The document discusses the evolution of agile methods from their origins to the present. While agile methods like Scrum and XP were successful initially, they are missing an enterprise perspective and focus only on teams. The next step is applying lean principles at the enterprise level to properly manage projects and prioritize work. Kanban methods provide a way to do this by focusing on workflow and limiting work in progress to avoid waste.
2. Lean for Executives
Product Portfolio
ASSESSMENTS
Management CONSULTING
Business
T RAINING
COACHING
Lean
Enterprise
Manage
Team
ment
process technical
Kanban / Scrum Lean Management
ATDD / TDD / Design Patterns Project Management
4. Abstract
• Brief history Agile
• What’s missing
• The Lean Perspective
• What’s next
– Enterprise view
– Include management
– New team methods – Kanban
• In a nutshell
– How do we do the right work?
– How do we do it right?
– How do we manage it?
5. What is Agile?
• Building software in stages to:
– Speed up delivery of value to
customers
– Enable responsiveness
THINKING POINTS
– Avoid building what isn’t
needed
• Exists at different levels
– Team agility
– Business agility
6. XP Circa 1999
Benefits Very popular for a few
– High quality years 99-??
– Focused on customer need Took special mindset
Why?
Concept
Regional Coordinators New
Business Leaders Requirements Customers
Trainers & Educators
Product Managers
Consumption
Business Product Champion(s) Customer
Capabilities
Support
Product Related
Software Software Shared
Product Related
Software
Product Software Components
Release Shared
Product Related
Software
Product Software
Release Shared
Components
Shared
Product RelatedProduct Release Components Components
Shared
Product Related
Product Related Development
Development
Components
Shared
Components
Development
7. Scrum – Currently Most Popular
Benefits Practice based
– High speed Protect the team –
exclude management
– Focused on team and their customer
Concept
Regional Coordinators New
Business Leaders Requirements Customers
Trainers & Educators
Product Managers
Consumption
Business Product Champion(s) Customer
Capabilities
Support
Product Related
Software Software Shared
Product Related
Software
Product Software Components
Release Shared
Product Related
Software
Product Software
Release Shared
Components
Shared
Product RelatedProduct Release Components Components
Shared
Product Related
Product Related Development
Development
Components
Shared
Components
Development
8. 60s: Software Crisis
70s: Software Eng/Waterfall
80s: PCs
80s: 4th Gen Language
90s: Internet
90s: Rigorous Process / Y2K
00s: Agile methods
Inspired by Mary and Tom Poppendieck
9. Rely on individual skills
Isolate from management
Let IT say what it can do
Rely on process
Micro-management
Business making demands
10. Agile movement has been succesfull
yet
75% of organizations using Scrum
“ will not succeed in
getting the benefits that they hope for from it.”
Ken Schwaber
www.agilecollab.com/interview-with-ken-schwaber
12. Corporate Agile anti-patterns
Business.
Poor prioritization, too many projects
Teams.
Poorly formed, don’t know Agile,
ineffective release process, technical debt
Management.
Not helping teams
Resistance to Change
17. Scenario B
A Harder Problem
3 stakeholders
3 requests (240 person-days)
12 member team
(use 3 sub-teams to allow focus)
3 months
18. A Harder Problem
Request 1/Team 1
Request 2/Team 2
Request 3/Team 3
19. Why does something that used to
take 1 month, now take 3?
I’m willing to pay for 240 person-
days. Why do you want me to
spread it out over 3 months?
20. Now you want me to forecast 3
months ahead instead of just 1?
Look, the market changes a lot in 1
month as it is!
delay is waste
21. Well, this is complex stuff…
UI, mid-tier, dataflow, enterprise data,
security, use cases, business rules, workflow, object-oriented, ...
It would be more efficient for me if
we reorganize your work a bit...
Break it down into skill areas.
22. So this …
Request 1/Team 1
Request 2/Team 2
Request 3/Team 3
23. … becomes this!
Data Flow‐ Enterprise
UI‐ Request 1 Midtier‐Request 1
Request 1/Team 1
Request 1 Data Request 1
Midtier‐ Data Flow‐ Enterprise Data
UI‐ Request 2 Request 2/Team 2
Request 2 Request 2 Request 2
Data Flow‐ Enterprise Data
UI‐ Request 3 Midtier‐Request 3
Request 3/Team 3
Request 3 Request 3
24. … becomes this!
Data Flow‐ Enterprise
UI‐ Request 1 Midtier‐Request 1
Request 1/Team 1
Request 1 Data Request 1
Midtier‐ Data Flow‐ Enterprise Data
UI‐ Request 2 Request 2/Team 2
Request 2 Request 2 Request 2
Data Flow‐ Enterprise Data
UI‐ Request 3 Midtier‐Request 3
Request 3/Team 3
Request 3 Request 3
UI‐ Request 1 UI‐ Request 2 UI‐ Request 3 UI “Team”
Midtier‐
Midtier‐Request 1 Midtier‐Request 3 Midtier “Team”
Request 2
Data Flow‐ Data Flow‐ Data Flow‐
Request 1 Request 2 Request 3 Data Flow “Team”
Enterprise Enterprise Data Enterprise Data
Data Request 1 Request 2 Request 3 Enterprise Data “Team”
25. … becomes this!
UI‐ Request 1 UI‐ Request 2 UI‐ Request 3 ?
Midtier‐
Midtier‐Request 1 Midtier‐Request 3 ?
Request 2
Data Flow‐ Data Flow‐ Data Flow‐
?
Request 1 Request 2 Request 3
Enterprise Enterprise Data Enterprise Data
?
Data Request 1 Request 2 Request 3
26. … with hidden delays
integration new
finding bug requirement
issue
? UI‐ Request 1 UI‐ Request 2 UI‐ Request 3 ?
Midtier‐
? Midtier‐Request 1 Midtier‐Request 3 ?
Request 2
Data Flow‐ Data Flow‐ Data Flow‐
? ?
Request 1 Request 2 Request 3
Enterprise Enterprise Data Enterprise Data
? ?
Data Request 1 Request 2 Request 3
38. What Work Do You Do?
Getting
Requirements Re-doing
requirements
Planning
Design
Working from old
Collaboration requirements Building
Programming unneeded
features
Integration
Testing “Fixing” bugs
Deployment
Overbuilding
“Integration” frameworks
Documentation errors
Training
There is a difference between eliminating waste and not creating it in the first place.
43. What Is Affect of One
Pipeline On the Other?
BUSINESS VA LUE
Give Feedback
Selecting what to work on Developing It
PIPELINE
44. Concept
Regional Coordinators New
Business Leaders Requirements Customers
Trainers & Educators
Product Managers
Consumption
Business Product Champion(s) Customer
Capabilities
Support
Product Related
Software
Managing
Software Shared
Product Related
Software
Product Software Components
Release Shared
Product Related
Software
Product Software
Release Shared
Components
here
Shared
Product RelatedProduct Release Components Components
Product Related
Development
Shared
Components
Shared Can reduce
Product Related
Development
Development
Components
induced
waste here
Product Portfolio Management
45. kanban by mapping value stream
enables teams
by using lean product
to start where
they are development flow
47. Lean Foundations
• Respect people
• Look to system for failures
• Optimize the whole
THINKING POINTS
• Drive from business value
• Value stream must be managed
• Avoid delays to avoid creating
work
– At enterprise level (product
portfolio management)
– At team level (Kanban)
48. “ sometimes chaos is creative
but usually it’s just madness”
50. Lean/Kanban: A New Paradigm
4 industrial paradigms
1900
Interchangeable
People –
Assembly Line
1800
Interchangeable
Parts
Craft
Tom and Mary Poppendieck
52. Lean/Kanban: A New Paradigm
4 industrial paradigms
2000 Engaged,
Thinking People –
Lean
1900
Interchangeable
People –
Assembly Line
1800
Interchangeable
Parts
Craft
Tom and Mary Poppendieck
55. Lean Knowledge
Stewardship
• Continuous Process Improvement
– Improving all processes all the time
– Requires visual controls
THINKING POINTS
– Requires team involvement
• Focus is on process improvement to
achieve a specified improvement not
a specified $ return
56. What Does It Take
to Learn Something?
“Theory by itself
Hunches,
teaches nothing. hypotheses,
guesses Theory
Application by itself
teaches nothing. Interaction
Learning is the result Data
Experience,
of dynamic interplay observation,
real life
between the two.”
True learning
Peter Scholtes, The Leader’s and improvement
Handbook: A Guide To
Inspiring Your People and
Managing the Daily
Workflow
60. Discussion: Assume methods are neutral
Which is better as you get bigger?
Flow Iteration
Explicit Visible
Policies results
Inclusive Exclusive
Value-
Team
stream
Smooth Abrupt
transition change
61. Discussion: Assume methods are neutral
Which is better as you get bigger?
Flow enables easier
Flow Iteration coordination between
teams.
Explicit Visible Explicit policies
promotes learning and
Policies results assists management.
Including
Inclusive Exclusive management helps
entire value stream.
Value- Most impediments
Team outside of team
stream
Smooth Abrupt Avoids fear, enables
people to transition
transition change at proper rate.
62. The invisible purpose of kanban is to
support process improvement to provide a
target condition by defining a desired
systematic relationship between processes,
which exposes needs for improvement
Toyota Kata: Managing People for Improvement,
Adaptiveness, and Superior Results. Mike Rother
63. Kanban – Based on Lean and Reality
Concept
Regional Coordinators New
Business Leaders Requirements Customers
Trainers & Educators
Product Managers
Consumption
Business Product Champion(s) Customer
Capabilities
Support
Product Related
Software Software Shared
Product Related
Software
Product Software Components
Release Shared
Product Related
Software
Product Software
Release Shared
Components
Shared
Product RelatedProduct Release Components Components
Shared
Product Related
Product Related Development
Development
Components
Shared
Components
Development
Benefits
– Quick transition Based on lean-flow
– Focused on value stream Continuous improvement
Includes management
64. Scaling
Agility Agility at Scale
using methods Focus on entire value
that work at
stream
team level to
get teams to Shortening cycle time
work together Avoid excessive WIP at
product level
65. The Nature of Software Development
Is Software Development a true "Profession?"
Is it Engineering?
Is it an Art?
Is it a Craft?
Is it Science?
66. What Is Missing?
Other Professions have:
– Specialized language
– Clear path to entry
– Defined mentoring
– Peer-review
– Standards & practices
A profession is an organism:
– There has been "medicine" for thousands of years, but no
particular doctor has been around that long
67. Professions begin with
understanding one’s problem
What would you want business to know before telling
a team what to build?
What would you want management to know before
leading their organization?
What would you want a programmer to know before
touching your code?
What would you want someone to know before
leading a Lean Transition at the team level?
68. Summary
Take an Enterprise view
– Look at entire flow
– Use Lean-Thinking
– Not team thinking expanded
We must bring in what we need to know – at all levels
Kanban does this at the team level
Lean product development does it at all levels
Lean Enterprise may be the goal, but improvement is
achievable in a step wise manner
Can we become a profession?