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