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WE GET IT. WE’LL HELP YOU GET IT TOO.
12 Mean and Lean Analysis Approaches for Agile Teams
Jacqueline Sanders-BlackmanAgile Analysis Strategist and Senior Instructor
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Agenda
• Indicators of whether your agile team is too Lean or not Lean enough
• 12 approaches to apply Lean to youragile team
• Knowing when to and when not toapply Lean to your agile team
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Why Are We Having This Conversation?
Do you feeling this way….
some of the time or
everyday?
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Keeping Your Lean Agile from Turning Mean
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Words That Can Cause Major Damage
(Agile) Go Faster
High Value Deliverables Sooner
(Agile)Be Flexible akaNo Rules
Stakeholders should be able to change their mindFail Fast - Learn Fast Manage Incremental ChangeManage Change; Don’t Avoid It
(Lean) Do Morewith Less
Eliminate Waste (Low Value Activity)
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In the Beginning ….
Individuals & Interaction
Working Software
Collaboration
Responsive to Change
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And Then….
Scrum
Kanban
Agile
SAFe
• Sprint Planning• Daily Stand Up• Sprint Review• Retrospectives
• Visual Display of Work• WIP – Work In Progress• Pull versus Push• Swarm• Do More Finishing than
Starting
• Shared Services• Value Streams• Technical Debt• Scrum of Scrums• Program Increment
Planning/Roadmap
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As Well As….
Scrum
SAFe
Agile
Kanban
Agile Portfolio
Mgmt
Value Mgmt
DevOps
User Stories
XP/TDD
• Sprint Planning• Daily Stand Up• Sprint Review• Retrospectives
• Minimum Viable Product• Backlog Grooming• Story Splitting
• Shared Services• Value Streams• Technical Debt• Scrum of Scrums• Program Increment
Planning/Roadmap• Agile Accounting• Technical Runway• Enablers
• Acceptance Criteria• Examples & Scenarios• 3 Amigos• Definition of Ready• Done
• Visual Display of Work• WIP – Work In Progress• Pull versus Push• Swarm• Do More Finishing than Starting
• Cross Functional Training• Co-located• Paired Programming• Design/System Thinking
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Finding Your Lean
Human Centered
Value Management
LEAN• Short Increments• Team – Customer
Collaboration• Individual
Interaction• Embrace Change• Working Software
AGILE• Eliminate waste• The goal of all resources is
to deliver value to the customer, all else is wasteful
• Keep design simple and then improve
• Keep processes simple and then improve
• Simple tends to be optimal
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Lean
LEAN is a long-term, continuous process improvement approach.
Lean means creating more value for customers with fewer resources.
A lean organization understands customer value and focuses its key processes to continuously increase it.
The ultimate goal is to provide perfect value to the customer through a perfect value creation process that has zero waste.
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MeanAdjective1. offensive, selfish, or unaccommodating; nasty; malicious: a mean remark;
He gets mean when he doesn't get his way.
Noun1. Usually, means. (used with a singular or plural verb) an agency,
instrument, or method used to attain an end: The telephone is a means ofcommunication. There are several means of solving the problem.
2. means. available resources, especially money: They lived beyond their means. Considerable financial resources; riches: a man of means.
3. something that is midway between two extremes; something intermediate: to seek a mean between cynicism and blind faith.
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Finding Your Mean ‘means’ Balance
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What Makes Agile – Agile?
Team
Value Management
CeremoniesMindset
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Never Sacrifice High Value Activities… Healthy Team
Respected Heard and Valued
Healthy Backlog Groomed Backlog Refined Stories
Focused on the Minimum Delivering High Value Items Sooner A Sustainable Approach
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12 Lean Mean Agile PrinciplesThe Balance Approach to Streamlining Your Agile Practices
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#1 Lean Principle: Eliminate Waste
• Overproduction• Waiting …On Dependencies• Transporting …Relay Communication• Inappropriate Processing; Over-Processing• Unnecessary Inventory• Excess Motion/Activities• Defects
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Guess What I Said?
Can we discontinue daily stand ups?
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#2 Lean Principle: Defer Commitment• Deferring commitment means waiting until the last responsible
moment to make a decision. • Defer critical decisions in order to learn as much as you can
about the area you have to decide on.• Don’t get locked into a design that won’t let you change or
adjust based on what you’ve learned.• For example, seeing a stakeholders reaction to one piece of the
functionality might help you make a better decision on subsequent components and future releases.
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#3 Lean Principle: Eliminate Anything with No Value to the Customer
Was a good ideal initially…
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#4 Lean Principle: Make the Process Error Proof (Reduce Errors)
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Covering All Your Basis & Perspectives
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#5 Lean Principle: Create More Value with Less
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#6 Lean Principle: Identify Value
Save Money
Customer Retention
Increase Revenue
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#7 Lean Principle: Map the Value Stream
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Minimum Viable Features
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#8 Lean Principle: Perfect High Value Processes
HelpfulTo achieving the objectives
HarmfulTo achieving the objective
Internal OriginAttributes of the organization
Strengths Weaknesses
External OriginAttributes of the organization
Opportunities Threats
SWOT ANALYSIS
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#9 Lean Principle: Create Processes with Zero Waste
7 Wastes of Agile Software1. Partially Done Work2. Extra Features3. Relearning: Improper Knowledge Sharing or Lack of
Documentation4. Hand-Offs: Task Handoffs instead of collaboration5. Delays: Team Members not Available6. Task Switching and Multi-tasking 7. Defects: Story Context Missing (the Missing C)
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#10 Lean Principle: Establish Pull
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#11 Lean Principle: Create Flow
Business
Test
Development
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#12 Lean Principle: Recognize Perfection
Keep Start
ThanksStop
Disclaimer: Perfection is a moving target
Progress keeps you moving in the right direction
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Remember, The Key to Lean Mean Agile… Healthy Team
Respected Heard and Valued
Healthy Backlog Groomed Backlog Refined Stories
Focused on the Minimum Delivering High Value Items Sooner A Sustainable Approach
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Agile Transformation Roadmap
Where are you at in your transformation?
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What did you learn?
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Stay in Touch
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