Extending Scrum with the Principles of Lean-Kanban
BECOMING
LEAN-agile © copyright 2010. Net Objectives, Inc.
Lean for Executives Product Portfolio Management
Business
ASSESSMENTS CONSULTING T RAINING COACHING
Lean Enterprise Team Kanban / Scrum ATDD / TDD / Design Patterns
Manage ment Lean Management Project Management
Challenges of Scrum
Agenda • How Kanban assists team • How Lean assists organization
Using Principles of Kanban to Assist the Team
Agile
© copyright 2010. Net Objectives, Inc.
Kanban at the Imperial Gardens
Iteration
Explicit Policies
Visible results
Inclusive
Exclusive
Smooth transition
Abrupt change
Valuestream
Team
Scrum
Kanban
Flow
A Sprint Board Product Backlog
Sprint Backlog
Most Scrum teams have explicit policies about this move
In Progress
Ready for UAT
Done
Most Scrum teams have explicit policies about this move
When have you learned more by teaching? Why does pairing work? Cost of lack of explicit knowledge?
Processes are not about the process. They are about helping people understand what each other is doing.
Sprint Board With Explicit Policies Product Backlog
Sprint Backlog
Define Tests
Explicitly state your policy for starting work
Design + Code
Explicitly state your policy of your work flow
Run tests
Ready for UAT
Causing handoffs?
Done
Explicit Policies When Swarm Product Backlog
Sprint Backlog
In Progress
Explicitly state your Policies on your work. ATDD? TDD?
_l1dd
Ready for UAT
Done
Lean Kanban results in
faster CPI than normal Agile team start-ups Miami Lean/Kanban Conference May 2009
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
Requires Visibility of where work is of how you do your work Manage Work in Progress Flow Continuous Education
Iteration
Explicit Policies
Visible results
Inclusive
Exclusive
Smooth transition
Abrupt change
Valuestream
Team
Scrum
Kanban
Flow
Telling people ”just do it” just doesn’t do it.
Iteration
Explicit Policies
Visible results
Inclusive
Exclusive
Smooth transition
Abrupt change
Valuestream
Team
Scrum
Kanban
Flow
Concept New Requirements
Regional Coordinators Business Leaders
Trainers & Educators
Consumption
Product Managers
Business
Customers
Product Champion(s)
Customer
Capabilities
Support Product Related Software Software Shared Product Related Product Software Software Release Components Shared Product Related Product Software Software Release Shared Components Shared Release Components Components Product RelatedProduct Shared Product Related Components Shared Product Related Components
Development Development Development
Iteration
Explicit Policies
Visible results
Inclusive
Exclusive
Smooth transition
Abrupt change
Valuestream
Team
*Scrumban http://leansoftwareengineering.com/ksse/scrum-ban/
Scrum
Kanban
Flow
how much of what you do is
valuable? rework?
What Work Do You Do? Getting Requirements
Design
Re-doing requirements
Planning Collaboration
Working from old requirements
Programming Testing
Integration
“Fixing” bugs
Deployment Documentation
Training
What percentage of your time do you spend on the left? Write it down.
Building unneeded features
“Integration” errors
Overbuilding frameworks Essentially duplicating components
DELAY IS finding redoing reworking waiting
hand-offs bottlenecks information delay untested code unread requirements transaction related coordination related
Lean suggests that shortening cycle time raises productivity and quality while lowering cost.
Managing WIP* directly helps: Stories not completed at end of sprint Too many stories in play
* WIP = Work In Progress
Managing WIP indirectly helps: • Unavailability of product owner to team • Testers lagging developers
Stop Starting Start Finishing and
David Anderson
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
How much time does Your product owner spend on work several sprints away
Using Principles of Lean to Assist the Entire Organization
Agile
© copyright 2010. Net Objectives, Inc.
Concept New Requirements
Regional Coordinators Business Leaders
Trainers & Educators
Consumption
Product Managers
Business
Customers
Product Champion(s)
Customer
Capabilities
Support Product Related Software Software Shared Product Related Product Software Software Release Components Shared Product Related Product Software Software Release Shared Components Shared Release Components Components Product RelatedProduct Shared Product Related Components Shared Product Related Components
Development Development Development
the
Value Stream is a Pipeline
or is it?
impediments
THE BUSINESS WANTS WHAT IT WANTS WHEN IT WANTS IT
…and teams are overwhelmed
Lean says… Delays in workflow create work Working beyond capacity increases delays The more things you push the less you’ll get done The bigger the pieces the less you’ll get done
BUSINESS VA LUE Give Feedback
Selecting what to work on
PIPELINE
Developing It
move smaller pieces through pipeline (more valuable)
Concept New Requirements
Regional Coordinators Business Leaders
Trainers & Educators
Consumption
Product Managers
Business
Customers
Customer
Product Champion(s)
Capabilities
Support Product Related
Software Software Shared Product Software Release Software Components Shared Product Related Product Software Release Software Components Shared Shared Product Release Components Product Related Components Shared
Managing here…
Product Related
Development Development Development
Product Related
Product Related
Components Shared Components
…reduces induced waste here
Product Portfolio Management
VALUE Business
Lean Enterprise Team
MAKE
Manage ment
FLOW
MAKE Team
INCREMENTAL DELIVERY CREATIVE PROBLEM SOLVING QUALITY BUILT IN
VALUE PRIORITIZATION BUSINESS ITERATIONS RELEASE PLANNING
Business
FLOW Value Stream Visualization Impediment Impact Workflow as Process
ACCOUNTABILITY
technical Manage (limit) queues Visual controls Manage flow (process)
Manage ment
the SILVER card when and what to challenge
Key Points 1. 2. 3. 4. 5. 6.
Optimize the whole High level product selection High level product management Structure of a team Coordinating work between teams Stakeholders to team
Legacy Organization: Matrix Resources to Projects
Project 1 Project 2 Project 3 Project 4 Project N
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.
Key Points 1. 2. 3. 4. 5. 6.
Optimize the whole High level product selection High level product management Structure of a team Coordinating work between teams Stakeholders to team
Business Value Realization Trends Pareto
Ideal / Pareto (80/20)
Minimum Roll Out
Waterfall?
Blend (Portfolio)
Key Points 1. 2. 3. 4. 5. 6.
Optimize the whole High level product selection High level product management Structure of a Team Coordinating work between teams Stakeholders to Team
when do you
know you have all the pieces?
Key Points 1. 2. 3. 4. 5. 6.
Optimize the whole High level product selection High level product management Structure of a Team Coordinating work between teams Stakeholders to Team
Lean is a focus on time – feedback is key time to address Dev/QA to Customer Analysis Requirements
Dev Dev Dev to to to Test to Designer self self Dev Design
Define Test Specifications
Code
Test
Integrate
Across teams
Customer to Dev
Customer to Analyst, et. al.
Deploy to customer Show customer
Case Study 1 Self-organized teams Teams self-organized by layer
It’s not self-organizing teams.
It’s cross-functional, selforganizing teams.
what structure to use?
Key Points 1. 2. 3. 4. 5. 6.
Optimize the whole High level product selection High level product management Structure of a Team Coordinating work between teams Stakeholders to Team
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
Dynamic Feature Teams
Team structure should be a mechanism to get the job done quickly.
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
MMF
MMF Splitwork MMFon Teams according their partsto Teams
Eventually integrating Teams work on theirthem parttogether until done Teams split according to components
Feedback times for: Team 2 weeks Across teams 6 weeks Customer 8 weeks
Progress bar
MMF
MMF Split MMF into sub-features
Integration still required After one iteration, teams but takes much less time integrate their components Development Teams work teams on split according their to part components
Feedback times for: 2 weeks Team Across teams 2 weeks 2 weeks Customer
Progress bar
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.
Key Points 1. 2. 3. 4. 5. 6.
Optimize the whole High level product selection High level product management Structure of a Team Coordinating work between teams Stakeholders to Team
The Simple Case 1. Define Business capabilities
A
3. Prioritize MMFs 2. Create MMFs
A1
A2
A1
4. Create high level stories
A1 A1A1
A1
A2
Architecture Technical Leads
Product Owners
5. Assign to team backlog Team Product Backlog
Development team
Team 1
A Harder Case 1. Define Business capabilities
A
3. Prioritize MMFs 2. Create MMFs
A1
A2
4. Create high level stories
A1
A1 A1A1
A2
A2A2 A2
A1
5. Assign to team backlogs Team Product Backlogs
Development teams
Team 1
Team 2
Team 3
Team 4 Architecture Technical Leads
Product Owners
Agile At Scale 1. Define Business capabilities
A
2. Create MMFs
B1
B1 B1
A1
A1
A1 A1A1
A2
B2
B
4. Create high level stories
3. Prioritize MMFs
B1
B2
B3
C
C2
Development teams
B1 Team 1
A1
B2B2 B2 B3 B3
C1 C1
Team Product Backlogs
Team 2
B3
Blocked
B3
5. Assign to team backlogs
Team 3
A2 C2
Team 4 Architecture Technical Leads
Business Stakeholders Product Managers Product Owners
Understand the principles behind the big picture Create a larger ‘team’ The way teams are given work affects the level of coordination
key points
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 www.netobjectives.com/register
Thank You! … and following is more to help you plan your next steps
copyright © 2010 Net Objectives Inc.
Resources Resources: www.netobjectives.com/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 http://www.netobjectives.com/bdsdug
– Lean-Agile User Group
http://tech.groups.yahoo.com/group/leanagile
– Lean Programming User Group
http://tech.groups.yahoo.com/group/leanprogramming
Join our e-mail list to receive regular updates and information about our resources and training of interest to you
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 www.netobjectives.com/resources/bibliography for a full bibliography
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 www.netobjectives.com/resources/bibliography for a full bibliography
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 www.netobjectives.com/resources/bibliography for a full bibliography
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: www.netobjectives.com/better-software-conference-2011
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: www.netobjectives.com/LeanKanbanConfSeattle11
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: www.netobjectives.com/LeanKanbanConfSeattle11
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 25. – http://www.netobjectives.com/lssc11-session-6-may-2011 Series: http://www.netobjectives.com/lean-ssc-2011-webinar-series
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 12. 11:00am – 12:30 pm EDT. Bellevue, WA – Seminar: Driving Lean Organizational Transformation
Tuesday, August 2. 5:45pm – 8:30 pm PDT.
More information: www.netobjectives.com/free-seminars
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 12-14
Seattle, WA – Sustainable Test-Driven Development – Jul 25-27
Seattle, WA – Advanced Software Design– Jul 28-29
San Francisco, CA – Lean-Agile Project Management Certification by Net Objectives – Aug 2-4
Seattle, WA – Kanban for Lean-Agile Teams – Aug 22-23 More information: www.netobjectives.com/courses/
Conference Courses: 8:30am – 5:00pm Other Courses: 9:00am – 5:00pm
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: www.netobjectives.com/scrum-lean-kanban-webinar-series
New Podcast Series Podcast Series for Lean Agile Straight Talk – First Podcast in the series available – September 29 – www.netobjectives.com/blogs/new-series 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: www.netobjectives.com/blogs
Net Objectives Services Training in Sustainable Product Development
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Net Objectives offers the most comprehensive Lean-Agile training in the world. Our offerings include Lean, Agile Analysis, Design Patterns, TestDriven Development, and Lean-Agile Testing.
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
Our approach is a blend of principles and practices to provide a complete team and/or enterprise wide training solution.
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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.
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