Quick ramp up on Agile MethodsFrederic Oehl

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Provide knowledge and understanding of Agile principles

Provide knowledge and understanding of Lean principles

Scrum board vs Kanban board

Objectives

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What’s the problem we trying to solve with agile approaches? Delivering on time Getting quicker feedbacks on the product Improving quality of the product Better control on the budget Not burning down a team with every project …

Introduction to Agile

Trust… between you and your client

… between you and your managers/executives

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Paradigm change

Variable

Fixed

ResourcesDeadline

ResourcesDeadline Features

Features

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February 2001 birth of agile mouvement

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We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:

Individuals and interactions over processes and toolsWorking software over comprehensive documentation

Customer collaboration over contract negotiationResponding to change over following a plan

That is, while there is value in the items on the right, we value the items on the left more.

http://agilemanifesto.org/

Agile Manifesto

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Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.

Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.

Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.

Business people and developers must work together daily throughout the project.

Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.

The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.

Agile Principles

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Working software is the primary measure of progress. Agile processes promote sustainable development. The

sponsors, developers, and users should be able to maintain a constant pace indefinitely.

Continuous attention to technical excellence and good design enhances agility.

Simplicity--the art of maximizing the amount of work not done--is essential.

The best architectures, requirements, and designs emerge from self-organizing teams.

At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

Agile Principles

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Software development methodology based on 12 practices Pair programming Planning game Test-driven development Whole team Continuous integration Refactoring Small releases Coding standards Collective code ownership Simple design Metaphor Sustainable pace

Extreme Programming (XP)

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Agile project management framework allowing to deliver increment of a product via iterations

Scrum

Product Backlog

1-4 Weeks

Daily

Sprint Backlog Product

Increment

VISION

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Product Owner representing the Client within the company being accountable to deliver values to end user customers

Development team delivering a shippable product at the end of each sprint committed to deliver what’s in the sprint backlog self-organised team looking to continuously improve

Scrum master removing impediments that could impact the team productivity making sure Scrum principles are followed

Roles

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Scrum board

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5 principles Understand and maximize value Optimize the value stream Pull production Single-piece flow Continuous improvement

What about Lean?

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Toyota Motor Company Quick Facts

Started in 1928 as a textile loom manufacturer Automotive division in 1933 with first vehicle built in 1935 1946 small car manufacturer -> 2007 world’s largest car manufacturer

Toyota Production System (aka TPS or The Toyota Way) Developed by Taichii Ohno, Shigeo Shingo and Eiji Toyoda Influenced by W. Edwards Deming and writings of Henry Ford Introduced “Lean Manufacturing” and concepts such as “Just-In-Time”

The Toyota Way – Dr Jeffrey Liker

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1. Base your management decisions on a Long-Term Philosophy, even at the Expense of Short-Term Financial Goals

2. Create Continuous Process Flow to Bring Problems to the Surface

3. Use Pull Systems to Avoid Overproduction4. Level Out the Workload (Heijunka)5. Build a Culture of Stopping to Fix Problems, to Get Quality

Right the First Time6. Standardized Tasks are the Foundation for Continuous

Improvement and Employee Empowerment7. Use Visual Controls so No Problems are Hidden8. Use Only Reliable, Thoroughly Tested Technology that Serves

Your People and Processes

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9. Grow Leaders Who Thoroughly Understand the Work, Live the Philosophy, and Teach It to Others

10. Develop Exceptional People and Teams Who Follow Your Company’s Philosophy

11. Respect Your Extended Network of Partners and Suppliers by Challenging Them and Helping Them Improve

12. Go and See for Yourself to Thoroughly Understand the Situation (Genchi Genbutsu)

13. Make Decisions Slowly by Consensus, Thoroughly Considering All Options; Implement Decisions Rapidly

14. Become a Learning Organization through Relentless Reflection (Hansei) and Continuous Improvement (Kaizen)

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Focus on delivering VALUE to the customer rapidly Make improvements by focusing on the Value Stream Principles

Eliminate Waste Create Knowledge Decide as Late as Possible Deliver as Fast as Possible Empower the Team Build Quality In Improve the System – “See the Whole”

Core Processes Visualize the Process Limit Work In Process (WIP) Measure and Optimize Flow

Lean Software Development

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Framework to look at production systems, spot bottlenecks and facilitate employee empowerment and continuous improvement

Set of rules: Start by doing exactly what you are doing right now Map the value stream Visualize all work on the value stream by adding kanban cards Introduce work-in-progress limits Help the system flow and improve everything

Kanban

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Kanban board

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Scrum vs Kanban

To do Ongoing

Done

B

C

A

D

FLOW

To do Ongoing

Done

B

C

A

D

FLOW

2

Scrum board Kanban board

WIP limited per iteration WIP limited per workflow state

Adapted from Henrik Kniberg

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Scrum vs Kanban

To do Ongoing

Done

B

C A

D

FLOW

To do Ongoing

Done

B

C A

D

FLOW

2

Scrum Kanban

I’d like to have E!

Adapted from Henrik Kniberg

I have to wait the next sprint I can add it on top of C

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Challenging to migrate to Agile and Lean People have to find their place Need customers buy in Need managers buy in Quality work of everyone Etc.

You have lots of people here today who have been implementing agile/lean within their companies talk to them

Enjoy the rest of the day!

Conclusion

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Books

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Questions?

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