Lean Software Development

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LEAN SOFTWARE DEVELOPMENT

Author: Christopher GrantPublished 5/2013

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AGENDA• METHODOLOGY OVERVIEW

• OverviewofLean• Handsondemonstrations

• RealWorldExamples

• Howwecanapplyitinourorganization• THE SAFE PROCESS

• Comparisontoexistingprocess• Roles,Responsibilities,&Artifacts

• SAFe processusingJira

• HANDS ON WORKSHOP

• IdeationthroughApproval

• BreakdownandScheduling• ExecutionandDelivery

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ABOUT ME§ CHRISTOPHERGRANT

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

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METHODOLOGY RESOURCES

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

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FOCUS AREA RESOURCES

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METHODOLOGY OVERVIEW

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LEAN OVERVIEW§ LeanisamanagementphilosophyderivedfromtheToyotaProduction

System(TPS)developedbetween1948and1975andhassincebeenappliedwithgreatsuccessintheservicesindustryinrecentdecades

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

§ Value

§ ValueStream

§ Flow

§ Pull

§ Perfection

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Activity– BestwaytoStuffEnvelops§ Todemonstratesomeoftheseprinciples letsdoa

simplehandsonactivity§ TriFold,Stuff,StampandSeal10Letters

§ Timeyourself(PretendtoStampandSeal)§ FirstRound– Batch

§ Doall20ofonestepbeforemovingtothenext§ Secondround– Serial

§ Doeachstepforeachletterbeforemovingtothenext

§ Whatdidyounotice

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LEAN METHODOLOGY

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

§ Isit:Speed,Features,Service?

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VALUE STREAM§ MAP THE STEPS IN THE STREAM

§ IDENTIFY§ PointsofValue§ PointsofWaste

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7WASTES OF SOFTWARE DEVELOPMENT

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

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

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SIMPLE VALUE STREAM

1. CREATE2. FOLD3. STUFF4. STAMP

5. VALIDATE6. SEND7. VALUE

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666

7 7

555

444

333

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

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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

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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

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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/

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PERFECTION§ Perfection(eliminationofallwasteinthevaluestream)§ ImplementKaizenandContinuousImprovementProcesses§ CelebrateSuccesses

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REAL LIFE EXAMPLES

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COFFEE MAKERS

Batch Singlevs

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CUPCAKES

Batch Flowvs

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AUTOMOBILE PAINTING

Batch vs Eliminating Delays

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BURRITOS

Batch and Continuous flow

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APPLYING IN LEAN IN PRACTICE

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DISCUSS

• WHAT IS VALUE• WHAT IS THE VALUE STREAM

• Whereisourwaste

• HOW DO WE CREATE FLOW• HOW DOES PULL APPLY

• HOW CAN WE IMPLEMENT KAIZEN

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DISCUSS

• WHAT IS VALUE• WHAT IS THE VALUE STREAM

• Whereisourwaste

• HOW DO WE CREATE FLOW• HOW DOES PULL APPLY

• HOW CAN WE IMPLEMENT KAIZEN

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7WASTES OF SOFTWARE DEVELOPMENT

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

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

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DISCUSS

• WHAT IS VALUE• WHAT IS THE VALUE STREAM

• Whereisourwaste

• HOW DO WE CREATE FLOW• HOW DOES PULL APPLY

• HOW CAN WE IMPLEMENT KAIZEN

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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

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DISCUSS

• WHAT IS VALUE• WHAT IS THE VALUE STREAM

• Whereisourwaste

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

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

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DISCUSS

• WHAT IS VALUE• WHAT IS THE VALUE STREAM

• Whereisourwaste

• HOW DO WE CREATE FLOW• HOW DOES PULL APPLY

• HOW CAN WE IMPLEMENT KAIZEN

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BREAK

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APPENDIX

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METHODOLOGY RESOURCES

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

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FOCUS AREA RESOURCES

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

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

EXPERIENCE-EBOOK/DP/B0074KA0A4