 2012• As part of Northrop Grumman’s Agile Center
of Excellence, our Agile coaches are actively
involved with our programs and engage
regularly with our Agile teams.
• Provide a common framework for getting new
Agile programs up and running quickly
• Lead programs in defining and shaping their
transition strategy covering all phases of the
system development life-cycle and
management practices
GAO = US Government Accounting Office
Copyright © 2016 Northrop Grumman Corporation,
Approved For Public Release #16-2095; Unlimited Distribution, Dated 11/1/1616
What are some lessons learned for
Lean Agile adoption?
17
Create a workplace where people want to be,
where people are valued, and are full contributors to
forming and supporting the direction of the organization.
-Pollyanna Pixton
Copyright © 2016 Northrop Grumman Corporation,
Approved For Public Release #16-2095; Unlimited Distribution, Dated 11/1/16
Lessons Learned for Lean Agile Transition
• Adopting Agile practices is a paradigm shift across the organization
– Requires active leadership support
– Personnel structure must empower cross-functional, collaborative teams
• Common training is essential for the whole project team
– Creates a common language and understanding of practices and roles/responsibilities
for the team
– Creates effective and knowledgeable employees for all team roles
– Establishes team expectations and accountability
• Ongoing coaching ensures the training translates into culture
• Whole team engagement is required for planning and retrospective
– Facilitates shared commitment to vision and release/iteration plans
– Encourages collaboration across development roles
– Enables team-owned processes and commitment to continuous improvement
18Copyright © 2016 Northrop Grumman Corporation,
Approved For Public Release #16-2095; Unlimited Distribution, Dated 11/1/16
Lessons Learned for Lean Agile Transition
• Sustainable pace means protecting work-life integration
– Reduces the need for individual heroism or bottlenecks
– Plans work around real-life team work hours
– Reduces wasted/speculative work by focusing on only “doneness”
– Celebrates team achievement at demonstration points
• A healthy team dynamic is essential
– Agile does not cure a dysfunctional team – but it will clearly highlight problems
– Mutual trust, respect, and accountability are required for success
– Consider team training as a part of transition
• Customer/Stakeholder commitment to Agile execution is key
– Understanding before the RFP is released
– Team evolve a mutually acceptable business rhythm
– Customers engage regularly
19Copyright © 2016 Northrop Grumman Corporation,
Approved For Public Release #16-2095; Unlimited Distribution, Dated 11/1/16
Leading Causes of Failed Agile Projects
Reference: http://www.versionone.com21
Find someone to help you through the transition
Copyright © 2016 Northrop Grumman Corporation,
Approved For Public Release #16-2095; Unlimited Distribution, Dated 11/1/16
Reflect Back…We discussed…
• Foundational Lean and Agile Principles
• How these principles are applied
• Considerations for moving towards a Lean Agile environment
• Lessons learned for Lean Agile adoption
22Copyright © 2016 Northrop Grumman Corporation,
Approved For Public Release #16-2095; Unlimited Distribution, Dated 11/1/16
Copyright © 2016 Northrop Grumman Corporation,
Approved For Public Release #16-2095; Unlimited Distribution, Dated 11/1/16
Brought to you by…
The Agile Center of Excellence
24
Thank you for the opportunity to share with you today.
We provide Northrop Grumman Corporation business units, programs, project teams, employees, and other stakeholders with Agile
engineering resources, training and coaching, and related services to drive high-quality solutions and meet mission success.
Request a service (training, coaching, business development support) by sending an email
to Suzette Johnson, Agile Lead, or submit a Request for Service when visiting the Agile
CoE sharepoint site:
https://oursites.myngc.com/ENT/eCOE/Agile/SitePages/AgileHome.aspx
Copyright © 2016 Northrop Grumman Corporation,
Approved For Public Release #16-2095; Unlimited Distribution, Dated 11/1/16
Special Acknowledgments and References
• Many of the ideas in this presentation originated from:
– Dean Leffingwell and Scaled Agile Framework
– Toyota Production System and Edwards Demming
– Ken Schwaber (scrum.org) and Mike Cohn (mountaingoatsoftware.com)
– My Northrop Grumman coaching experiences with the many programs and projects
• References and Recommended Agile Reading List
– Agile Retrospectives: Making Good Teams Great by Esther Derby
– Agile Software Development with Scrum by Ken Schwaber and Mike Beedle
– Succeeding with Agile by Mike Cohn
– Scrum and The Enterprise by Ken Schwaber
– Scrum – The Art of Doing Twice the Work in Half the Time by Jeff Sutherland
– The Power of Scrum by Jeff Sutherland, Rini van Dolingen, Eelco Rustenburg
– Any of the books listed at PMI: http://www.pmi.org/Certification/~/media/Files/PDF/Agile/PMI000-
GainInsightsAIGLE418.ashx
25Copyright © 2016 Northrop Grumman Corporation,
Approved For Public Release #16-2095; Unlimited Distribution, Dated 11/1/16