lean software development alan shalloway
Post on 14-Sep-2014
4.087 views
DESCRIPTION
Valetch Agile Edge event presentation October 1st 09 LondonTRANSCRIPT
[email protected] www.netobjectives.com
1 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
Creating a Model to Understand Product
(and Software) Development
Going Beyond Toyota
Alan Shalloway
2 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
Net Objectives: Who We Are
Mission Assisting companies to maximize the return of their investment in software development. The goal is for companies to increase their ability to respond to changing business needs while improving the efficiencies of their development teams.
Services Assessments and consulting to help create the proper structure for the organization. Training and coaching in Lean, Agile, Scrum, Patterns, Test-Driven Development to manifest the plan.
Expertise Enterprise Technology Delivery
Lean Software Development
Agile Methods (Scrum, XP, Kanban)
Product Management
Agile Analysis
Design Patterns
Test-Driven Development / Quality Assurance
3 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
Resources
Resources: www.netobjectives.com/resources – Webinars/Training Videos (PowerPoint with audio)– Articles and whitepapers– Pre/post course support Supporting materials– Quizzes– Recommended reading paths
Blogs and podcasts: blogs.netobjectives.com Annotated Bibliography After-Course Support (students only) Additional Training Two User Groups
– http://tech.groups.yahoo.com/group/leanagile – http://tech.groups.yahoo.com/group/leanprogramming
Join our e-mail list to receive regular updates and information about our resources and training of interest to you
4 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
Alan Shalloway
CEO and Founder, Net Objectives
Deliver courses and coaching in:– Lean Software Development
– Kanban Software Development
– Lean-Agile / Scrum
– Lean Enterprise Release Planning
– Design Patterns and Advanced Software Design
MS in Computer Science from M.I.T. Author of:
5 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
Agenda
What is Lean?
Product Development Is Not Manufacturing
Re-defining Lean
Lean-Thinking in Software Development
6 30 September 2009
What Is Lean?
7 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
Lean-Thinking
Originates from The Machine That Changed the World: The Story of Lean Production, Womack and Jones, 1991
Commonly thought of as “How Toyota Does It”
Toyota
– Started with Deming
– Added “Just In Time” and Autonomation
– Created a culture of continuous improvement by Management that leads, not directs
Very effective methods for learning, sharing and communicating
8 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
Poppendieck’s Translation of Lean Manufacturing
1. Eliminate Waste
2. Build Quality In
3. Learn Before Commitment
4. Deliver Fast
5. Respect People
6. Improve Relentlessly
7. Appreciate the System
* Note: These change slightly from book to book (an example of continuous improvement).
9 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
Toyota as the Source of Lean
Lean Practices
ToyotaJIT Autonomation
Quality Management
Visual Controls
Continuous Learning /
ImprovementA3s, Kaizens
Deming
10 30 September 2009
Product Development
Is Not ManufacturingInsights May Be Different
11 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
Software Development as Product Development
Software is more of a discovery process
Parallels the work of designing a product prior to manufacturing
– A useful definition of Product Development is that it is the collective activities, or system, that a company uses to convert its technology and ideas into a stream of products that meet the needs of customers and the strategic goals of the company
Product Development for the Lean Enterprise, by Michael Kennedy. Oaklea Press. 2003
_1dd
12 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
What Is Software Development Like?
It is not like building construction
– Where you know what you need to do
– Little discovery is taking place
Instead…
It is like product development
– Where you don’t know what to do
– Where much of your time is in discovery Discover what the customer wants
Discover how to build it
Build it
_1dd
13 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
Principles Apply Everywhere
Practices depend upon context
May misinterpret the principles due to such different contexts
Here are two examples …
14 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
Value – Not Just to the Customer
Three types of value
– Delivered value to the customer
– Improving the delivery mechanism
– Improving understanding of customer value
In manufacturing, delivered value to the customer works
Finding underlying principles in Lean Manufacturing may miss something
15 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
Set Based Concurrent Engineering
SBCE is a risk mitigation practice
Alternatives exist in the software world
What we need is risk mitigation, not necessarily SBCE
Biggest risk in product development is market risk, not technical risk
Not saying SBCE wouldn’t be useful (but other methods may be as or more useful)
16 30 September 2009
Re-Defining Lean
17 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
Toyota as an Example of Lean
DemingSystem of Profound
Knowledge
Lean Practices
ToyotaLean
Principles
ToyotaQuality
ManagementVisual Controls
Continuous Learning /
ImprovementA3s, Kaizens
JIT Autonomation
18 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
New Definition of Lean
Sorry, I am not qualified to re-define Lean. But I can speak to where the definition will come.
(for example) The Principles of Product Development Flow, Don Reinertsen– Economic Principles (21 rules) – Queuing Principles (16 rules) – Variability Principles (16 rules) – Batch Size Principles (22 rules) – WIP Constraint Principles (23 rules) – Flow Control Principles (30 rules) – Fast Feedback Principles (24 rules) – Decentralization Principles (23 rules)
19 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
Science / Experience as the Source of Lean
Toyota
Lean-ThinkingFlow
ServicesSoftware
Development
Lean Principles
JIT Autonomation
DemingSystem of Profound
Knowledge
20 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
The Lean Enterprise
Lean “Science”
Flow, Cadence, Pull
Driving from Value
Systems Thinking
Lean Knowledge Stewardship
Process & people improvement
A3s, Kaizens
5-whys
Lean Management
Leadership
Education
Visual Controls
Coaching
Lean Thinking
_1dd
21 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
Components of Lean-Thinking
The Foundation of Lean-Thinking
– Deming Systems
People
Look to the whole
22 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
The Science of Lean Thinking
Flow, pull and cadence
Just In Time
– Improving speed of delivery is more important than improving productivity
– Transforms our view to Flow
Utilization Theory
– Queues / Batch Sizes / WIP / Little’s Law / Thrashing
– Telephone Switching Systems (100 yrs ago)
– Internet Flow
Improving flow improves quality and lowers cost
23 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
Systems Thinking Opens Up New Possibilities
At the Miami Lean/Kanban Conference (May 2009) experience reports demonstrated that CPI was achieved faster than one would have expected from start up agile teams.
Why?
– Focus on process not people (less fear)
– Gave ability to test theories (true PDSA)
– Most importantly, enabled people to think in concrete terms and infer principles from what was happening
24 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
Transparency Creates Management Opportunities
Management is not a dysfunctional role to be protected from
Management is a key component of any enterprise endeavor
Management is not servant leadership
Management is as committed as the teams
25 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
Lean Management
What is management?
Perhaps, should ask – what should management be?
– Based on general business
– Based on enabling Lean-Science to manifest itself
Lean-Thinking provides the basis for Lean-Management
How does management and culture relate?
26 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
Creating a Lean Culture
“Should a company target its culture in its efforts to transform its production processes and all the positions – high and low – associated with it? It is tempting to answer: Yes! But that would be a mistake.
Culture is no more likely a target than the air we breathe. It is not something to target for change. Culture is an idea arising from experience. That is, our idea of the culture of a place or organization is a result of what we experience there. In this way, a company’s culture is a result of its management system. The premise of this book is that culture is critical, and to change it, you have to change your management system.
So, focus on your management system, on targets you can see, such as leaders’ behavior, specific expectations, tools, and routine practices. Lean production systems make this easier, because they emphasize explicitly defined processes and use visual controls.”
David Mann. Creating a Lean Culture: Tools to Sustain Lean Conversions
_1dd
27 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
Lean Knowledge Stewardship
Continuous process improvement
Improved skills
Knowledge sharing
A3s
Kaizens
AARs
5-whys
Value-Stream Mapping
28 30 September 2009
A Personal Story
29 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
Ups and Downs
Lean-thinking leads to
– Lean-management leads to Lean knowledge stewardship
Organizations can evolve at all levels
30 30 September 2009
Lean Thinking Throughout the
EnterpriseExtending Agility Beyond the
Development Team
31 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
Enterprise Agility Requires
Business Agility– set direction
Product Portfolio Management– apply resources
Team Agility– do the work
Proper Management– tie Teams Together
Technical Skills– keep software quality high
32 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
In Depth
Business Agility– Shorter planning cycle – Continuous re-planning– Focused on maximizing ROI of consumed products– Product Development value streams create business operational value
streams
Product Portfolio Management– Manage via MMFs and value delivered– Enable well-defined teams
Team Agility– Build and deliver incrementally based on business needs– Continuously improve process– Use visual controls to create transparency
Proper Management– Improve organizational structure to reduce impediments to flow– Coach teams to ensure process being improved
Technical Skills– Take advantage of best engineering and testing practices– Continuously improve technical skills and approach
33 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
Deployment`
Deployment
Development Driven Contrasted with Business Driven
Business Portfolio Mgt Development
Business Portfolio Mgt Development
Development Driven Value Stream:• Improve development work cell. • Pulling from business affords them the opportunity to ask for smaller things.
Direct ControlInfluence
Business Driven Value Stream:• Quarterly planning and releases affects all of value stream• Improves delivery of value regardless of development methodology• Encourages development team to do iterative development
Direct Control
Strong influence
Less Influence
Strong influence Strong influence
Strong influence
34 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
Business Agility + Team Agility = Enterprise Agility
Proper management needed to facilitate this
Technical agility needed to sustain it
35 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
Transitioning to Business Agility
Transition from:– yearly planning cycle with yearly delivery
– to quarterly planning with incremental delivery.
Can be done in stages:– Yearly planning & yearly delivery
– Yearly planning & quarterly delivery Gives appearance of agility – but is not
– Quarterly planning with quarterly release plan Requires no change to development team
– Quarterly planning with iterative release plan True iterative development
36 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
The Lean Enterprise
Business
Incremental business value driven
Portfolio & release planning
Manage-ment
Continuous flow of
business value
Impediment Mgt
Technical Agility
Best engineering practices –ATDD, TDD, Design Patterns
Continuous incremental improvement of engineering
practices
Team Agility
Visual Controls
Focus on speed while maintaining integrity
LeanEnterprise
Make
Value
Flow
Sustainably
37 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
Customersand/or
Support
SharedComponents
DevelopmentOrganization
ProductRelated
New Products and/orEnhancements
The Flow of Software Development
Customers
Product ManagersBusiness Leaders
Trainers & Educators
Regional Coordinators
_1dd
Product Owner(s)
First Generation
Scrum XP
Second Generation
Kanban
Business Driven Enterprise Agility
Scrumban
38 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
Expanding Agility to the Enterprise
Agility
BusinessAgility
Devel-opmentAgility
Business Driven Software DevelopmentAchieving Enterprise and Team Agility
39 30 September 2009
Question and Answer
[email protected] www.netobjectives.com
40 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
Thank You!
… and following is more to help you plan your next steps
41 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
Resources
Resources: www.netobjectives.com/resources – Webinars/Training Videos (PowerPoint with audio)– Articles and whitepapers– Pre/post course support Supporting materials– Quizzes– Recommended reading paths
Blogs and podcasts: blogs.netobjectives.com Annotated Bibliography After-Course Support (students only) Additional Training Two User Groups
– http://tech.groups.yahoo.com/group/leanagile – http://tech.groups.yahoo.com/group/leanprogramming
Join our e-mail list to receive regular updates and information about our resources and training of interest to you
42 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
Bibliography
Science of Lean-Thinking
– Managing the Design Factory, Don Reinertsen
– Principles of Product Development Flow: Second Generation Lean Product Development, Donald Reinertsen
– Lean Thinking: Banish Waste and Create Wealth in Your Corporation, Revised and Updated, James Womack, Daniel Jones
Lean Management
– Leader’s Handbook: Making Things Happen, Getting Things Done, Peter Scholtes
– Creating a Lean Culture: Tools to Sustain Lean Conversions, David Mann
Lean Learning
– Managing to Learn, John Shook
43 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
New Online Course
Everywhere (Internet)– Lean Software Development – TBD starting this summer
For more information, see www.netobjectives.com/courses
44 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
Net Objectives Services
Training in Sustainable Product Development
Net Objectives offers the most comprehensive Lean-Agile training in the world. Our offerings include Lean, Agile Analysis, Scrum, Design Patterns, Test-Driven Development, and Lean-Agile Testing.
Our approach is a blend of principles and practices to provide a complete team and/or enterprise wide training solution.
Certification Programs by Net Objectives
Net Objectives offers certification programs that provides a road-map of knowledge as well as resources to get there.
• Scrum Certification
• Scrum Master Certification
• Product Owner Certification
Net Objectives is not affiliated with the Scrum Alliance
Assessment Services
An effective way to embark on an enterprise level transition to Lean-Agile methods is to start with an assessment of where you are, where you want to go and options on how to get there that are right for you and your budget.
Lean-Agile Coaching
While training provides foundational knowledge and is a great jump start, coaching is another effective way to increase the abilities of teams.
Our coaches work with your teams to provide guidance in both the direction your teams need to go and in how to get there.
Coaching provides the knowledge transfer while working on your own problem domain.
45 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
Best Practices Curriculum
Tester
Technical
Senior Management
IT Management
Business Management
Analyst
Process
Exec Mgmt
IT Mgmt
Business Mgmt
Analyst
Process
Lean Agile Overview for
Leaders
Implementing Scrum for Your Team
OR
Implementing Agile
Development With VSTS for Agile Teams
Agility for Managers (if not taking
Implementing Scrum for Your Team course)
Lean Software Development
For Management
Scrum Master Practitioner
Scrum Master Certification
By Net ObjectivesLean Software
Development
Design Patterns for Agile
Developers
Sustainable Test-Driven
Development Emer
gen
t D
esig
n
Advanced Software
Design
TDD Database Boot Camp
Business Product Owner
Advanced Agile
Lean-Agile Testing
Practices(if not taking
Implementing Scrum for Your Team course)
Effective Object-
Oriented Analysis and
Design(if needed)
Lean-Agile Enterprise
Release Planning
Tester
Acceptance Test-Driven
Development
Developer
Technical Training: C++, C#, Java
Agile Planning and
Estimating with User
Stories
OR
46 Copyright © 2008 Net Objectives. All Rights Reserved. 30 September 2009
A Top 5 CourseA New Course
Net Objectives Courses
Lean Software Development– Lean Software Development for Management– Lean Software Development– Lean-Agile Software Development
Agile/Scrum– Implementing Scrum for Your Team– Implementing Scrum for Multiple Teams– Scrum Master Certification by Net Objectives– Lean-Agile Enterprise Release Planning– Agile Planning and Estimating with User Stories– Agile Life-Cycle Management with VersionOne– Product Owner Certification by Net Objectives– Implementing Agile Development with Microsoft™
Visual Studio Team System™
Agile Software Development– Design Patterns Explained– Emergent Design: Effective Agile Software
Development– Design Patterns for Agile Developers– Sustainable Test-Driven Development– Acceptance Test-Driven Development– TDD Database Boot Camp– Advanced Software Design– Lean-Agile Testing Practices– Test-Driven ASP.NET– Effective Object-Oriented Analysis and Design
For more information, see: www.netobjectives.com/training