1

LEAN SOFTWARE DEVELOPMENT

Author: Christopher GrantPublished 5/2013

2

AGENDA• METHODOLOGY OVERVIEW

• OverviewofLean• Handsondemonstrations

• RealWorldExamples

• Howwecanapplyitinourorganization• THE SAFE PROCESS

• Comparisontoexistingprocess• Roles,Responsibilities,&Artifacts

• SAFe processusingJira

• HANDS ON WORKSHOP

• IdeationthroughApproval

• BreakdownandScheduling• ExecutionandDelivery

3

ABOUT ME§ CHRISTOPHERGRANT

§ MBA+IASACertified§ 17YearsinTechnology§ 10YearsworkinginSDLC§ ScaledImplementations§ PMP,RUP,Scrum,Lean

4

METHODOLOGY RESOURCES

http://scaledagileframework.com/http://www.scaledagileacademy.com/

5

FOCUS AREA RESOURCES

6

METHODOLOGY OVERVIEW

7

LEAN OVERVIEW§ LeanisamanagementphilosophyderivedfromtheToyotaProduction

System(TPS)developedbetween1948and1975andhassincebeenappliedwithgreatsuccessintheservicesindustryinrecentdecades

§ In“LeanThinking”,publishedin2003,JamesP.WomackandDanielT.JonesintroducedfivefundamentalLeanPrinciples.

§ Value

§ ValueStream

§ Flow

§ Pull

§ Perfection

8

Activity– BestwaytoStuffEnvelops§ Todemonstratesomeoftheseprinciples letsdoa

simplehandsonactivity§ TriFold,Stuff,StampandSeal10Letters

§ Timeyourself(PretendtoStampandSeal)§ FirstRound– Batch

§ Doall20ofonestepbeforemovingtothenext§ Secondround– Serial

§ Doeachstepforeachletterbeforemovingtothenext

§ Whatdidyounotice

9

LEAN METHODOLOGY

10

LEAN - DEFINE VALUE§ VALUE (FROM THE CUSTOMER'S PERSPECTIVE)§ WHAT DO CUSTOMERS WANT?

§ Isit:Speed,Features,Service?

11

VALUE STREAM§ MAP THE STEPS IN THE STREAM

§ IDENTIFY§ PointsofValue§ PointsofWaste

12

7WASTES OF SOFTWARE DEVELOPMENT

§ MANUFACTURING§ Inventory§ Overproduction§ ExtraProcessing§ Transportation§ Waiting§ Motion§ Defects

§ DEVELOPMENT§ PartiallyDoneWork§ ExtraFeatures§ Relearning§ Handoffs§ Delays§ TaskSwitching§ Defects

13

SIMPLE VALUE STREAM

1. CREATE2. FOLD3. STUFF4. STAMP

5. VALIDATE6. SEND7. VALUE

7

666

7 7

555

444

333

222

111 Seven Wastes of Lean1. Waiting2. Over production3. Rejects4. Motion (Excess)5. Processing (Over)6. Inventory7. Transportation

14

CREATE FLOW§ ECONOMICVIEW - FOCUS ON VALUE AT EVERY LEVEL

§ ACTIVELY MANAGE QUEUES - SHORTER QUEUES

§ UNDERSTANDAND EXPLOIT VARIABILITY - MITIGATE VARIABLES

§ REDUCE BATCH SIZES - SMALLER UNITS

§ APPLY WORK IN PROGRESSCONSTRAINTS (WIP)- SERIALIZE

§ CONTROL FLOW UNDER CERTAINTY - CADENCE AND SYNCHRONIZATION

§ GET FEEDBACKAS FAST AS POSSIBLE - SHORTER FEEDBACK CYCLES

§ DECENTRALIZE CONTROL - REDUCE DELAYS IN DECISIONMAKING

15

MODIFIED VALUE STREAM

1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7

1 2 3 4 5 6 71 2 3 4 5 6 71 2 3 4 5 6 7

Original

Modified

-Value Delivered Sooner- Mitigate Variable of Change- Reduced Batch Sizes- Reduced WIP (from 3 to 1)- Faster Feedback

16

PULL§ Therightamountpulledattherighttime,nomore,noless)§ LimitOverProduction&Waste- RespondQuickertochange§ Don’tdoanythinguntilitsneededthendoitfast

http://www.handsongroup.com/lean-manufacturing-topic-of-the-day-from-make-to-stock-to-make-to-order/

17

PERFECTION§ Perfection(eliminationofallwasteinthevaluestream)§ ImplementKaizenandContinuousImprovementProcesses§ CelebrateSuccesses

18

REAL LIFE EXAMPLES

19

COFFEE MAKERS

Batch Singlevs

20

CUPCAKES

Batch Flowvs

21

AUTOMOBILE PAINTING

Batch vs Eliminating Delays

22

BURRITOS

Batch and Continuous flow

23

APPLYING IN LEAN IN PRACTICE

24

DISCUSS

• WHAT IS VALUE• WHAT IS THE VALUE STREAM

• Whereisourwaste

• HOW DO WE CREATE FLOW• HOW DOES PULL APPLY

• HOW CAN WE IMPLEMENT KAIZEN

25

DISCUSS

• WHAT IS VALUE• WHAT IS THE VALUE STREAM

• Whereisourwaste

• HOW DO WE CREATE FLOW• HOW DOES PULL APPLY

• HOW CAN WE IMPLEMENT KAIZEN

26

7WASTES OF SOFTWARE DEVELOPMENT

§ MANUFACTURING§ Inventory§ Overproduction§ ExtraProcessing§ Transportation§ Waiting§ Motion§ Defects

§ DEVELOPMENT§ PartiallyDoneWork§ ExtraFeatures§ Relearning§ Handoffs§ Delays§ TaskSwitching§ Defects

27

DISCUSS

• WHAT IS VALUE• WHAT IS THE VALUE STREAM

• Whereisourwaste

• HOW DO WE CREATE FLOW• HOW DOES PULL APPLY

• HOW CAN WE IMPLEMENT KAIZEN

28

CREATING FLOW§ ECONOMIC VIEW - FOCUS ON VALUE AT EVERY LEVEL

§ ACTIVELY MANAGE QUEUES - SHORTER QUEUES

§ UNDERSTAND AND EXPLOIT VARIABILITY - MITIGATE VARIABLES

§ REDUCE BATCH SIZES - SMALLER UNITS

§ APPLY WORK IN PROGRESS CONSTRAINTS (LIMIT WIP)- SERIALIZE

§ CONTROL FLOW UNDER CERTAINTY - CADENCE AND SYNCHRONIZATION

§ GET FEEDBACK AS FAST AS POSSIBLE - SHORTER FEEDBACK CYCLES

§ DECENTRALIZE CONTROL - REDUCE DELAYS IN DECISION MAKING

29

DISCUSS

• WHAT IS VALUE• WHAT IS THE VALUE STREAM

• Whereisourwaste

• HOW DO WE CREATE FLOW• HOW DOES PULL APPLY• HOW CAN WE IMPLEMENT KAIZEN

30

CREATING FLOW§ Therightamountpulledattherighttime,nomore,noless)§ LimitOverProduction&Waste§ RespondQuickertochange§ Don’tdoanythinguntilitsneededthendoitfast

31

DISCUSS

• WHAT IS VALUE• WHAT IS THE VALUE STREAM

• Whereisourwaste

• HOW DO WE CREATE FLOW• HOW DOES PULL APPLY

• HOW CAN WE IMPLEMENT KAIZEN

32

BREAK

33

APPENDIX

34

METHODOLOGY RESOURCES

http://scaledagileframework.com/http://www.scaledagileacademy.com/

35

FOCUS AREA RESOURCES

36

http://www.youtube.com/watch?v=Qzs5jBdeOLE

37

RESOURCES§ HTTP://WWW.AMAZON.COM/LEAN-UX-PRINCIPLES-

EXPERIENCE-EBOOK/DP/B0074KA0A4