first, true lean based agile method al shalloway ceo, net ...1. business driven 2. selects core...

First, true Lean Based Agile Method

Al ShallowayCEO, Net Objectives

Introducing Leanban

Day of Elaborating SAFeTM

© Copyright Net Objectives, Inc. All Rights Reserved 2

Al Shalloway

[email protected]

@AlShalloway

CEO, Founder

Co-founder of Lean-Systems SocietyCo-founder Lean-Kanban University (no longer affiliated)Contributor to SAFe


Lean ManagementProject Management

Leanban / Kanban / Scrum ATDD / TDD / Design Patterns

technical

ASSESSMENTS

CONSULTING

TRAINING

COACHING

Lean for ExecutivesProduct Portfolio ManagementBusiness Product OwnerProduct Owner

Onsite SPC Leading SAFe

SAFe ArchitecturePM/PO




1. Costs of Delay2. Attributes of a Leanban team: Overview3. Attributes of a Leanban team: Details

Implementing Leanban for Your Team


Thin

king Po

ints

Overwhelmed teams cause delay

Delays cause interruptions

Interruptions cause overwhelm

Thinking Points


Overwhelmed teams (working on too many things)

causes delays

which lowers productivity and quality


EXPONENTIALLY MORE WORK

working on multiple projects at same time induces


Product Portfolio Management

Kanban principles

Lean-Flow across teams


Time to add new high value functionality

Time Spent Fixing Bugs Within and Across Systems

Time lost to building things of less importance

Time Available for New Features

Years in future

Current ??? Years?

% o

f ca

pac

ity

Maximum capacity of the team


1. Introduction to Lean-Agile2. Attributes of a Leanban team: Overview3. Attributes of a Leanban team: Details



Business driven

Contains core practices all teams should do

Consistent across organization

Provides explicit starting point for teams based on where they are

Provide proper way to abandon particular practices when better ones available

Based on principles to allow resolution not dogma

Addresses the culture of the organization

Lean-Agile Team


topics

ATTRIBUTES OF LEANBAN TEAMS

1. Business driven • All teams must focus on getting MBIs done in concert and not locally optimizing

• Provides the mindset for coordination across teams


topics


1. Business driven

2. Selects core practices

• Helps teams be effective without having to relearn the wheel

• Increases quality, predictability and velocity


topics


1. Business driven


3. Practices tailored to the team

• Variations must be accounted for• Whether have cross-functional teams• Whether need iterations• Level of team’s discipline• Discipline of team’s interacting with


topics


1. Business driven



4. Committed to enterprise context

• Helps ensure teams do the core practices

• Enables individuals to move around more easily

• Facilitates cross-team learning• Facilitates management understanding


topics


1. Business driven




5. Replaces practices when increases value

• As teams learn they may transcend a practice

• Practices may become inappropriate• Can’t just stop doing something

because you are having a problem with it


topics


1. Business driven2. Selects core practices3. Practices tailored to the

team4. Committed to enterprise

context5. Replaces practices when

increases value6. Principle based

• Laws of software development• Systems thinking

• Lean Science

• Build quality in

• Improves professionalism• Avoids dogma• Provides guidance to extend practices


topics


1. Business driven





6. Principle based

7. Attends to culture

• Culture is unique to a company. • Requiring change may be a mistake but

avoiding it usually is• Must attend to culture and what

degree of change is appropriate


1. Introduction to Lean-Agile2. Attributes of a Leanban team: Overview3. Attributes of a Leanban team: Details



topics


1. Business driven


• Helps teams be effective without having to relearn the wheel

• Increases quality, predictability and velocity


topics

Attribute 2: Core Practices

1. Current Practices

2. Stories & Estimation

3. ATDD

4. Kanban

5. Scrum

• What can we learn from all three?• What do they leave out?


Lean-Agile is based on Lean Principles

Incorporates best practices of Scrum, Kanban, Kanban Method and eXtreme Programming

Provides solid team practices while creating context both for how teams deliver value and work together

Leanban


Lessons from ScrumCross-functional teams are good

Improve collaboration

Eliminate waste

Cadence coordinates different roles

Iterations Create Discipline

Short term planning can be accurate

Principles are needed to learn

Theory without experience is useless. Experience without theory is expensive. - Paraphrase of Deming


Partially done workPaperworkHand-offsExtra featuresTask switchingDelaysDefects

Cross-Functional Teams Manifest Lean and Eliminate Waste


Team

1

Team Organization

UI Team

Mid-tier Team

Database Team

Team

2

Team

3

UI Team

Mid-tier Team

Database Team

Cross-team cross-tribe collaboration is difficult

Inter-tribal

Intra-tribal

Make teams cross-functional


Lessons from KanbanUse kanban to manage flow

Visibility and explicit workflow greatly enhances learning

It is important to include management

How to manage projects without cross-functional teams

How to affect change when one can’t do any change up front (Kanban Method)

If we focus only on work flow, we will miss other opportunities for improvement.

Flow when you can, pull when you must.


Lessons from XPTest-first and automated testing results in long-term high quality, maintainable code

Continuous integration is important

Small stories are important

Collaboration is critical

Shared understanding of Agility is critical


Framework/Method Tunnel VisionFrameworks and methods do not preclude others de jure

But focusing on one thing precludes others de facto

Scrum tends to preclude flow, explicit policies, management (doesn’t have to, but often does)

LKU Kanban tends to preclude teams (doesn’t have to, but often does)

In theory, theory and practice are the same. But in practice they are different. Albert Einstein

Men occasionally stumble over the truth, but most of them pick themselves up and hurry off as if nothing had happened. Winston Churchill


The Lean-Agility Space

Small batchesSelf-organization

Daily standups

SCRUMCross functional team

Sprints provide discipline

Use estimation & velocity

eXtreme ProgrammingTest-First Unit TDD

Paired Programming

Continuous Integration

Automated testing

KANBANImproves flow within

existing structure

Focus on Finishing

Everything Visible

Explicit Workflow

Manage WIP




Paired Programming


Automated testing


Daily standupsFocus on finishing




Daily standupsFocus on finishingEverything visible


Paired Programming


Automated testing




Daily standupsFocus on finishingEverything visibleExplicit workflow


Paired Programming


Automated testing





Manage WIP


Paired Programming


Automated testing





Manage WIPUse estimation & velocity


Paired Programming


Automated testing




Daily standupsContinuous Integration

Focus on finishingEverything visibleExplicit workflow


Test-First Unit TDD

Paired Programming


Automated testing

LEAN-XP


Adopt Test-First at Acceptance Level




ATDD

LEAN-XPTest-First Unit TDD

Paired Programming


Automated testing


Others to Adopt When Can




ATDD

LEAN-XPTest-First Unit TDD

Paired Programming


Automated testing


topics


1. Business driven





call for Different Methods Different Situations

Do we need iterations for planning?

Do we need iterations for discipline?

Can we adopt test-driven development?

Are our developers willing to pair?


Determining Where to Start

Can cross-functional teams be created?

No

Yes

Are iterations

needed for planning or discipline?

Yes

No

Use Leanban with cross-functional teams

and iterations

Use Leanban with a pure flow model without cross-

functional teams

Use Leanban with a pure flow model with

cross-functional teams


topics


1. Business driven





topics


1. Business driven





• As teams learn they may transcend a practice

• Practices may become inappropriate• Can’t just stop doing something

because you are having a problem with it


Practice Value Provided Alternative Method of Getting Value

Iteration Cadence for:• Input• Output• Demo• RetrospectionDisciplineSmall batchesVisibility In & OutVelocityPlanning MethodFocus

Can have independent cadencesMust bring discipline to each story since they make take longer than should without itUse small batches / storiesUse visual controls throughout workflowMeasure velocity via cadencePlan ahead if valuableTake a value centric approach

Cross-FunctionalTeam

Limits WIPReduces HandoffsImproves FeedbackShort term delays in workflowImproves Collaboration Improves learning

Attending to flow while using as close to a true team structure can achieve these values

Product owner Reduces unneeded features An equivalent “one-voice” is needed regardless of method

How to Abandon Practices


Practice Value Provided Alternative Method of Getting Value

Time Boxing Cadence for:• Input• Output• Demo• RetrospectionDisciplineSmall batchesVisibility In & OutVelocityPlanning MethodFocus

Can have independent cadencesMust bring discipline to each story since they make take longer than should without itUse small batches / storiesUse visual controls throughout workflowMeasure velocity via cadencePlan ahead if valuableTake a value centric approach

Cross-FunctionalTeam

Limits WIPReduces HandoffsImproves FeedbackShort term delays in workflowImproves Collaboration Improves learning

Attending to flow while using as close to a true team structure can achieve these values

Product owner Reduces unneeded features An equivalent “one-voice” is needed regardless of method

How to Abandon Practices


Outcome to Achieve

Scrum Kanban What to Do

Coordination withother teams

Time-boxes all in synch Use cadence all in synch Use time-boxes or cadence

Intra-Team Collaboration

Cross-functional teams Insufficient, requires attempting to create teams

Create teams to the extent possible

Team in synch Daily standup Visual Control, daily standup Visual control, daily standup

Reality check Things not done at end of sprint are clear

Cycle time. Insufficient, requires tracking size of stories

Manage

Developer / testerrelationship

Skills, but not roles.End of sprint checkpoint

Insufficient, ignores issue Time-boxing OR discipline with small storiesATDD highly recommended

Predictability of work done

Estimation and velocityInsufficient if don’t manage WIP

Insufficient, requires estimation

Estimation and velocity, Manage interruptions, Reduce technical debt

Smooth transition Often insufficient if teams don’t exist prior to transition

Can control rate of transition Use MBIs, create teams to the extent possible, sequence work, use ATDD

Reduce Technical Debt

Use XP style technical practices

Ignores Use test-first methods (ATDD/TDD), Continuous integration, Emergent Design

Focus on outcomes, not practices


Focus on outcomes, not practicesOutcome to Achieve


Coordination withother teams

Time-boxes all in synch Use cadence all in synch Use time-boxes or cadence

Intra-Team Collaboration

Cross-functional teams Insufficient, requires attempting to create teams

Create teams to the extent possible

Team in synch Daily standup Visual Control, daily standup Visual control, daily standup

Reality check Things not done at end of sprint are clear

Cycle time. Insufficient, requires tracking size of stories

Manage

Developer / testerrelationship

Skills, but not roles.End of sprint checkpoint

Insufficient, ignores issue Time-boxing OR discipline with small storiesATDD highly recommended

Predictability of work done

Estimation and velocityInsufficient if don’t manage WIP

Insufficient, requires estimation

Estimation and velocity, Manage interruptions, Reduce technical debt

Smooth transition Often insufficient if teams don’t exist prior to transition

Can control rate of transition Use MBIs, create teams to the extent possible, sequence work, use ATDD

Reduce Technical Debt

Use XP style technical practices

Ignores Use test-first methods (ATDD/TDD), Continuous integration, Emergent Design


Outcome to Achieve


Finish stories quickly

Time boxes, small stories Managing WIP helps. Still insufficient as may not break stories down small enough

Time boxes OR discipline to complete stories quickly. Decompose to small stories using <given> <when> <then> story format.

Minimal delays in workflow

Cross-functional TeamsUse small stories

Manage WIP Cross-functional teams, Manage WIPUse small stories

Short feedback cycles

Use small storiesProduct owner and cross-functional teams

Manage WIPInsufficient – requires discipline

Use small stories, Manage WIPProduct owner and cross-functional teams

Balanced workload

Pull work based on velocity Manage WIP Pull work based on velocityManage WIP

Focus on outcomes, not practices


Focus on outcomes, not practicesOutcome to Achieve


Finish stories quickly

Time boxes, small stories Managing WIP helps. Still insufficient as may not break stories down small enough

Time boxes OR discipline to complete stories quickly. Decompose to small stories using <given> <when> <then> story format.

Minimal delays in workflow

Cross-functional TeamsUse small stories

Manage WIP Cross-functional teams, Manage WIPUse small stories

Short feedback cycles

Use small storiesProduct owner and cross-functional teams

Manage WIPInsufficient – requires discipline

Use small stories, Manage WIPProduct owner and cross-functional teams

Balanced workload

Pull work based on velocity Manage WIP Pull work based on velocityManage WIP


Practice What It Achieves Doing?

Explicit workflow Enables everyone to know what’s happening. Facilitates learning

Daily standups Keeps people informed (often not needed if co-located)

Make everything visible Facilitates learning and management. Detect challenges.

Common cadence/sprints Enables early synchronization of different teams

Build incrementally and iterate on the increments

Short feedback cycles and learning

Focus on finishing Avoid too much WIP, look for opportunities to collaborate

Do continuous integration Detect out of synchronization errors

Estimate work items and compute velocity (unless a maintenance group)

Validates understanding of items being worked on by the teams. Facilitates planning.

Work in small batches Faster feedback. Easier to avoid workflow delays. Enables people moving around as needed.

Use small stories Faster feedback. Easier to avoid workflow delays. Enables people moving around as needed.

Manage work in process (WIP) Eliminate delay, speed up feedback

Create cross-functional teams to the extent possible

Eliminate delay, speed up feedback, learn faster

Use test-first methods Better understand what is needed, convey this better, improve collaboration between dev and test, facilitate automation of test

Paired Programming Collaboration, shared knowledge of code base, increased discipline


Approach to transitionVisibility / communication

Workload

Feedback loops

Structure

Workflow order

Flow

Communication


topics


1. Business driven2. Selects core practices3. Practices tailored to the

team4. Committed to enterprise

context5. Replaces practices when

increases value6. Principle based

• Laws of software development• Systems thinking• Lean Science• Build quality in



topics

Attribute 6: Principle-based

1. Principles • Laws of software development• Systems thinking• Lean Science• Build quality in



topics


1. Business driven





6. Principle based

7. Attends to culture

• Culture is unique to a company. • Requiring change may be a mistake but

avoiding it usually is• Must attend to culture and what

degree of change is appropriate


Telling people “Just do it”

just doesn’t do it


When an organization starts at the team level, the teams learn local optimizations which they later have to give up when they consider the entire value stream.

When an organization starts with the whole in mind, the teams improve as much as they can within this larger context.

Bottom up? Holistic? Consider …


The ideal rate of change depends on the ability of the organization to change

Ability to change

Am

ou

nt

of

chan

ge a

ttem

pte

d


Lean ManagementProject Management

Leanban / Kanban / Scrum ATDD / TDD / Design Patterns

technical

ASSESSMENTS

CONSULTING

TRAINING

COACHING

Lean for ExecutivesProduct Portfolio ManagementBusiness Product OwnerProduct Owner






Conferences07 June Better Software/DevOps West 201503 August Agile 2015

Public Courses 01 June Leading SAFe™ with Net Objectives Extensions and Full SAI Certification

Questionsemail: [email protected]

twitter: @alshalloway

first, true lean based agile method al shalloway ceo, net ...1. business driven 2. selects core...

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