Lean System Design Presentation from AgileNZ 2012

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Lean System Design

By Ant Boobier

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What is a System?

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What is a System?

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Some Systems Thinking

Source: Donella H Meadows

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Some Systems Thinking


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Some Systems Thinking Metabolic system... With lolly cake !


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Some Systems Thinking Metabolic system... With lolly cake !

Our focus is: SoHware Product Development Process: Idea through to ProducMon


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‘Process should be uniquely tailored to each Project/Value Stream’ (Core Kanban Emergent Behaviour)

-‐ David J Anderson

Are all Systems the same ?

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Agile Buffet

“Today’s typical Agile process, no ma6er what name you call it, takes the best from the buffet of Agile prac>ces” -‐ Jeff Pa5on

Source: www.agileproduct design.com

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Lean Principle Descrip<on

Deliver Fast Deliver value to the customer quickly, rapid delivery; high quality; low cost Queuing theory to Limit Work in Process (WIP) and context switching Managing workflow is easier than managing schedules, using repeatable workflow

Eliminate Waste Waste is anything that does not add value to the customer. The three biggest wastes in soHware development are: 1.   Building the wrong thing: building features that aren’t needed 2.   Failure to learn: policies that interfere with our ability to learn 3.   Thrashing: anything that interferes with smooth flow of value; Handovers

Learn Constantly Predictable performance is driven by feedback: rapidly respond to change Maintain op<ons; keep code change tolerant, minimise irreversible decisions Defer commitment, schedule irreversible decisions to Last responsible moment

Build Quality In (Integrate Quality)

Final Verifica<on should not find defects! Prevent with executable requirements Mistake proof your process with test first development to establish correctness Break dependencies: architecture should support addiMon of any feature at any Mme

Op<mize the Whole (Value the Whole)

Focus on the en<re value stream from customer request to deployed soHware Deliver a complete product, a complete team delivering not just the soHware Think long term rather than local opMmizaMon

Engage Everyone Autonomy: Empowered self-‐organising feature teams with effecMve leadership Mastery: Provide challenge and environment which enables people to grow Purpose: Tie the work to value and a common vision

Keep Ge\ng Be5er (Relentless Improvement)

Failure is a learning opportunity: invesMgate and correct them as they occur Standards exist to be challenged and improved Use the scien<fic method Plan-‐Do-‐Check-‐Act process

Source: Mary and Tom Poppendieck

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OpMmize output from the enMre system…

Picture: Stephen Lewis experiencinternet.co.uk

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but we have system hierarchies so…

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but we have system hierarchies so…

…define what

that system is first…

know your limits !

Picture: Stephen Lewis experiencinternet.co.uk

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The System

Current State

Frame the System

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Systems Journey

Frame

Current System

Define

Current State

Establish

New System

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Steps to Frame… 1. Roles and ResponsibiliMes

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Steps to Frame…

2. Work Types

1. Roles and ResponsibiliMes

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Steps to Frame…

2. Work Types


3. Work Size and Timing

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Steps to Frame…

2. Work Types


3. Work Size and Timing

Then our Customer….

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The System

Framework for Designing Systems

Source: Steven J Spear

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The System



Output

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The System



Output Pathways

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The System



Output Pathways Connec>ons

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The System



Output Pathways Connec>ons

Methods

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The System Workshop

•  Make sure every area is represented •  No one has an end-‐to-‐end picture, they

learn things from one another

•  RepresentaMon of how work flows •  Value Stream •  Work Flow and Work Stages

•  Polices and Procedures •  DefiniMon of Done

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Summary of System Design Item Descrip<on

Outputs •  What is the objec<ve? •  What has to be delivered to whom and by when to ensure success? •  Match supply with demand

Pathways •  Sequencing and responsibility •  What Work Stages need to be completed by whom in what order to

achieve the desired outcome

Connec<ons •  Conveying informa<on and services between work stages •  What are the hand-‐offs between the different Work Stages •  What informa<on triggers people to undertake their ac<vi<es at

the correct <me •  Handovers

Methods •  What is each Work Stage’s content, sequence and <ming •  How do you know the method you are using is working? •  Policies and Procedures

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1. Outputs (Purpose)

•  What is the objecMve?

•  What has to be delivered to whom and by when to ensure success? •  The biggest source of waste is building the wrong thing or building things people don't need

•  Every system has a purpose within a larger system •  Purpose of Product Development is to generate revenue for the organizaMon

•  Match supply with demand

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2. Pathways

•  Sequencing and responsibility •  What Work Stages need to be completed by whom in what order to achieve the desired outcome

•  All of a system's parts must be present for the system to carry out its purpose opMmally

•  A system's parts must be arranged in a specific way for the system to carry out its purpose

•  Systems Thinking: •  Inflow, Ouglow, Stock

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3. ConnecMons •  IdenMfy the feedback processes and dynamics determining overall system behaviour

•  Conveying informaMon and services between Work Stages

•  What informaMon triggers people to undertake their acMviMes at the correct Mme

•  What are hand-‐offs between Work Stages •  Source of waste

•  Systems Thinking: •  Feedback Loops

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Watch out for oscilla<ons…

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4. Methods

•  What is each Work Stage’s content and sequence

•  How do you know the method you are using is working?

•  Policies and Procedures

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o  PracMces relate to mulMple Principles

o  Group pracMces into Process Pajern areas

o  Link Process Pajerns to System Framework

Journey from ‘Why’ to ‘How’

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Process Pajerns: The How Item Process Pa5ern

Outputs •  Purpose and vision •  Product: focus on the product rather than the project •  Value: is value created and delivered early

Pathways •  Flow: process built on flow to eliminate delay (Itera<ons or Kanban) •  Visual Control: a5end to the system •  Cycle <me: shorten <me work starts un<l it is consumed by customer •  Specifica<on by Example: (aka ATDD or BDD)

Connec<ons •  Pull: pull based capacity planning •  Cadence: small batches delivering to customer and ge\ng feedback

regularly •  Defini<on of Done: well defined work prac<ces •  WIP: ensure WIP is kept as small as possible •  Swarm: team support

Methods •  Well defined work prac<ces •  Process Improvement: share with rest of organisa<on •  Technical Prac<ces

•  Low Dependency Architecture •  Coding Standards •  Code Reviews •  Con<nuous Integra<on •  Automated Tes<ng

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So why does all that ma5er…?

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“95% of varia+on in performance is due to the system“

-‐ W Edwards Deming

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“In most systems 95% of performance can be a9ributed to the system and as li9le as 5% is affected by the individual worker”

-‐ John Seddon

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…well that’s 95 good reasons !

“In most systems 95% of performance can be a9ributed to the system and as li9le as 5% is affected by the individual worker”

-‐ John Seddon

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Further Reading and References

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@antboobier [email protected]

www.nomad8.com

Technology

Lean System Design Presentation from AgileNZ 2012