lean software development - crisp · 9 years software dev acting cto who am i? coach lean/scrum 10+...
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Lean Software Development
An introduction
2009-05-14
Mattias Skarin
9 years software dev
Acting CTO
Who am I?
Coach
Lean/Scrum
10+ teams
Entrepreneur
Extreme Solutions
Bizplant
Engineer
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Acting CTOBizplant
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+46 733 66 88 08
Toyota and Lean thinking
“Only after American carmakers had exhaustedevery other explanation for Toyota’s success –an undervalued yen, a docile workforce,Japanese culture, superior automation –were they finally able to admit that Toyota’s realadvantage was its ability to harness the intellectof ‘ordinary’ employees.”
We get brilliant results from average people
managing brilliant processes.
We observe that ourcompetitors often get
average (or worse) resultsfrom brilliant people
managing broken processes.
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of ‘ordinary’ employees.”
“Management Innovation” by Gary Hamel,Harvard Business Review, February, 2006
Why Lean?
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Agile is hard to scale
Vagabonds
Customer segments
Business
Campaign
Production
Development Operations SupportMarkets
CEO
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Vagabonds
Families
Female 30’s
Swe UI
Platform
HWProduct
Sys
Callcenter
US
JPN
Lean links functions together
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LEAN
A new look at
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Lean
In Lean operational decisions, value trumps flow, and flow trumps waste reduction
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Flow, Pull, Queuing theory, ToC
Lean science
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Kaizen, A3, 5whys, after action
reviews
Leadership, Education,
Visual Control
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Lean Thinking
Lean management Lean education
Alan Shalloway, Lean & KanbanMiami 2009
Values, principles, practices
Lean Agile
Values System thinkingRespect peopleAlways improve..
Individuals & Interaction over process & Tools
Responding to change over following a plan..
Principles Value trumps flow, and flow trumps waste
Simplicity is essential..
Designed for software!Expandable to the enterprice
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Principlesand flow trumps waste reduction
Match work to capacity
..
Practices KanbanA3 problem solvingValue stream mappingMatch work to capacity..
Daily standup,Sprint planning..
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Lean extends Agile
Across functions (not just software)
Deep understanding of Engineering practices
Flow
Agile
Lean
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Deep understanding of Engineering practices
Visual management
Risk management through classes of service
Scaling to the enterprise
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FLOW
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Flow
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Steady, continuous stream
From Batch to Flow
In work Done
Step 1
• Change is expensive• Flow is slow• Problems hidden -discovered late
Backlog
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• Change is cheap• Flow is fast• Problems surfaced quickly
Step 2
Turbulence
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EXAMPLE
Thinking different
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Excellent customer service
Fewest complaints
Rated ”most admired airline”
Carrier On time
Loadfactor
Flights
Southwest 0,8172 0,7260 1.164.906
Delta 0,7565 0,8060 568.862
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Continental 0,7295 0,8140 411,105
United Airlines
0,6990 0,8270 480,382
American Airlines
0,6834 0,8150 792.404
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2007 Statistics
Sources:Poppendieck, FAA, SEC Filings, Fortune
We are committed to provide our Employees a stable work environment with equal opportunity for learning and personal growth. Creativity and innovation are
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and personal growth. Creativity and innovation are encouraged for improving the effectiveness of
Southwest Airlines. Above all, Employees will be provided the same concern, respect, and caring
attitude within the organization that they are expected to share externally with every Southwest Customer.
Where do I start?
Values?
Principles?
Practices?Empircal evidence suggests starting with visual management using Kanban can initate the learning process
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Client
Cart
History
Login
Gui
Back
In devIdeas Market Test Prod
Serv
Invite Email
Thanks for listening!
Blog:
http://blog.crisp.se/mattiasskarin
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