Embed Size (px)
DESCRIPTION
This is the presentation for a pre-LSSC11 webinar on the topic of Lean Product Development flow. I’m going to introduce an approach to mixing Lean and Agile in order to achieve end to end agility. This is a major focus of my work in the recent 2 years with AgileSparks clients. Register for the Webinar which is on 16/3 at http://www.netobjectives.com/free-seminar-schedule/lssc11-session-4-intro-lean-product-development-flow-mar-2011-webinar This is also the topic I will talk about in my Agile Israel 2011 session “Techniques and experiences for managing end to end Releases/Projects/Programs using Kanban and Flow” http://agilesparks.com/KanbanandFlowLecture
Citation preview
Intro to product development flow
Yuval Yeret
http://www.flickr.com/photos/yuvalyeret/265568342/in/set-72157594323037021/
www.linkedin.com/in/yuvalyeret Blogging @ http://yuvalyeret.com
Presentations at http://www.slideshare.net/yyeret/
Agile Professionals in Israel - I'm there - Are you?
@yuvalyeret
Yuval [email protected]
m
Http://lssc11.leanssc.org
What we will cover in this webinar
• Why we need to think about flow – common dysfunctions of development processes
• Flow as part of a recipe for success– How to enable flow– How to see flow
• Common questions/concerns about flow
• Flow and Iterations/Scrum• What to do tomorrow with flow
So how does an agile process look compared to traditional?
www.slideshare.net/wnazzaro/agile-it-and-the-business-community/
The Waterfall approach
Requirements Design Code Testing
Requirements Design Code Testing
Requirements Design Code Testing
Requirements Design Code Testing
Requirements Design Code Testing
Requirements Design Code Testing
Time
DONE
Ideal world Feature-Driven
R D C TTime
R D C TR D C T
R D C TR D C T
R D C TDONE
Hard
en
ing
But what we typically see is...
R D C TTime
R D C TR D C T
R D C TR D C T
R D C TDONE
Coding Done
QA GAP
Feature Freeze
What this causes
Time
DONECoding Done
QA GAP
Feature Freeze
Many features in parallel
R D C T Time
R D C TR D C T
DONER D C TR D C T
R D C TPara
llel -
WIP
Time to Complete
Ideal Flow WaterfallRequiremen
tsDesign Code Testing
Requirements
Design Code Testing
Requirements
Design Code Testing
Requirements
Design Code Testing
Requirements
Design Code Testing
Requirements
Design Code Testing
Time
DONE
R D C T Time
R D C TR D C T
R D C TR D C T
R D C T DONE
Hard
en
ing
Scrumgate
Req
uire
men
ts
D C TTime
D C TD C T
D C TD C T
D C TDONE
Feature Freeze
Big Features
R D C TTime
DONE
R D C T
R D C T
R D C TTime
R D C TR D C T
R D C TR D C T
R D C T DONE
What about multiple teams?
R T1 T2 T
Time
R T1 T2 T
R T1 T2 T
R T1 T2 T
R T1 T2 T
R T1 T2 T
DONE
Coding Done
T1
T2
T
Team1
Team2
Integration Team
A scrum example
Features in progress? 3 versus 1
So now that we see the pain...
What do we do?
• David Anderson’s recipe for success: – Focus on Quality
–Reduce Work-in-Progress, Deliver Often
–Balance Demand against Throughput
– Prioritize – Reduce Variability and Improve the Process
First impediment to flow – big Features/Batches
BIG Features
17
That are stuck for long in each stage
18
Move from rocks to pebbles
19
Moving to small units of work is NOT enough
• If our policy/behavior is early start of everything
• “Working on many things in parallel will ensure high utilization”
• “Everything is important”• “Each engineer has his own baby
feature, they don’t want to collaborate, and there is a high collaboration overhead”
• Batch size is still HIGH20
1 2 3 4 5 6 7 8 9 100
20
40
60
80
100
120
Burndown / Burnup
Time
How do we Visualize the work status in more depth?
1 2 3 4 5 6 7 8 9 100
20
40
60
80
100
120
TODO Work in
Process (WIP)
Done
21
The Cumulative Flow Diagram
• Introduced in Lean Product Development by Don Reinertsen and David Anderson
• Visualize where the Features/Stories are in the workflow across time
1 2 3 4 5 6 7 8 9 100
20
40
60
80
100
120
TODO Work in
Process (WIP)
Done
22
TO DO IN PROGRESS DONE
Elad
Inbar
Elad
Mushon
Mushon
Inbar
InbarMushon
Elad
TO DO IN PROGRESS DONE
1 8 1
TO DO
IN PROGRESS DONE
1 8 1
How to do a CFD
23
How to do a CFD
1 2 3 4 5 6 7 8 9 100
20
40
60
80
100
120
24
What can teams learn from Cumulative Flow?
Real DoneBurnup
Total ScopeDev Burnup
Done Burnup
25
Work in
Process (WIP)
Average Cycle Time
Work in Process
• High Work-in-process leads to longest lead times to feedback and higher costs
• Low work-in-process greatly reduces lead times to feedback• Results in more effective and safer projects
How can I take this to my context?
Visualize and manage the flow on your work tracking system
• HP QualityCenter• Microsoft TFS• IBM Lotus Notes• JIRA• Etc..
If you don’t currently have a work tracking system – you can use a kanban system
29
AgileZen (RallyDev)
LeanKit Kanban
A Kanban board – Not a Must for Flow
But will SIGNIFICANTLY improve it
Common questions/concerns about flow
Isn’t this a waterfall?
But wouldn’t the bottleneck slow everything?
Identify
Exploit
Subordinate toElevate
Prevent Inertia
Hard
en
ing
An example - focus on quality
R D C TTime
R D C TR D C T
R D C TR D C T
R D C TDONE
Coding Done
Feature Freeze
Identify
Exploit
Subordinate toElevate
Prevent Inertia
How do I commit?
How is this different than Scrum?
• Applicability?
• Scope?
• Prescription?
• The interesting question – how they can complement each other
Flow/Kanban
Scrum
IterationsFlow
Iterations
Flow
Iterations
Flow
DONEDONE DONE
Mashups
38
READY
Project/Component Kanban Board
READY
! DONEFlow
Opportunity Team & Project
ManagerScrum Teams
From my talk at #LSSC10... – Amdocs Case Study
Initiative/Program Kanban Board
Scrum/Kanban - The way WIP limits/PULL work
To do Ongoing
Done :o)
B
C
A
D
FLOW
To do Ongoing
Done :o)
B
C
A
D
FLOW
2
Scrum board Kanban board
WIP limited per unit of time(iteration)
WIP limited per workflow state
Source: Henrik Kniberg
approaches to change
Perfo
rman
ce
Time
Revolution (Scrum)
Evolution
(Kanban)
(kanban the tool)
42
Recommendations for scrummers looking at flow
• If scrum works for you – don’t touch it!
• If you see dysfunctions consider how flow can help you
• Look at flow as a way to scale effectively
Main attractiveness of flow
• Finally, an agile-based approach that easily supports:–Mainstream/pragmatic organizations – wanting to improve, avoiding a revolution
–Large/Complex environments where feature teams are not enough
Take aways
Visualize YOUR workflowLimit work in process:
Stop starting, start finishingIdentify bottlenecks/constraints and think how to improve performanceThis applies to all LAYERS (including the META one)A pragmatic tip - Think how to introduce Flow to YOUR work tracking system
It is not crucial to nail down the accurate optimized WIP Limit / Batch Size / Sprint length
½ the WIP, ½ the batch size, can be a good start... Based on Reinertsen
Product Development Flow
Go do some reading...
Questions?
Summary
Limit work in process:Stop starting, start
finishing
49
www.linkedin.com/in/yuvalyeret Blogging @ http://yuvalyeret.com
Presentations at http://www.slideshare.net/yyeret/
Agile Professionals in Israel - I'm there - Are you?
@yuvalyeret
Yuval [email protected]
m
Http://lssc11.leanssc.org
Images Attribution
• http://www.flickr.com/photos/yuvalyeret/265568342/in/set-72157594323037021/• www.slideshare.net/wnazzaro/agile-it-and-the-business-community
