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Slides from my presentation on the application of lean ideas for Agile Project Management.
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Lean Concepts for Managing Agile Projects
Govindarajan SThoughtworks India
2010 October
www.agiletour.com05/05/09
Increase in Project Success Rate
From the 1994 levels
100%
34%
an
Source: Standish Report on project success rate
www.agiletour.com05/05/09
“The primary reason is the projects have
gotten a lot Smaller.
Doing projects with
Iterative processing as opposed to the waterfall method,
which called for all project requirementsto be defined up front, is a major step
forward.”
www.agiletour.com05/05/09
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1 Iterative, more critically Incremental2 Releasing Working Software frequently
3 Good Delivery Cadence4 Adaptive Planning
5 Empowers Customers with Transparency6 Fail Fast
Elements of Agile Projects
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Game Changer
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Increased Adoption
35%
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What do we want to do today ?
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Smells That We See in Agile Projects
Analysis of the Root Causes
Foundation for Lean
How Lean can help us in our Quest !
• No concept of shippable software
• No adaptive planning
• No concept of capacity or throughput
• No meaningful retrospectives
• Quality Issues
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Working Software frequently
Working Software as a measure of Progress
Shorter Time scale
Trusted & Motivated Individuals
Reflects & Fine tune work
Source: Survey by Prof Laurie Williams North Carolina University, quoting from Mike Cohn’s blog
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Cadence Ship SW DONE
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Adaptive PlanningThroughput Reflect
Theory Of Constraints
• Focus on throughput, rather than improving individual processes
• Enables one to look at the process in terms of the weakest link
• Manage the constraint to get a grip on the throughput
• Enables you to have a good measure on the Capacity
www.agiletour.com05/05/09
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“Kanban to promotes flow and reduced cycle-
time by limiting WIP and pulling value through in a visible manner.”
“Kanban helps our team contribute to the business by promoting flow and reducing cycle-time through a limited WIP and a fully
transparent value pulling system.”“Value Pull, Limited WIP, and Visibility can create an ecosystem
where teams have the opportunity to improve.”
Source: www.limitedwipsociety.org
•Visualize the Workflow• Limit Work In Progress•Measure and Manage Flow•Make process policies explicit•Use models to improve
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Lean
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Purposeful Value Chain
Value Chain Clarity
• Represents the process by which a requirement is taken into Production
• Represents the stages where value is added
Backlog Analysis Ready for Dev In Dev Dev Done In QA Atmn Done Deployed
Flow
In Process
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Limit Requirements processed
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Throughput - Guarantees MMF at the end of the cycle
WIP Addresses
Keeps Inventory Low and guarantees Quality
Pull & One Piece Flow
• Fall out to the WIP.oWIP triggers pull• Pull based system ensures a
balanced work flow• Push is never ideal as
compared to pull
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Precise Metrics
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What do you measure ?
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Finally….• Start slowly• Focus on Your Value Chain• Accurately Measure Progress• Retrospect• Use Stand ups to pull and adapt• Inculcate a culture of continuous
improvement
www.agiletour.com05/05/09
www.agiletour.com05/05/09
Questions ?
Credits: Stock Photos – www.sxc.hu