Extending Scrum with the Principles of Lean-Kanban - Scrum Alliance

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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: ƒ Stories not completed at end of sprint ƒ 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 ƒ Started 2-3 years ago to help Scrum Teams ƒ Includes Lean Practices along with other useful things ƒ 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

ƒ Net Objectives Lean-Kanban Conference August 8-9. ƒ Register www.netobjectives.com/register

Thank You! … and following is more to help you plan your next steps

copyright © 2010 Net Objectives Inc.

Resources ƒ Resources: www.netobjectives.com/resources

ƒ ƒ ƒ ƒ

– – – – – –

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 ƒ http://www.netobjectives.com/bdsdug

– Lean-Agile User Group

ƒ http://tech.groups.yahoo.com/group/leanagile

– Lean Programming User Group

ƒ 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 ƒ Lean-Agile Software Development: Achieving Enterprise Agility. Shalloway, Beaver, Trott ƒ Managing the Design Factory: The Product Manager’s Toolkit. Reinertsen ƒ Implementing Lean Software Development: From Concept to Cash. Poppendieck & ƒ ƒ ƒ ƒ ƒ

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 ƒ Peter Scholtes: The Leader’s Handbook: Making Things ƒ ƒ ƒ ƒ ƒ

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 ƒ Essential Skills for the Agile Developer: A Guide to Better Programming and Design. ƒ ƒ ƒ ƒ ƒ ƒ ƒ ƒ

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

ƒ Better Software/Agile Development Practices West Conferences & Expo June 5-10 Caesars Palace in Las Vegas, NV ƒ Net Objectives is sponsoring the conference, as well as giving tutorials and concurrent sessions, and having booth #29 at the Expo

ƒ 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 ƒ Net Objectives Lean-Kanban Conference in Association with Lean-Kanban University August 8-9 Seattle, WA ƒ 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.

ƒ 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 ƒ Net Objectives Lean-Kanban Conference in Association with Lean-Kanban University August 8-9 Seattle, WA

ƒ 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 ƒ 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.

ƒ Session 1 Lean Decision Making ƒ Session 2 Introduction to Kanban ƒ Session 3 Lean-Agile for Executives ƒ Session 4 Intro to Lean product Development Flow ƒ Session 5 Lean Eye for the Systems Guy ƒ 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 ƒ Bellevue, WA – Seminar: Distributed Team Good Practices

ƒ

ƒ Tuesday, June 7. 5:45pm – 8:30 pm PDT. Redmond, WA – Seminar: Avoiding Over and Under Design

ƒ

ƒ Wednesday, June 15. 6:30pm PDT. Internet – Webinar: Agile for Executive Management

ƒ

ƒ Tuesday, July 12. 11:00am – 12:30 pm EDT. Bellevue, WA – Seminar: Driving Lean Organizational Transformation

ƒ Tuesday, August 2. 5:45pm – 8:30 pm PDT.

More information: www.netobjectives.com/free-seminars

Upcoming Public Courses ƒ London, UK – Lean-Agile Enterprise Release Planning – Jun 30-Jul 1

ƒ King of Prussia, PA – Lean-Agile Project Management Certification by Net Objectives – Jul 12-14

ƒ Seattle, WA – Sustainable Test-Driven Development – Jul 25-27

ƒ Seattle, WA – Advanced Software Design– Jul 28-29

ƒ San Francisco, CA – Lean-Agile Project Management Certification by Net Objectives – Aug 2-4

ƒ 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 ƒ 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

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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 ƒ Podcast Series for Lean Agile Straight Talk – First Podcast in the series available – September 29 – www.netobjectives.com/blogs/new-series ƒ Alan Shalloway and Jim Trott talk about what is going on in the world of Lean and Agile software development. ƒ 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 ƒ Focus on the Lean-Agile Pocket Guide for Scrum Teams ƒ 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

Certification Programs by Net Objectives

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.

Net Objectives is not affiliated with the Scrum Alliance

Assessment Services

Lean-Agile Coaching

An effective way to embark on an enterprise level transition to Lean-Agile methods is to start with an assessment of where you are, where you want to go and options on how to get there that are right for you and your budget.

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.

Best Practices Curriculum

Business Mgmt

Senior Management

Agility for Managers (if not taking Implementing Lean-Agile for Your Team)

Lean-Agile Enterprise Release Planning OR

Process

Implementing Lean-Agile for Your Team

Lean-Agile Bootcamp

Analyst

Tester

Lean Product Champion Certification By Net Objectives

Lean-Agile Testing Practices Technical Training: C++, C#, Java

Developer Database Agility

Lean Software Development For Management

Scrum Master Practitioner

IT Management

Business Management

Story Writing & Acceptance Tests LeanAgile Project Manager

Story Writing & Acceptance Tests

TDD Database Boot Camp

Lean-Agile Project Manager Certification By Net Objectives

Implementing Story Acceptance Tests

Analyst Advanced Lean-Agile Project Management for Scrum Masters Effective ObjectOriented Analysis and Design (if needed)

Advanced Software Design

Lean Software Development

Sustainable Test-Driven Development Design Patterns for Agile Developers

Lean Online Training

Design Patterns Explained

Lean-Agile Software Development

IT Mgmt

Lean Agile Overview for Leaders

Emergent Design

Exec Mgmt

Process

Tester

Developer

Net Objectives Courses ƒ Business - Management

ƒ

ƒ Technical Agility

– Lean Online Training – Design Patterns for Agile Developers – Lean-Agile Software Development for Executives – Sustainable Test-Driven Development and Management – Emergent Design – Lean-Agile Software Development for Managers and – Implementing Story Acceptance Tests Leads – Acceptance Test-Driven Development – Transition Management for Lean-Agile – Database Agility Online Training – Transitioning Your Organization to Lean-Agile – Essential Skills for the Agile Developer Methods – TDD Database Boot Camp – Lean-Agile Enterprise Release Planning – Advanced Software Design – Lean-Agile Project Management Certification by Net – Design Patterns Explained Objectives – Lean-Agile Testing Practices Team Agility – Effective Object-Oriented Analysis and Design – Implementing Lean-Agile for Your Team: Using Kanban, Scrumban and Scrum Effectively – Kanban for Lean-Agile Teams – Implementing Scrum for Your Team – The Kanban/Scrum Team Start Up Package – Acceptance Test-Driven Development – Lean-Agile Enterprise Release Planning A Top 5 Course – Lean-Agile Project Management Certification by Net A New Course Objectives – Advanced Lean-Agile Project Management for Scrum Masters – Lean Product champion Certification by Net Objectives More information: www.netobjectives.com/training

Tools We Like ƒ Agile Project Management Tools