© 2009 leffingwell, llc. appropriate graphic goes here a lean|agile learning journey for nokia...

© 2009 Leffingwell, LLC.

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goes hereA Lean|Agile Learning Journey for Nokia S30/40

Managers

Module 2: Lean Software Development

(Rev 2 22.9.09)


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Things Change

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-- Taiichi Ohno, Toyota Production System. (the father of lean)

“Plans change very easily. Worldly affairs do not always go according to a plan and orders have to change rapidly in response to a change in circumstances. If one sticks to the idea that once set, a plan should not be changed, a business cannot exist for long.”


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Practices Must Change Too

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-- Geoffrey MooreDealing with Darwin

Inertia is the residue of past innovation efforts. Left unmanaged it consumes the resources required to fund next-generation innovation.


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Lean Thinking House

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Development Practices long-term great engineers mentoring mgr-eng-

teacher cadence cross-functional team room + visual mgmt entrepreneurial

chief/product manager set based concurrent dev. create more knowledge

14 Lean Principles

Long-term philosophy, master norms, visual controls, tested tech, leaders-teachers from within, develop exceptional people, help partners be lean, go see, consensus and action, learning/ reflection/kaizen

Derived from: Toyota Production System (2004)Larman and Vodde (2009) Adapted by Leffingwell, LLC. (2009)

Flow Pull


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Lean Principles Applicability to Software Development

Focus on value Focus on value delivery to the customer or end user. Understand and

optimize the entire value chain

Reduced work in process and inventory

Reduced investment in too-early requirements and documentation Minimize work in process Minimize multiplexing amongst projects and tasks Increase delivery throughput Reduced process overhead, compliance checks Last Responsible Moment decision making

Reduced cycle times Deliver solutions in smaller lots (tasks, user stories, use cases) Smaller and more frequent releases put working solutions in the hands of

customers more quickly

Cell-based teamwork, empowerment, responsibility and accountability

Self-organizing, self-managing software teams Increase cross-training with pairing and shared knowledge and assets Collocate all team members to extent practical Entire team commits to delivering iterations and releases

Build quality in

Teams are responsible for quality All work (solution increments) is tested work Apply test automation wherever possible

Continuous process improvement

Teams responsible for continually improving their performance with regular reflection and adaption


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The Goal: Sustainably Deliver Value Fast

“All we are doing is looking at the timeline, from the moment the customer gives us an order to the point where we collect the cash. And we are reducing the time line by reducing the non-value added wastes.” -- Taiichi Ohno

“We need to figure out a way to deliver software so fast that our customers don’t have time to change their minds.” --Poppendieck

“Focus on the baton, not the runners”. -- Larman and Vodde

1) Focus on customer requirements as they move through the system, not the people and organizations who manage them

2) Minimize delays, handoffs and non-value added activities


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Managers are teachers, not directors

Mentor people closely for years, in engineering and problem solving

Teach people to analyze root causes and make problems visible; they discover how to improve

Managers understand and act on the goal of "eliminating waste" and "continuous improvement" in their own actions and decisions -employees see this

Pillar 1: Respect for People

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Don’t Trouble Your Customer

Teams & Individuals Evolve Their Own Practices & Improvements

Develop People, then Build products

Your customer is anyone who consumes your work or decisions

Relentlessly analyze and change to stop troubling them

Don't force people to do wasteful work Don't give them defects Don't make them wait Don't impose wishful thinking on them Don't overload them

Build Partners

Management challenges people to change and may ask what to improve, but ...

Workers learn problem solving and reflection skills and then decide how to improve

Form long-term relationships based on trust

Help partners improve and stay profitable

Source: Larman and Vodde, 2009


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Pillar 2: Continuous Improvement

Principle 11. Respect your extended network of partners.

– Treat your partners as an extension of your business.

– Challenge them to grow and develop.

– Set challenging targets and assist your partners in achieving them.

Principle 12. Go and See to thoroughly understand the situation

– Solve problems and improve processes by going to the source and personally observing and verifying data

Principle 13. Make decisions slowly by consensus, thoroughly considering all options; implement decisions rapidly

– Do not go down one path until you have thoroughly considered alternatives. When you have picked, move quickly but cautiously down the path.

Principle 14. Become a learning organization through relentless reflection (hansei) and continuous improvement (kaizen).

– Once you have established a process, use continuous improvement tools to determine the root cause of inefficiencies and apply effective countermeasures.

– Protect the organizational knowledge base by developing stable personnel, slow promotion, and careful succession systems.

– REFLECT (hansei) at key milestones and after you finish a project to openly identify all the shortcomings of the project.

8Source: The Toyota Way, 2004


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Foundation: Lean-Thinking Manager-Teachers

Management is trained in lean thinking - bases decisions on this long term philosophy

Management is trained in the practices and tools of continuous improvement (kaizen)

– Applies them routinely … teaches employees how to use them

Go See - managers are expected to “go see with their own eyes”

– “You can’t come up with a useful improvement sitting at your desk”

– “Go see what’s happening in the workplace”

– “Don’t look with your eyes, look with your feet….people who only look at the numbers are the worst of all” -- quotes from Toyota Lean leaders

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Kaizen Mind – your job is to do your job and to improve your job. Improve endlessly.

Source: Larman and Vodde, 2009


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Principle: Flow - Implement Continuous, One Piece Flow

Minimize waste

– Overproduction, inventory, work in process, handoffs

Provide incremental value delivery

Brings problems to the surface

– Stop the line if quality issues surface

– Defect mindset – find (now) – fix (now) - forget

– Match capacity to demand

– Level the workload

– Efficiency and productivity

– No projects10

Source: Corey Ladas


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Principle: Use Pull Systems

Build in response to a signal (kanban) from the customer A downstream team is the customer of an upstream team Small batches increase throughput Work naturally matches capacity Delays decisions until the Last

Responsible Moment

The more inventory a company has, the less likely they are to have what they need.

--Taiichi Ohno

A simple, WIP-limited Kanban board-- Corey Ladis


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Exercise: Batch Size, Flow & Pull

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1. CREATE A 4-PERSON PROCESS2. EACH PERSON FLIPS ALL

PENNIES ONE AT A TIME AND RECORDS RESULTS

3. PASS ALL PENNIES AT ONCE TO THE NEXT PERSON

4. RECORD TIME FROM START TO END

Batch push system


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Exercise: Batch Size, Flow and Pull

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Small lot pull system

1. SAME 4-PERSON PROCESS2. EACH PERSON FLIPS EACH PENNIES

AND RECORDS RESULT3. PASS EACH PENNY AS FLIPPED4. TIME FROM START TO FIRST PENNY

AND ALL PENNIES END


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goes here• A defect is discovered on the third penny at station 4.

• It requires 10 sec. of rework at station 3• How much rework is required in push vs. pull?

Processed

Unprocessed

1 2 3 4

Bad penny discovered

Bad penny discovered

Push

Pull

Exercise: Rework


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Development Practices Example: Scrum

* Everything is time boxed *

Code, build, test cycle

Meeting:Iteration planning

Meeting:Daily Scrum

Meeting: Iteration Demo

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Note: Other Lean/Agile development practices include XP, OpenUP, DSDM, FDD, Kanban


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The Roots of Scrum

The New, New Product Development

Game(Toyota-Harvard

Business Review 1987)

Lean and the Toyota

Way

Iterative, Incremental

Development, Time-boxes

Smalltalk Engineering Tools

Scrum

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Scrum – Guiding Principle

If a process is unpredictable or too complicated for the planned, (predictive) approach, then the empirical approach (measure and adapt) is the method of choice.

ProcessInput Output

Measure

Adjust

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Scrum Philosophy

Based, in part, on Toyota’s product development Process– Concurrent Engineering

– The New, New Product Development Game

Based on empirical process control Harnesses the power (Ba) of the team Lightweight process, just 3 roles

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Three Roles in Scrum

Product Owner Assure team is pursuing a common vision Establish priorities to track business value Act as ‘the customer’ for developer questions Work with product management to plan releases Accept user stories and iteration

Scrum Master Run team meetings, enforce scrum Remove impediments Attend integration scrum meetings Protect the team from outside influence

Team Create user stories from product backlog Commit to iteration plan Define/Build/Test/Deliver stories (fully accepted)

SCRUM

Product Owner

Scrum MasterTeam

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The Power of “ba”

The energy that drives a self-organizing team Dynamic interaction of individuals and organization creates synthesis in the form of

a self-organizing team

The fuel of ba is its self-organizing nature a shared context in which individuals can interact

Team members create new points of view and resolve contradictions through dialogue

New knowledge as a stream of meaning emerges

This emergent knowledge codifies into working software

Ba must be energized with its own intentions, vision, interest, or mission to be directed effectively

Leaders provide autonomy, creative chaos, redundancy, requisite variety, love, care, trust, and commitment

Creative chaos can be created by implementing demanding performance goals. The team is challenged to question every norm of development

Time pressures will drive extreme use of simultaneous engineering

Equal access to information at all levels is critical

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The New, New Product Development Game, ToyotaHarvard Business Review, 1986 (the Roots of Scrum)


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Scrum in the House of Lean

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Development Practices cross-functional team room + visual mgmt entrepreneurial

chief/product owner create more knowledge

Lean PrinciplesLong-term philosophy, flow, pull, level workload, stop and fix, master norms, visual controls, leaders-teachers from within, consensus and action, learning/ reflection/kaizen

Derived from: Toyota Production System (2004)Larman and Vodde (2009) © Leffingwell, LLC. (2009)


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VALUE STREAM ANALYSIS – A THINKING TOOL FOR ANALYZING AND OPTIMIZING THE TIME FROM CONCEPT TO CASH


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Steps in Value Stream Mapping

1. Produce “current state” map

– Identify all processes, value added times and delays between receipt of customer request and delivery for a typical project

2. Critique current state

– Identify the major sources of delays and handoffs

3. Map future state

– Draw an ideal state

4. Create and implement action plan

– What are the largest sources? What are the easiest sources to improve first?

5. Measure and improve23


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Value Stream Map Example 1 - Small, high priority feature change request. Organization A.

5 hours.

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E-mail Supervisor

E-mail Tech Lead

Assign Developer

To Verification

To Operations

Of course there is a developer available

Value

Waste

5 min _____

2 hours

2 min _____

2 hours

15 min _____

1 hour

2 hours _____

15 min

15 min _____

10 min

3 min 160 min

325 min

33% Efficiency

Adapted from Poppendieck:Implementing Lean Software Development: Form Concept to Cash. 2007.


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Example 2 - Small priority feature change request, Organization B: 6 weeks

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Form Sent to Queue

Form Sent to Queue

Form Sent to Queue

To Verification

To Operations

Biweekly releases means a wait of an average of 1 week

for verification

Value

Waste

5 min

15 min

_____

½ week

2 min _____

2 weeks

15 min _____

2 weeks

2 hours _____

1 week

15 min

3 hr 45min

_____

½ week

3 min 2 hours 40 min

6 weeks + 4 hrs

1% Efficiency

Wait an average of 2 weeks for

developers

Wait an average of 2 weeks for an

architect

Weekly review of requests means an

average wait of ½ week

20 Min Total

4 Hours Total

Extra 15 minutes to fill out request form

Only 15 minutes of 4 hours should be needed to verify



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Example 3 – Fast track project split into multiple branches: 3 months

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23-33% Efficiency

123 Hours Value

500-660 Hours Total Cycle Time

1 hour

1 week

1 hour

1 day

2 weeks working together

1 week

How much is value?

2-3 months to merge

½ week

1 hour


Value

Waste


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Example 4 – medium-sized project in overloaded department:21 months

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Queue 4 Years work

2X25% of these requirements are dropped during analysis

50% of these requirements eventually change

Value

Total Time

1 week work

1 month total

Cumulative Time 1 month

1 day work

1 week total

1.25 months

1 hour work

1 week total

1.5 months

3X (5min work)

2½ months total

4 months

8 weeks work

16 weeks total

6 months

5 min work

2 weeks wait

6.5 months

2 months + 3X (1week fix)

Takes 6 months total

14.5 months

1 week

Average 3 months

17.5 months

1 day

2 weeks wait

20 months

2 weeks work

20.5 months

1 hour work

2 weeks wait

21 months

5 min work

Takes 2 months

8.5 months

8 weeks total

19.5 months

3X


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Exercise – Value Stream Mapping

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1) Gather the right stakeholders and spend an hour to draw a map - and a half hour to discuss what you’ve learned

2) Later - Take a half day to gather any missing data, and involve any other key stakeholders

3) Take two more hours to draw the map and an hour to discuss implications

4) Envision the future state5) Create an action plan for addressing the

biggest waste (delays)



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Suggested Readings

Primary

– Implementing Lean Software Development: From Concept to Cash. Poppendieck, Mary and Tom. Addison-Wesley. 2007

Other

– The Toyota Way. Liker, Jeffrey. McGraw-Hill. 2004.

– Lean Primer. Larman, Craig and Bas Vodde. www.leanprimer.org

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Proj

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Portf

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Product Owner

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Stories fit in iterations

(Implemented by) Tasks

Features fit in

releases

Epics span

releases

Iterations Iterations

Release theme and objectives

Architectureevolves

continuously

Spikes are research, design, refactor Stories

Systems, applications, products

The Agile Enterprise Big Picture

Agile Teams(3-10 typical)

Architectural Runway

Epic 3

Epic 4

Portfolio Vision

H

HH

H

Stories

Components and Features

AgileMaster

Rel

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Rel

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Pla

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Feature 3

Feature 4

System TeamIt

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Bac

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Release Planning

Feature 2

Feature 1

Epic 1

Epic 2

Pla

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Dem

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For discussion, see www.scalingsoftwareagility.wordpress.com

Backlog Constraints

(NFRs)(

NFRs

Epi

c B

ackl

og

Stories

RoadmapVision

Arch 1

©2009 Leffingwell, LLC.

Re

lea

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In

cre

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Investment Themes

Release Planning

http://www.scalingsoftwareagility.wordpress.com/

© 2009 leffingwell, llc. appropriate graphic goes here a lean|agile learning journey for nokia...

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