Organizational growth towards Lean
by adopting Agile Practices
Prakash M Pujar
Organizational growth
towards Lean
by adopting Agile Practices
Prakash M Pujar, CSM, CSP
What session contains
What is Lean
Agile Practices
How the agile practices influence in Lean
Lean
The core idea of Lean is to maximize the customer value
Lean is to eliminate / reduce non-value added activities (AKA wastes)
Agile process is Lean by its nature
Adopt GAAPs (Generally Accepted Agile Practices) - make the Agile further Lean
Lean Principles
Specify value in eyes of the customer
Identify the value stream and eliminate waste
Make value flow at the pull of the customer
Involve and Empower employees
Continuously improve in pursuit of perfection
What is Value?
Value Added Activity
An activity that meets all three of the following:
Changes the size, shape, fit, form or function of material or information
Is done right the first time
Meets customer requirements
Non-Value Added Activity
Activities that do not changes the size, shape, fit,
form or function of material or information
Activities associated with rework
Activities, do not satisfy customer requirements
Value Added: Customer Values it Converting information in to deliverable / usable knowledge Correct the First time
Required Waste
(Appraisal & Prevention COQ)
Pure Waste (Idle Time &
Failure COQ)
Value Added
Eliminate non-value added activities by adopting agile practices
Value Stream Mapping (VSM)
The visual tool used see
and understand the flow
of material and
information through
business
It is often used within the
context of site-level /
process baseline to help
define the current state
and identify improvement
opportunities that exits
What it is? Where it is used?
VSM
Walk the process – start with customer
Develop current state VSM
Perform current state analysis
Develop ideal state and future state
Identify and prioritize actions to move from current state to
future state
VSM in Agile
PSI Planning
Sprint Planning
Sprint Cycle
Sprint Review
Sprint Retro
Potential Shippable
In Flow
Growth of Product
Objective is to identify sources of waste at each Scrum Rituals
Issues
1. Unplanned meetings
Issues
1. PSI Planning for 2 full days
2. Testing daily builds
3. Issues leaked from scrum testing
4. Time spent in fixing the issues
Requirement
Grooming
CUSTOMER
Sprint Planning Development Sprint
Retrospection Sprint Demo
PRODUCT
MKTG
PRODUCT
OWNER EVALUATION
PSI Planning
Our Agile Team’s VSM - Previous
* Team with 6 members
Sprint Duration = 2 weeks (504 hours) *
Agile Practices
Generally accepted agile practices that influenced to
eliminate non-value added activities :
Backlog Grooming
ACDD
Refactoring
WIP Limit
Backlog Grooming
Attain “Definition of Ready” state
Backlog Grooming
Backlog Grooming - once per sprint
Identify the Stories of upcoming Sprints, prioritized by PO
Create / update the Stories if not created, for prioritized features / epics
Add / Update the acceptance criteria for story
Identify the dependencies to meet the acceptance criteria of story
Time boxed activity
How Grooming influenced in Lean
Grooming done in previous sprints
Attain “Definition of Ready” for next sprint
Helps to resolve the dependencies before sprint planning :
Eliminates any waiting time
Waiting time is Non-Value Added activity
ACDD
Acceptance Criteria Driven Development
ACDD – Acceptance Criteria Driven Development
Inherited by TDD – Test Driven Development
AC consists of set of test scenarios i.e. positive, negative, NFRs
AC indicates what exactly PO expects
Test scenarios signifies the behavior of a feature
Story is claimed to be complete if AC is met
Easily it is adopted – No sprint rituals required
ACDD
How ACDD influenced in Lean
Satisfies the requirements of PO
The AC has multiple sections with all possible scenarios
covered - reduces the occurrence of defects
Defects are the Non-Value Added activity
Code Refactor
On the way to “Continuous Refactoring”
Re-factoring
“Refactoring is controlled technique for improving the code/design of an existing code base without changing the features it implements”
e.g.
2X2 + 10X re-factors to 2X (X+5)
Refactoring is changing the internal logic without changing its behavior
Benefits of Refactor
Improves the design of software
Makes software easier to understand
Helps to find bugs
Helps to program/code faster
Writing Tomorrow’s code today
When we Refactor ?
Add / update feature
Fix a bug
Code review
After completing these activities, think of Refactor for a minute !
How Refactoring influenced in Lean
If refactoring is not addressed at the right time, then it
becomes a technical debt
As today’s technical debt is tomorrow’s waste
Effort required to address tech debts
Rework is Non-Value Added activity
WIP Limit
Limiting Work in-progress activities
A Kanban practice to restrict the count of working activities
The “In-Progress” is split into “Under Development” and
“Under verification” columns on Scrum boards
Restricts the accumulating of working items
Start Finishing, Stop Starting!
Use of WIP Limit
How WIP Limit influenced in Lean
WIP limit restricts the increase in the count of number of working
items
Pile of working items increases the waiting time to complete them
Waiting time and inventory are Non-Value Added activities
Our Agile Team’s VSM - Current
* Team with 6 members
PSI Planning Requirement Grooming
Sprint Planning
Development Sprint-PSI
Demo Sprint-PSI
Retro
Sprint Duration = 2 weeks (504 hours) *
Being Lean Agile – The Benefits
Before being Lean Agile Being Lean Agile
Live data from Value Stream Mapping of our Scrum Team
Thanks