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info@netobjectives.com www.netobjectives.com What’s Next In the Agile World? The Case for Lean-Agile Software

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What’s Next In the Agile World?

www.netobjectives.com What’s Next In the Agile World? The Case for Lean-Agile Software Development 1 Copyright

The Case for Lean-Agile

Software Development

What’s Next?

What’s Next? Kanban! 2 Copyright © 2008 Net Objectives. All Rights Reserved. 20 May 2009

Kanban!

info@netobjectives.com www.netobjectives.com Thank You For Being Here 3 Copyright © 2008 Net Objectives. All Rights

info@netobjectives.com

www.netobjectives.com

Thank You For Being Here
Thank You For
Being Here
Where We Have Been A (very) short history of the software development culture 4 20
Where We Have Been
Where We Have
Been

A (very) short history of the software development culture

The Importance of Software

The Importance of Software  Software is permeating more and more of our businesses/lives/culture  The

Software is permeating more and more of our

businesses/lives/culture

The quality of our software is having a greater influence on the quality of our lives

Failures in software are now

capable of doing greater and greater damage

software are now capable of doing greater and greater damage  Other professions are becoming increasingly
software are now capable of doing greater and greater damage  Other professions are becoming increasingly
software are now capable of doing greater and greater damage  Other professions are becoming increasingly

Other professions are becoming

increasingly vulnerable to software

professions are becoming increasingly vulnerable to software 5 Copyright © 2008 Net Objectives. All Rights Reserved.
professions are becoming increasingly vulnerable to software 5 Copyright © 2008 Net Objectives. All Rights Reserved.

Tick - Tock

Tick - Tock  60s: Software Crisis  80s: PCs  90s: Internet  00s: Consumer

60s: Software Crisis

80s: PCs

90s: Internet

00s: Consumer Technologies / Agile

methods

70s: Software Engineering / Waterfall 80s: 4 th Generation Language

90s: Rigorous Process

(CMM)

00s: CMMI (done improperly)

The Arrival of Agile Agile Has Been as Much a Reaction as it Has Been
The Arrival of Agile
The Arrival
of Agile

Agile Has Been as Much a Reaction as it Has Been a Solution

Agile Manifesto

Agile Manifesto  Individuals and interactions over processes and tools  Working software over comprehensive

Individuals and interactions over processes and tools

Working software over comprehensive documentation

Customer collaboration over contract negotiation

Responding to change over following a plan

What Is Agile?

What Is Agile?  Build software in steps  Get feedback from customers  Self-organizing teams

Build software in steps

Get feedback from customers

Self-organizing teams

Deliver high quality software, faster, at lower cost

eXtreme Programming

eXtreme Programming  Very popular for a few years 99-??  Demanded too much from developers

Very popular for a few years 99-??

Demanded too much from developers

Why?

Scrum

Scrum  Based on few principles  Several practices  Embraces “inspect and adapt”  Protect

Based on few principles

Several practices

Embraces “inspect and adapt”

Protect the team exclude management

Current Challenges We're Moving, But We're Not There 12 20 May 2009
Current Challenges
Current
Challenges

We're Moving, But We're Not There

Current Challenges

Current Challenges  Practices more widespread than principles  Lack of proper management view  Lack

Practices more widespread than principles

Lack of proper management view

Lack of professionalism / craftsmanship

We Need More

We Need More  Practices work in a context  We have practice adherence but low

Practices work in a context

We have practice adherence but low agility

No set of practices will work in more than a limited number of situations

If you look for someone else’s success you will get your own failure

What Does It Take to Learn Something?

What Does It Take to Learn Something? “Theory by itself teaches nothing. Application by itself teaches
“Theory by itself teaches nothing. Application by itself teaches nothing. Learning is the result of
“Theory by itself
teaches nothing.
Application by itself
teaches nothing.
Learning is the result
of dynamic interplay
between the two.”
Peter Scholtes, The Leader’s
Handbook: A Guide To
Inspiring Your People and
Managing the Daily
Workflow

Hunches,

hypotheses,

guesses Theory Interaction Data Experience,
guesses
Theory
Interaction
Data
Experience,

observation,

real life

True learning and improvement

observation, real life True learning and improvement 15 Copyright © 2008 Net Objectives. All Rights Reserved.

Available Management Paradigms

3 industrial paradigms

Available Management Paradigms 3 industrial paradigms 1900 Interchangeable People – Assembly Line 1800
1900 Interchangeable People – Assembly Line 1800 Interchangeable Parts Craft
1900
Interchangeable
People –
Assembly Line
1800
Interchangeable
Parts
Craft
Improvements Needed 17 20 May 2009
Improvements Needed
Improvements
Needed

Business Issue

Business Issue  If Software is important to a business then they have to control: –

If Software is important to a business then they have to control:

is important to a business then they have to control: – What it will do –

What it will do

When it is finished

What it will cost

How do you control something you don't understand, if you are running a business?

Find something it is "like" that you do understand, and reuse that knowledge What is software development like?

Re-thinking Change

Re-thinking Change  If we accept that change is inevitable…  and if change means decay…

If we accept that change is inevitable…

and if change means decay…

change is inevitable…  and if change means decay… …isn't decay inevitable? 19 Copyright © 2008

…isn't decay inevitable?

Quality as Code Changes

Decay

Quality as Code Changes Decay  Hack it in Code Debt "That’s the way it is"
 Hack it in Code Debt "That’s the way it is"

Hack it in

Code Debt "That’s the way it is"

Functional  Completeness 
Functional
Completeness
Time
Time

Maintenance

Cheaper to

Replace

Release

Quality as Code Changes

Rejecting Decay: Changing Change

Quality as Code Changes Rejecting Decay: Changing Change Validateable: What we think we know Based on
Quality as Code Changes Rejecting Decay: Changing Change Validateable: What we think we know Based on

Validateable:

What we think we know

Based on what we have learned

"First, do no harm"

Code what you know

Validation-Centricity

Time

First Further Iterations
First
Further Iterations

Iteration

The Nature of Software Development

The Nature of Software Development  Is Software Development a true "Profession?"  Is it Engineering?

Is Software Development a true "Profession?"

Is it Engineering?

Is it an Art?

Is it a Craft?

Is it Science?

 Is it an Art?  Is it a Craft?  Is it Science? 22 Copyright
 Is it an Art?  Is it a Craft?  Is it Science? 22 Copyright
 Is it an Art?  Is it a Craft?  Is it Science? 22 Copyright

What Is Missing

Other Professions have:

Specialized language

Clear path to entry

Defined mentoring

Peer-review

Standards & practices

A profession is an organism:

Standards & practices  A profession is an organism: – There has been "medicine" for thousands
Standards & practices  A profession is an organism: – There has been "medicine" for thousands

There has been "medicine" for thousands of years, but no particular doctor has been around that long

Can Initially Be Thought of as Answers to Questions

Can Initially Be Thought of as Answers to Questions  What would you want someone to

What would you want someone to know before leading a Lean Transition at the team level? What would you want management to know before leading their organization?

What would you want a programmer to know before

touching your code?

Lean Provides New Opportunities There Is a Foundation To Build On 25 20 May 2009
Lean Provides New Opportunities
Lean Provides
New
Opportunities

There Is a Foundation To Build On

Science / Experience as the Source of Lean

Science / Experience as the Source of Lean Toyota Services Software Development Lean-Thinking Lean Principles Flow
Toyota
Toyota
Science / Experience as the Source of Lean Toyota Services Software Development Lean-Thinking Lean Principles Flow
Services
Services
Software Development
Software
Development
as the Source of Lean Toyota Services Software Development Lean-Thinking Lean Principles Flow JIT Autonomation Deming

Lean-Thinking Lean Principles Flow

JIT Autonomation

Deming

The Lean Enterprise

The Lean Enterprise Lean “Science” Flow, Cadence, Pull Options Theory ToC Lean Thinking Lean Lean Management
Lean “Science” Flow, Cadence, Pull Options Theory ToC Lean Thinking Lean Lean Management Education
Lean “Science”
Flow, Cadence, Pull
Options Theory
ToC
Lean
Thinking
Lean
Lean
Management
Education
Leadership
A3s, Kaizens
Education
Continuous
Visual Controls
improvement
5-whys

27

Continuous Visual Controls improvement 5-whys 27 _1dd Copyright © 2008 Net Objectives. All Rights Reserved.

_1dd

Copyright © 2008 Net Objectives. All Rights Reserved.

20 May 2009

The Management Dilemma of the Last 4 Decades

The Management Dilemma of the Last 4 Decades Command and Control  Set direction & how

Command and Control

Set direction & how to do it

Figure out the one best way

Get teams motivated

Make sure teams do it right

Process is good

We’d be successful if only

the devs would do what they are supposed to

Individuals/Teams Rule

Figure it out

Avoid management

The rules are do it fast

Individuals are key

Process is bad

We’d be successful if only

management would let us do the right thing

Lean: A New Paradigm

4 industrial paradigms

Lean: A New Paradigm 4 industrial paradigms 2000 Engaged, Thinking People – Lean 1900 Interchangeable People
2000 Engaged, Thinking People – Lean 1900 Interchangeable People – Assembly Line 1800 Interchangeable Parts
2000 Engaged,
Thinking People –
Lean
1900
Interchangeable
People –
Assembly Line
1800
Interchangeable
Parts
Craft

Organization Concerns / “Boundaries”

Organization Concerns / “Boundaries” Team Technical & Line Mgrs Business Owners How do we achieve that

Team

Technical & Line Mgrs

Business Owners

How do we achieve that value?

What is the best way to deliver that value ?

Why is this of value?

Speed of

Technology

Portfolio of Projects

analysis

Process for Discovery and

Budgets Priority & Sequence Continual discovery of highest business value

build

Development

validation

Core Engineering Practices

deployment

System integrity

Continual

Boundaries to empower

 

standards

teams

improvement

Resolution of Impediments to speed and flow

Skills excellence and optimized team performance

Iterative

Iterative

Incremental

Achieving Enterprise Agility 31 20 May 2009
Achieving Enterprise Agility
Achieving
Enterprise Agility

Agility

Agility Its about Agility; you can be more agile or less agile in your efforts An

Its about Agility; you can be more agile or less agile in your efforts

An agile team is only as agile as the business &

management is agile…

Challenges / Questions

Does it work in the real world?

Would it work for my company?

What must we do?

How long until we see results?

32 32

What must we do?  How long until we see results? 32 32 Copyright © 2008

Copyright © 2008 Net Objectives. All Rights Reserved.

20 May 2009

20 May 2009

Enterprise Agility

Enterprise Agility 33 Copyright © 2008 Net Objectives. All Rights Reserved. 20 May 2009
Enterprise Agility 33 Copyright © 2008 Net Objectives. All Rights Reserved. 20 May 2009
Driving from Value 34 20 May 2009
Driving from Value
Driving from
Value

Speed of Realizing Business Value

Speed of Realizing Business Value  Develop Faster  Deploy Faster  Use Faster! “Business Value

Develop Faster

Deploy Faster

Use Faster! “Business Value can be Realized”

Trends for Business Value Realization 36 20 May 2009
Trends for Business Value Realization
Trends for
Business Value
Realization

Type 1

Type 1 Time Business value realized release release release 37 Copyright © 2008 Net Objectives. All
Time Business value realized release release release
Time
Business value realized
release
release
release

Type 2

Type 2 Time Business value realized release release release 38 Copyright © 2008 Net Objectives. All
Time Business value realized release release release
Time
Business value realized
release
release
release

Type 3

Type 3 Time Business value realized release release release 39 Copyright © 2008 Net Objectives. All
Time Business value realized release release release
Time
Business value realized
release
release
release

Type 4

Type 4 Time Business value realized release release release 40 Copyright © 2008 Net Objectives. All
Time Business value realized release release release
Time
Business value realized
release
release
release

Project View: By Project Business Value

Project View: By Project Business Value Delivery Plan Feature Burn Up 140% 10/07 4Q07 04/08 120%
Delivery Plan Feature Burn Up 140% 10/07 4Q07 04/08 120% 100% 80% 60% 40% 20%
Delivery Plan Feature Burn Up
140%
10/07
4Q07
04/08
120%
100%
80%
60%
40%
20%
0%
Features
The project has been prioritized. Making good
progress on completing features in release.
Overnight AppA & Pricing Distribution to InitiativeB
Vendor1 Equity AppA Data Buildout - InitiativeD
Trade Administration checklist - fixed income
Vendor1 One-day Sourcing/Acquisition-request
One-day AppA Distribution to InitiativeB - fixed income
Vendor1 One-day Sourcing/Acquisition-response
Vendor1 Fixed Income AppA Data Buildout - InitiativeD
October Enabling
October Vendor5 Production Support Requests
October Elevation
Actions InitiativeC for downstairs office
4Q2007 Decoupling - Stored proc development
AppA Distribution to InitiativeD
4Q2007 Decoupling - Database buildout
Team on UI
AppA Final Analysis and Definition
Nov/Dec Elevation & Enabling
Vendor2 One-day Sourcing/Acquisition-request
Vendor2 One-day Sourcing/Acquisition-response
Vendor2 Equity AppA Raw Data Buildout
Vendor2 Fixed Income AppA Raw Data Buildout
Vendor2 Overnight Sourcing/Acquisition-request
Vendor2 Overnight Sourcing/Acquisition-response
Vendor3 Holdings and AppA buildout
Business custom security to support request buildout
Registrant buildout
Vendor12 Industry Classification buildout
Fixed Income Analysis
Source and Load AppC attributes from external vendors (Vendor1 and…
AppA Distribution to InitiativeD Equity - One-day
AppA Final Design and Implement (with contingency)
Vendor4 checklist
Deliver equity AppA to Vendor3
Deliver fixed income AppA to Vendor3
Manage Add/Repair of Advisor AppA Data
AppA Distribution to InitiativeD - One-day
Overnight AppA & Pricing Distribution to InitiativeB - equity
One-day AppA Distribution to InitiativeB - equity
Day 0 with InitiativeB Local DB - equity
Broker UI/Functionality Refactor
Exchange UI/Functionality Refactor
Vendor13 Account UI/Functionality Refactor
Exceptions - processing and UI refactor
Vendor checklist, Attributes and Audit via UI
Distribute final attributes to AppC
Load derived AppC attributes to environment
April 2008 InitiativeA Production Support Requests
April 2008 Enabling
April 2008 Elevation

Product Portfolio View: By Business Value

Product Portfolio View: By Business Value Feature Burn Up by Business Value 100% 90% 80% 70%
Feature Burn Up by Business Value 100% 90% 80% 70% 60% 50% 40% 30% 20%
Feature Burn Up by Business Value
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Features
% Complete
Vendor1
Equity
Data
Buildout
Distribution
to
InitiativeD
(by…
Overnight AppA
AppA
& System Catch-Up AppA Adress for Consumer 2008 4Q2007 Application Metadata 2007 AppA 2008 2008
Distribution…
Actions
InitiativeC
downstairs
office
Decoupling
Vendor1
Income
AppA
Data…
Vendor1
Sourcing/Acquisition-response
Day
0 Audit AppB Dec Aug Profile Fixed Fixed Fixed
Analysis/Integration
with…
2007August
InitiativeA
Production…
Vendor1
Equity
AppA
Data
Buildout
Trade
Vendor1
Sourcing/Acquisition-request
AppA
Distribution
to
InitiativeD
to
Vendor10
Vendor2
Equity
Data
Buildout
Vendor2
Income
Data…
AppA AppA
Final
Analysis
Definition
Data
Buildout
Futures,…
Vendor2
Overnight…
Vendor2
Overnight…
Corporate
- August
One-day
AppA
Distribution
InitiativeB
Vendor1
Income
Data…
Corporate
- List List
Fir
Exceptions
Decoupling
Fixed
Analysis
Vendor2
One-day…
Vendor2
One-day…
Security
Data
final-check
implementation
Manage AppA
Add/Repair
Consumer
View
Consumer
checklist
- Pricing - Nov/Dec Administration Metrics/Monitoring AppA
audit
checklist
AppB
Functionality
Consumer
Implement
Changes
Implement
Vendor8
data
2008 2008
InitiativeA
Production…
InitiativeA
Production…
Audit
Capture,
Storage
Reporting
catalogue
March
InitiativeA
Production
Support…
October
InitiativeA
Production…
Automated
Download
Consumer
& & - Cherry Willow Profile - (One-… AppC AppA… View,…
audit
Security
Country,
Currency,
on
UI -…
Birch
2007
Elevation
2007
Enabling
May
Elevation
2007
May
Enabling
2007
October
Enabling
2007
October
Elevation
Elevation
April
April
Elevation Enabling
2008
August
2008
August
Elevation Enabling
2008
Dec
Dec
Elevation Enabling

Same project, within program, sorted by business value Q: Why is so much work being spent on lower priority features?

Organizational Impacts 44 20 May 2009
Organizational Impacts
Organizational
Impacts

Organizational Impacts

Business

Organizational Impacts  Business – Prioritize features by highest business value – ‘drive’ the development

Prioritize features by highest business value

‘drive’ the development efforts to incrementally deliver

Development Organization

Focus on SPEED in delivering software functionality

Must include functionality, maintainability, and extensibility

Requires excellent engineering practices

Management

What is the best way to achieve Fast, Flexible, Flow

Continuous Standards Improvement

Organizational guiding principles, Impediment removal

Organization Concerns / “Boundaries”

Organization Concerns / “Boundaries” Team Technical & Line Mgrs Business Owners How do we achieve that

Team

Technical & Line Mgrs

Business Owners

How do we achieve that value?

What is the best way to deliver that value ?

Why is this of value?

Speed of

Technology

Portfolio of Projects

analysis

Process for Discovery and

Budgets Priority & Sequence Continual discovery of highest business value

build

Development

validation

Core Engineering Practices

deployment

System integrity

Continual

Boundaries to empower

 

standards

teams

improvement

Resolution of Impediments to speed and flow

Skills excellence and optimized team performance

Iterative

Iterative

Incremental

Discovery & a new approach Quality Low Cost Speed 47 20 May 2009
Discovery & a new approach
Discovery & a
new approach
Quality Low Cost Speed
Quality
Low Cost
Speed

Which Is More Important?

Discovery of what’s valuable?

To the Customer & To the Business

valuable? – To the Customer & To the Business  Building (and achieving it)? You can

Building (and achieving it)? You can not build the right thing if you haven’t discovered it first!

Not everything is known or understood upfront by Business / Customer (from a systems view)

Business should be able to:

Specify what’s most important at any given point in time

Learn from what is already implemented

Learn from their changing environment

Update and reprioritize their requirements

Business Driven Software Development 49 20 May 2009
Business Driven Software Development
Business Driven
Software
Development

Business Driven Software Development

Business Driven Software Development is where the

Business:

Owns Scope and Incremental Releases Continually discovers and prioritizes increments by highest business value Continually manages and validates what the development teams are producing

Challenges & New Approach

Current Approach Project based

New Approach Business Value based

– Project based New Approach – Business Value based  Fixed Scope, Budget, Schedule  Define

Fixed Scope, Budget, Schedule

Define all requirements without priority

Scope evolves, but budget and schedule remain fixed

Big Bang Deployment

Discover highest business value, allocate budget here

Prioritize based on Business Value, Sequence based on ROI

Re-prioritize based on updated discovery, budget follows

Team only builds & deploys

priority increments

Key Business Roles

Key Business Roles Role Responsibilities Sponsor Ultimately accountable for project/program success; Sets the

Role

Responsibilities

Sponsor

Ultimately accountable for project/program success; Sets the vision,

direction and priorities; Dedicates

resources and assigns Product Owner

Product Owner

Defines, Tests, and accepts product; sets priorities based on business value; accountable for the realization of vision and business benefits

Business Technology Lead / SMEs

Facilitates continuous planning to front-run teams; provides knowledge of business processes, products and services; defines

requirements / scenarios; executes

acceptance tests; manages implementation, business acceptance, elevation and transition.

Critical Success Factors to Agile

Critical Success Factors to Agile • Clear business vision, continuous planning and oversight • Dedicated and

Clear business vision, continuous planning and oversight Dedicated and empowered business leader Project scope can be partitioned into independent pieces that can be delivered separately

People

The right business leads Allocation of business SMEs to support projects Skills excellence and optimized team performance

Process

Continuous planning, discovery and development Prioritization of technology spending to highest business value Boundaries to empower teams Resolution of impediments to speed and flow

Glossary

Glossary  Minimum Marketable Feature – Increment of realizable business value; decomposed from projects, comprised

Minimum Marketable Feature Increment of realizable business value; decomposed from projects, comprised

of business capabilities.

Business Capability – business functionality ‘supporting’ the business and/or provides value to our customers

Business Feature an increment of business value that is comprised of slices of business capabilities.

Continual Business Planning 55 20 May 2009
Continual Business Planning
Continual
Business
Planning

Business Driven Software Development

Business Driven Software Development 4 Stages (containers) 1) Business Portfolio 2) Business Product Portfolio (MMFs)

4 Stages (containers)

1) Business Portfolio 2) Business Product Portfolio (MMFs) 3) Release Product Backlog 4) Sprint Backlog(s)

Business Portfolio Container 1

Business Portfolio – Container 1 Business Product Portfolio - MMF’s Inputs: Prioritized Projects, budgets Outputs:
Business Portfolio – Container 1 Business Product Portfolio - MMF’s Inputs: Prioritized Projects, budgets Outputs:

Business Product

Portfolio - MMF’s

Inputs: Prioritized

Projects, budgets

Outputs: Release

goals, MMFs

Minimum Marketable Features Container 2

Minimum Marketable Features – Container 2 Business Product Portfolio - MMF’s Inputs: Prioritized Projects, budgets
Minimum Marketable Features – Container 2 Business Product Portfolio - MMF’s Inputs: Prioritized Projects, budgets

Business Product

Portfolio - MMF’s

Inputs: Prioritized

Projects, budgets

Outputs: Release

goals, MMFs

Prioritized Projects, budgets Outputs: Release goals, MMFs 58 Copyright © 2008 Net Objectives. All Rights Reserved.

Decompose MMFs into Business Features

Decompose MMFs into Business Features 59 Copyright © 2008 Net Objectives. All Rights Reserved. 20 May
Decompose MMFs into Business Features 59 Copyright © 2008 Net Objectives. All Rights Reserved. 20 May
Decompose MMFs into Business Features 59 Copyright © 2008 Net Objectives. All Rights Reserved. 20 May

Release Product Backlog Container 3

Release Product Backlog – Container 3 Release Product Backlog Inputs: Release Goals, Prioritized MMFs Outputs: Scope
Release Product Backlog – Container 3 Release Product Backlog Inputs: Release Goals, Prioritized MMFs Outputs: Scope

Release Product Backlog

Inputs: Release Goals, Prioritized MMFs

Outputs: Scope of Effort, Refined

Prioritized Business Features (Scenarios/

personas), Release Plan, User Stories for

team(s)

Release View cont’d.

Release View cont’d. 61 Copyright © 2008 Net Objectives. All Rights Reserved. 20 May 2009
Release View cont’d. 61 Copyright © 2008 Net Objectives. All Rights Reserved. 20 May 2009

Sprint Backlog(s) Container 4

Sprint Backlog(s) – Container 4 Container 4 – Sprint Backlog(s) Inputs : Priority sequenced User stories,
Sprint Backlog(s) – Container 4 Container 4 – Sprint Backlog(s) Inputs : Priority sequenced User stories,

Container 4 Sprint Backlog(s)

Inputs: Priority sequenced User stories, next priority business features Outputs: Validated completed user stories and next sprints’ prioritized user stories

Business Increment Precision

Business Increment Precision 63 Copyright © 2008 Net Objectives. All Rights Reserved. 20 May 2009
Business Increment Precision 63 Copyright © 2008 Net Objectives. All Rights Reserved. 20 May 2009
Business Increment Precision 63 Copyright © 2008 Net Objectives. All Rights Reserved. 20 May 2009

Business Planning

Business Planning Submit to Team Design Define Product Owner & Customer Team Business Team Business Sponsor

Submit to Team

Design

Define

Product Owner & Customer Team Business Team Business Sponsor / Manager
Product Owner & Customer Team
Business Team
Business Sponsor / Manager

Minimal Marketable Feature (MMFs) prioritized

by Business Value

Prioritized Business Features

Scenarios / Personas

Validation approach & Acceptance Criteria

How
How

Business Capabilities

Workflows

Process models / maps

Scenarios

What
What

Define Goals

Business Value criteria

Success Metrics

Message Map

Segments / audience

OBT & Budget

Why
Why

Teams Pull from Business Needs

Teams Pull from Business Needs Build & Deploy Define Discover Team Business Owner & Tech owner

Build & Deploy

Define

Discover

Team
Team
Business Owner & Tech owner
Business Owner & Tech owner
Product Owner
Product Owner
Team Business Owner & Tech owner Product Owner • Build product • Use Agile methods for
Team Business Owner & Tech owner Product Owner • Build product • Use Agile methods for

Build product Use Agile methods for high quality and responsiveness

Marry features with system evolution on how to build them

Perform detailed design

Begin Functional

acceptance criteria/tests

Discovery of what is next in Product Backlog (based on business value) How to iteratively achieve this value

Features defined with

acceptance criteria

How
How
What
What
Why
Why
Customer / User Feedback
Customer / User Feedback

Sprint 4: Feature Burn Up by Release

Sprint 4: Feature Burn Up by Release  This graph shows – Num features actively in
 This graph shows – Num features actively in work – Swarming well on incremental
 This graph shows
– Num features
actively in work
– Swarming well on
incremental
delivery?
 Q: In Sprint 4, likely
to succeed in
release?
Why so many
activities for future
releases?

Business view: Feature completion

Sprint 5: Refocused Based on Priorities

Sprint 5: Refocused Based on Priorities  In Sprint 5, Product Owner high Business Priority l
 In Sprint 5, Product Owner high Business Priority l low refocuses team based on
In Sprint 5,
Product Owner
high
Business Priority l
low
refocuses team
based on business
value priorities
– Increases
likelihood of
success in earlier
releases
– Less work on
features for future
releases

Business view: Feature completion by priorities

Improving an Organization There is no One Best Way (bummer) 68 20 May 2009
Improving an Organization
Improving an
Organization

There is no One Best Way (bummer)

The Lean Enterprise

The Lean Enterprise Business Prioritize for Profit Product Portfolio Release Planning Lean Enterprise Management
Business Prioritize for Profit Product Portfolio Release Planning Lean Enterprise Management Development Practices
Business
Prioritize for Profit
Product Portfolio
Release Planning
Lean
Enterprise
Management
Development
Practices
Value Stream
TDD/QA
Visual Controls
Design Patterns
Impediment Mgt
Refactoring

69

Controls Design Patterns Impediment Mgt Refactoring 69 _1dd Copyright © 2008 Net Objectives. All Rights Reserved.

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20 May 2009

Focus on Shortening Time to Market

Business Leaders

Product Managers

Product Owner(s)

to Market Business Leaders Product Managers Product Owner(s) Regional Coordinators Trainers & Educators Product
to Market Business Leaders Product Managers Product Owner(s) Regional Coordinators Trainers & Educators Product
to Market Business Leaders Product Managers Product Owner(s) Regional Coordinators Trainers & Educators Product

Regional Coordinators

Trainers & Educators

Product

Related

Customers

and/or

Support

Shared

Components

Product Related Customers and/or Support Shared Components Customers New Products and/or Development

Customers

New Products and/or

Development

Enhancements

Organization

Scrum & XP

Scope of Current Methods

Business Leaders

Product Managers

Product Owner(s)

Regional Coordinators

Trainers & Educators

Owner(s) Regional Coordinators Trainers & Educators Customers Customers and/or Support Product Related Shared
Customers
Customers

Customers

and/or

Support

Product

Related

Shared

Components

New Products and/or

Development

Enhancements

Organization

Extending Agile

Extending Agile  Agile doesn’t explicitly deal with management  It somewhat ignores process except to

Agile doesn’t explicitly deal with management

It somewhat ignores process except to say not to let it

get in the way

Agile has had a paradigm of:

Teams

Small pieces coming together

A result of it’s XP and Scrum heritage

Lean extends Agile with:

A non-command and control management model

A view of the whole

Business driven

Lean-Agile Works

Lean-Agile Works  Lean provides the Enterprise and Business Perspective  Gives mantra of eliminating waste

Lean provides the Enterprise and Business Perspective

Gives mantra of eliminating waste to reduce delays Results in faster time to market, higher quality, lower costs

Provides guidance for product portfolio management

Key business capabilities

Developed faster

Agile enables teams to work in their best way

Not ad hoc

Process is the best they know, but they will continue to

improve it

The Flow of Software Development

The Flow of Software Development Regional Coordinators Customers Business Leaders Product Managers Product Owner(s)

Regional Coordinators

Customers
Customers

Business Leaders

Product Managers

Product Owner(s)

Customers Business Leaders Product Managers Product Owner(s) Trainers & Educators Product Related Customers and/or
Customers Business Leaders Product Managers Product Owner(s) Trainers & Educators Product Related Customers and/or
Customers Business Leaders Product Managers Product Owner(s) Trainers & Educators Product Related Customers and/or
Customers Business Leaders Product Managers Product Owner(s) Trainers & Educators Product Related Customers and/or
Customers Business Leaders Product Managers Product Owner(s) Trainers & Educators Product Related Customers and/or

Trainers & Educators

Product

Related

Customers

and/or

Support

Shared

Components

New Products and/or

Development

Enhancements

Organization

The Flow of Software Development

The Flow of Software Development Regional Coordinators Customers Business Leaders Product Managers Product Owner(s)

Regional Coordinators

Customers
Customers

Business Leaders

Product Managers

Product Owner(s)

Customers Business Leaders Product Managers Product Owner(s) Trainers & Educators Product Related Customers and/or
Customers Business Leaders Product Managers Product Owner(s) Trainers & Educators Product Related Customers and/or
Customers Business Leaders Product Managers Product Owner(s) Trainers & Educators Product Related Customers and/or
Customers Business Leaders Product Managers Product Owner(s) Trainers & Educators Product Related Customers and/or
Customers Business Leaders Product Managers Product Owner(s) Trainers & Educators Product Related Customers and/or

Trainers & Educators

Product

Related

Customers

and/or

Support

Shared

Components

Step 1- Kanban/

Agile Teams: Start

with selected teams.

New Products and/or

Development

Enhancements

Organization

The Flow of Software Development

The Flow of Software Development Regional Coordinators Customers Business Leaders Product Managers Product Owner(s)

Regional Coordinators

Customers
Customers

Business Leaders

Product Managers

Product Owner(s)

Trainers & Educators

Customers

and/or

Support

Step 2 - Flow:

Improve the ways product enhancements are given to the

teams

Product

Related

Shared

Components

New Products and/or

Development

Enhancements

Organization

The Flow of Software Development

Business Leaders

Product Managers

Product Owner(s)

Step 3 Increase

ROI: Create an

agile product portfolio management group

ROI: Create an agile product portfolio management group Regional Coordinators Trainers & Educators Product
ROI: Create an agile product portfolio management group Regional Coordinators Trainers & Educators Product
ROI: Create an agile product portfolio management group Regional Coordinators Trainers & Educators Product
ROI: Create an agile product portfolio management group Regional Coordinators Trainers & Educators Product
ROI: Create an agile product portfolio management group Regional Coordinators Trainers & Educators Product

Regional Coordinators

Trainers & Educators

Product

Related

Customers

and/or

Support

Shared

Components

Product Related Customers and/or Support Shared Components Customers New Products and/or Development

Customers

New Products and/or

Development

Enhancements

Organization

The Flow of Software Development

The Flow of Software Development Regional Coordinators Customers Business Leaders Product Managers Product Owner(s)

Regional Coordinators

Customers
Customers

Business Leaders

Product Managers

Product Owner(s)

Customers Business Leaders Product Managers Product Owner(s) Trainers & Educators Product Related Customers and/or
Customers Business Leaders Product Managers Product Owner(s) Trainers & Educators Product Related Customers and/or

Trainers & Educators

Product

Related

Customers

and/or

Support

Shared

Components

New Products and/or

Development

Enhancements

Organization

In parallel: Be

improving both

the technical skills

of the developers with design patterns and TDD and improve the structure of the teams in order to reduce integration costs.

Summary

Take an Enterprise view

Look at entire flow

Use Lean-Thinking

Not team thinking expanded

flow – Use Lean-Thinking – Not team thinking expanded  Removing waste will speed time to

Removing waste will speed time to market while improving quality and lowering cost

Question and Answer 80 20 May 2009
Question and Answer
Question and
Answer
info@netobjectives.com www.netobjectives.com Thank You! … and following is more to help you plan your next

info@netobjectives.com

www.netobjectives.com

Thank You!
Thank You!

… and following is more to help you

plan your next steps

Resources  Resources: www.netobjectives.com/resources – Webinars/Training Videos (PowerPoint with audio) –

Resources

Resources  Resources: www.netobjectives.com/resources – Webinars/Training Videos (PowerPoint with audio) –

Resources: www.netobjectives.com/resources

Webinars/Training Videos (PowerPoint with audio)

Articles and whitepapers

Pre/post course support Supporting materials

Quizzes

Recommended reading paths

Blogs and podcasts: blogs.netobjectives.com

Annotated Bibliography

After-Course Support (students only)

Additional Training

Two User Groups

http://tech.groups.yahoo.com/group/leanagile

http://tech.groups.yahoo.com/group/leanprogramming

Join our e-mail list to receive regular updates and information about our resources and training
Join our e-mail list to receive regular updates and information
about our resources and training of interest to you

Tailored Bibliography

Tailored Bibliography  Scott Bain, Emergent Design: The Evolutionary Nature of Professional Software Development 

Scott Bain, Emergent Design: The Evolutionary Nature of Professional Software Development

Ken Pugh, Prefactoring

Don Reinertsen, The Principles of Product Development Flow: Second Generation Lean Product Development

Don Reinertsen, Managing the Design Factory

Shalloway, Beaver, Trott: Lean-Agile Software Development: Achieving Enterprise Agility

Corey Ladas, Scrumban and Other Essays on Kanban

Systems for Lean Software Development

A Short List of Books - Lean Related

Womack and Jones: Lean-Thinking

Mary & Tom Poppendieck

and Jones: Lean-Thinking  Mary & Tom Poppendieck – Lean Software Development – Implementing Lean

Lean Software Development

Implementing Lean Software Development: From Concept to Cash

Jeff Liker: The Toyota Way

Michael Kennedy: Product Development in the Lean Enterprise

Taiichi Ohno: Toyota Production System

Ronald Mascitelli: Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management

Kennedy, Harmon, Minnock: Ready, Set, Dominate: Implement Toyota's Set-based

Learning for Developing Products and Nobody Can Catch You

Learning for Developing Products and Nobody Can Catch You See http://www.netobjectives.com/resources/bibliography for
Learning for Developing Products and Nobody Can Catch You See http://www.netobjectives.com/resources/bibliography for
See http://www.netobjectives.com/resources/bibliography for a full bibliography
See http://www.netobjectives.com/resources/bibliography for a full bibliography

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20 May 2009

Lean Management and Other Relevant Books

Lean Management and Other Relevant Books  Peter Scholtes: The Leader’s Handbook: Making Things Happen, Getting

Peter Scholtes: The Leader’s Handbook: Making Things Happen, Getting Things Done

David Mann: Creating A Lean Culture: Tools to Sustain

Lean Conversions

William Bridges: Managing Transitions Weick and Sutcliffe: Managing the Unexpected:

Assuring High Performance in an Age of Complexity

Assuring High Performance in an Age of Complexity See http://www.netobjectives.com/resources/bibliography for
Assuring High Performance in an Age of Complexity See http://www.netobjectives.com/resources/bibliography for
See http://www.netobjectives.com/resources/bibliography for a full bibliography
See http://www.netobjectives.com/resources/bibliography for a full bibliography

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20 May 2009

A Short List of Books - Technical

A Short List of Books - Technical  Mugridge & Cunningham: Fit for Developing Software 

Mugridge & Cunningham: Fit for Developing Software

Michael Feathers: Working Effectively with Legacy Code

Shalloway & Trott: Design Patterns Explained, A New Perspective on Object-

Oriented Design

Bob Martin: Agile Software Development: Principles, Patterns and Practices

Freeman, Freeman, Bates, Sierra: Head First Design Patterns

Martin Fowler, Refactoring: Improving the Design of Existing Code

Ken Pugh, Prefactoring

Scott Bain, Emergent Design: The Evolutionary Nature of Professional Software Development

The Evolutionary Nature of Professional Software Development See http://www.netobjectives.com/resources/bibliography for
The Evolutionary Nature of Professional Software Development See http://www.netobjectives.com/resources/bibliography for
The Evolutionary Nature of Professional Software Development See http://www.netobjectives.com/resources/bibliography for
The Evolutionary Nature of Professional Software Development See http://www.netobjectives.com/resources/bibliography for
The Evolutionary Nature of Professional Software Development See http://www.netobjectives.com/resources/bibliography for
The Evolutionary Nature of Professional Software Development See http://www.netobjectives.com/resources/bibliography for
See http://www.netobjectives.com/resources/bibliography for a full bibliography
See http://www.netobjectives.com/resources/bibliography for a full bibliography

86

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20 May 2009

New Online Course

Everywhere (Internet)

New Online Course  Everywhere (Internet) – Lean Software Development – TBD starting this summer For

Lean Software Development TBD starting this summer

For more information, see www.netobjectives.com/courses
For more information, see www.netobjectives.com/courses

Net Objectives Services

Net Objectives Services Training in Sustainable Product Development Certification Programs by Net Objectives Net

Training in Sustainable Product Development

Certification Programs by Net Objectives

Net Objectives offers the most comprehensive Lean-Agile training in the world. Our offerings include Lean, Agile Analysis, Scrum, Design Patterns, Test-Driven Development, and Lean-Agile Testing.

Net Objectives offers certification programs that provides a road-map of knowledge as well as resources to get there.

Scrum Certification

Our approach is a blend of principles and practices to provide a complete team and/or enterprise wide training solution.

Scrum Master Certification

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Assessment Services

Lean-Agile Coaching

An effective way to embark on an enterprise level transition to Lean-Agile methods is to start with an assessment of where you are, where you want to go and options on how to get there that are right for you and your budget.

While training provides foundational knowledge and is a great jump start, coaching is another effective way to increase the abilities of teams.

Our coaches work with your teams to provide

guidance in both the direction your teams need to

 

go and in how to get there.

Coaching provides the knowledge transfer while working on your own problem domain.

Best Practices Curriculum Lean Agile Exec Overview for Senior Management Mgmt Leaders
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For Management Business Lean-Agile Business Management Mgmt Enterprise Business Release Product Planning Owner
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Net Objectives Courses  Lean Software Development – Lean Software Development for Management – Lean Software

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