1. AgileLean-and In Between-Peter Green Hart Shafer@tptman @3jhs

2. 2Outline Lean Why Lean? History of the approach Core Principles Agile Why Agile? History of the approach Core Principles Lean Startup Why Lean Startup? History of the approach Core Principles Overlap of Lean, Agile, and Lean Startup 3. The Problem Lean was Trying to Solve Large inventory gave economies of scale but: Slow response to change Slow response to custom orders Opportunity for Toyota: Build system that minimized time from request todelivery3 4. History of Lean4 5. 5Core Lean Principles1. Understand Value from thecustomers perspective2. Optimize the Value Stream3. One Piece Flow4. Pull Production5. Continuous Improvement 6. The problem Agile was trying to solve6 7. History of Agile7Jeff Sutherland 8. Core Agile Principles81. Collaboration2. Deliver working softwareearly and continuously3. Adapt to change4. Continuous Improvement5. Technical Excellence throughself-organization 9. The Problem Lean Startup was Trying to Solve9Build TheRight Thing 10. History of Lean Startup10Agile DevelopmentCustomer +Product DiscoveryLean Principle:Eliminate WasteSteve Blank Eric Ries 11. Core Lean Startup Principles111. Define your assumptions2. Generate validated learningby using experiments with aslittle waste as possible3. Scale experiment investmentas risk decreases and confidenceincreases4. Pivot until you find aproduct/market fit5. Measure and Scale 12. Timeline: Agile, Lean and In Between121950s: Deming Cycle and Mindset System Thinking Fast FeedbackLoops (PDCA) Trust People1970s: Lean Manufacturing ManufacturingExcellence ToyotaProductionSystem1990s: Agile Software Development SoftwareDevelopmentExcellence Scrum XP2010: Lean Startup MarketExcellence CustomerDevelopment ProductDiscoveryFuture: Leadership& Org-wide Agility OrganizationalExcellence CustomerDelight CollaborativeStructures LeadershipScienceComplexDomains Complexity and Interconnectedness are occurringat an increasing pace Old mindsets are not effective in highly complex systems New way of working based on: Simple Rules Trusting People Learning OrganizationsComplicatedDomainsNewMindset 13. A new mindset for doing businessFeedback Loops:PDCA (lean)Inspect & Adapt (agile)Build Measure Learn (lean startup)13 Complexity andInterconnectedness areoccurring at an increasing pace Old mindsets are not effective inhighly complex systems We need a different way ofworking: Simple Rules Trust People Learning Organization 14. Combining the practices: a few examples14EliminateMap WasteValueStreamAgile PracticesLimit WorkIn ProgressFrequentIteration onSolutionFastFeedbackLoops,LearningMindsetCustomerExperimentsSelfOrganizingTeams 15. Using the practices in a typical product life cycle Note: the phases are not actually linear Often they overlap and feedback loops exist (and should)LLeeaannAgileStartupThe mindsets of the three approaches are completely alignedCombine the practices of each to make the others work betterThis is not an either or situation understand and use eachto improve the overall system of work15CustomerDiscoverySolutionBuild &RefineSupport Maintenance Marketing SalesAgileLeanStartup