sw wb lean-agile-101 live

World Bank

Spring 2013

LEAN & AGILE 101

@LaurenPerkins

#WBstartup

INTRODUCTION

What lean isn’t:

• Pursuing an idea

• 5 hour meetings

• 3 year development plans

• Multi-level signoffs

@LaurenPerkins #WBstartup

INTRODUCTION

What does agile mean to you? Lean?


INTRODUCTION

How many of you have worked in a truly Agile environment?


INTRODUCTION

What does it mean at the World Bank?


Where did Lean come from?

DISCUSSION


LEAN PRODUCTION: TOYOTA’S LEAN PRODUCT SYSTEM APPROACH

Steeped in the philosophy of "the complete elimination of all waste"

imbuing all aspects of production in pursuit of the most efficient methods.

the TPS can efficiently and quickly produce vehicles of sound

quality, one at a time, that fully satisfy customer requirements.

TOYOTA’S TWO PRIMARY PILLARS:

JIDOKA:Highlighting/visualization

of problems

JUST IN TIME:Making only "what is needed,

when it is needed, and in the amount needed!"

=


LEAN THINKING

1. Specify customer needs/wants AND how you add or create value

2. Identify the process and remove the wasted steps that don't create value

3. Empower people to avoid bottlenecks that break the work flow to shorten cycle time

4. Enable a pull system for customers, opposed to having to push to them

5. Test, deploy, and iterate to a destination or end goal based on feedback and metric performance


Where did Agile come from?

DISCUSSION


REQUIREMENTS = Assess problem description + use case stories

DEVELOPMENT = Design + code/build

IMPLEMENTATION = Internal testing + project/program release preparations

ITERATION 1RELE

ASE TO

MARKET

FEEDBACK

MVP MVP MVP

IDEATION

ITERATION 2

AGILE DEVELOPMENT: MULTI-ITERATION PROCESSE

XT

ER

NA

LIN

TE

RN

AL

TESTIN

G


Draw your hypothesis = Applying the scientific method

APPLYING LEAN METHODOLOGY

APPLYING LEAN METHODOLOGY

Requires you to:

1

2

3 Develop quickly and responsively = Learn and iterate by doing

Listen to customers = Customer Development

?


PUTTING LEAN TO WORK AT WORLD BANK

Let's redefine what working in a lean and agile manner

would look like at WB


Why do we test?

DISCUSSION


What is an experiment?


DISCUSSION

APPROACHING AN EXPERIMENT: THE SCIENTIFIC METHOD

FORMULATE A QUESTION

RESEARCH

GENERATE A HYPOTHESIS

TEST YOUR HYPOTHESIS

GATHER DATA

DRAW CONCLUSIONS

SHARE RESULTS

SET BENCHMARKS



FORMULATE A QUESTION= Identify Problem(s)

RESEARCH



GATHER DATA

DRAW CONCLUSIONS

SHARE RESULTS

SET BENCHMARKS




RESEARCH= Research & Plan



GATHER DATA

DRAW CONCLUSIONS

SHARE RESULTS

SET BENCHMARKS





GENERATE A HYPOTHESIS= Decide On A Single Variable To Test


GATHER DATA

DRAW CONCLUSIONS

SHARE RESULTS

SET BENCHMARKS







GATHER DATA

DRAW CONCLUSIONS

SHARE RESULTS

SET BENCHMARKS= Create A Rubric To Measure Results/KPI’s






TEST YOUR HYPOTHESIS= Run Your Experiment!

GATHER DATA

DRAW CONCLUSIONS

SHARE RESULTS








GATHER DATA= Monitor Behavior And Collect Feedback

DRAW CONCLUSIONS

SHARE RESULTS









DRAW CONCLUSIONS= Which Approach Had The Most Success?

SHARE RESULTS









DRAW CONCLUSIONS= Which Approach Had The Most Success?

SHARE RESULTS= Share, Reflect, Course Correct & Repeat!



PLANNING & NEXT STEPS

•Determine what you will test AND how you will benchmark its success

•What one variable will you test?

•Are there other variables to test?

- If yes, Prioritize them and rapid fire test each one by one


How do we plan and manage the process?


DISCUSSION

AGILE PROJECT MANAGEMENT: KAN BAN BOARD

putting it to work for planning and prioritizing

WIS

HLIST

ICE B

OX

BACKLOG

TOM

ORRO

W

TODAY

IN P

ROGRESS

PROPO

SED

DONE


HOW TO PRIORITIZE WHEN EVERYTHING IS A PRIORITY

Be Honest Reality check! Be realistic about your bandwidth and that of your team.

When timeline is not realistic, put the task in a “wish list” in case you have time.

Make a List • Write down everything that needs to get done by the end of the program

• Separate the items into: urgent vs. non-urgent

Assess the Value • Of the MUST DO’s what tasks have greater ramifications if not complete?

• Of the LIKE TO EXPLORE which opportunities have the greatest upside if successful?

8 minutes

5 minutes

5 minutes

Cut the Cord:Give yourself a time limit

PARTING SUGGESTIONS:

Be flexible:You must be able to deal with changing priorities


GO!!!! No, really go!!!

Have fun, make mistakes, learn and iterate.

@LaurenPerkins #WBstartupLinkedIN.com/in/perksconsulting

sw wb lean-agile-101 live

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