1. Whats Next in the Agile World? The Case for Lean-Agile Software Development Copyright , 2010 Net Objectives

2. Net Objectives: Who We Are Lean for Executives Product Portfolio __Management ASSESSMENTSCONSULTINGTRAININGCOACHING Kanban / Scrum / ATDD Lean-Management Design Patterns / TDD Project Management 3. Net Objectives: TDD 4. Who are you Where doyou work? Experienc e? Why are you here?Why make s youcome to work everyday? AlShall @NetObjectives.c om 5. Abstract Brief history Whats missing How Leans view helps Whats next Enterprise view Include management New team methods - Kanban 6. - Kanban 7. What is Agile? Building software in stages to: Speed up delivery of value to customers Enable responsiveness Avoid building what isnt needed Exists at different levels Team agility Business agility 8. Agile ? 9. 60s: Software Crisis70s: Software 80s: PCsEng/Waterfall 90s: Internet80s: 4th Gen Language 00s: Agile methods90s: Rigorous Process /Y2K 10. 60s: 70s: / 80s: PC 90s: 80s: 00s: 90s: / Y2K 11. Consider the Software Value Stream ConceptBusiness LeadersRegional Coordinators New Customers Consumption Trainers & Educators Requirements Product ManagersCustomerBusinessProduct Champion(s)Capabilities SoftwareSoftwareProductRelease Support Product RelatedShared ComponentsProduct Related Shared ComponentsProduct Related Development 12. Regional Coordinators Business Leaders Trainers & EducatorsNewRequirements Customers Product ManagersProduct Champion(s)Capabilities SoftwareSoftwareProductRelease Support Product RelatedShared ComponentsProduct Related Shared ComponentsProduct Related 13. First Generation Methods XP Paired programming Continuous Integration Technically oriented Scrum 1-4 week sprints Most popular Technical practices onlyrecently 14. XP Scrum 1-4 15. XP Circa 1999Regional Coordinators New Business Leaders Customers Trainers & Educators Requirements Product ManagersCustomerBusinessProduct Champion(s)Capabilities P SoftwareSoftwareProductRelease Support Product RelatedXProduct RelatedShared Components Shared ComponentsProduct Related DevelopmentBenefits Very popular for a High quality few years 99-?? Focused on customer need Took special mindset Why? 16. XP Circa 1999Regional Coordinators New Business Leaders Customers Trainers & Educators Requirements Product ManagersCustomerBusinessProduct Champion(s)Capabilities P SoftwareSoftwareProductRelease Support Product RelatedXProduct RelatedShared Components Shared ComponentsProduct Related Development 99 ? 17. Scrum Currently Most PopularRegional Coordinators New Business LeadersCustomers Trainers & Educators Requirements Product ManagersCustomerBusinessProduct Champion(s)Capabilities SoftwareSoftware SupportScruProductReleaseProduct Related mProduct RelatedProduct RelatedShared Components Shared ComponentsDevelopmentBenefits Practice based High speed Protect the team exclude Focused on team and their customer management 18. Scrum Currently Most PopularRegional Coordinators New Business LeadersCustomers Trainers & Educators Requirements Product ManagersCustomerBusinessProduct Champion(s)Capabilities SoftwareSoftware SupportScruProductReleaseProduct Related mProduct RelatedProduct RelatedShared Components Shared ComponentsDevelopment 19. Agile Is Growing Agile has brought much success at theteam level But has proven inconsistent at theenterprise level We want Business agility, not just teamagility 20. Agile 21. Whats Missing? Explicit principles of product development Coordinated vision across all levels Product Portfolio Management Management 22. ? 23. Enterprise Agility Ability to value quickly Copyright , 2010 Net Objectives 24. RE SPONSI SS VENE 25. What is slowing us down? 26. Lean-Thinking Foundation / Attitude Principles / Practices / / Copyright , 2010 Net Objectives 27. Lean Foundations Respect people Look to system for failures Optimize the whole Drive from business value Value stream must be managed Avoid delays to avoid creating work At enterprise level (product portfoliomanagement) At team level (Kanban) 28. () ( (Kanban) 29. Toyota and Lean The world should forever be thankful to Toyota for creating Lean And Lean can be thought of as separate from Toyota 30. 31. Lean Principle Manage Work-In-Progress Copyright , 2010 Net Objectives 32. focusing on productivitycauses Delays for any particular product 33. Busy DoesntMean Productive 34. Product Portfolio Management Focus on Business Value Prevents overloading teams 35. 36. What Work Do You Do? GettingRemo Faste Re-doing ve DeRequirements r metlays hodsrequirements requirementsPlanningDesign Working from oldrequirements ove Rem ays CollaborationProgramming D elFinding bugs eIntegrationmovRe ysTesting Integration DelaAutomerrors ation DeploymentRemove DelaysWhere do you spend more of your time?How could you lower the work required? 37. ? ?? 38. Consider the Software Value StreamRegional Coordinators New Business Leaders Customers Trainers & Educators Requirements Product ManagersCustomerBusinessProduct Champion(s)Capabilities SoftwareSoftwareProductRelease Support Product RelatedManagingProduct RelatedShared Components Shared ComponentshereProduct Related Can reduceDevelopmentinduced waste here Product Portfolio Management 39. Regional Coordinators New Business LeadersCustomers Trainers & Educators Requirements Product ManagersCustomerBusinessProduct Champion(s)Capabilities SoftwareSoftwareProductRelease Support Product Related Product RelatedShared Components Shared Components Product Related Development Product Portfolio Management 40. Trends for Business Value Realization Copyright , 2010 Net Objectives 41. Business value realized releaseClassic Pareto Time release release 42. Business value realized release Time releaseSome Investment Required release 43. Business value realizedWaterfall? release? Time release release 44. Blend Business value realized release Time release release 45. Release View contd. 46. Putting It Together Copyright , 2010 Net Objectives 47. Lean: A New Paradigm2000 4 industrial paradigms 4 19001800 1800 48. 49. MAKE INCREMENTAL DELIVERY CREATIVE PROBLEM SOLVING QUALITY BUILT IN 50. 51. VALUE PRIORITIZATION BUSINESS ITERATIONS RELEASE PLANNING 52. 53. FLOW VALUE STREAM VISUALIZATION IMPEDIMENT IMPACT WORKFLOW AS PROCESSACCOUNTABILITY MANAGE (LIMIT) QUEUES VISUAL CONTROLS MANAGE FLOW (PROCESS) 54. 55. Lean-Agile WorksLean provides the Enterprise and Business Perspective Gives mantra of eliminating waste to reduce delays Results in faster time to market, higher quality, lower costs Provides guidance for product portfolio management Key business capabilities Developed faster Agile enables teams to work in their best way Not ad hoc Process is the best they know, but they will continue to improve it 56. TTM 57. Optimize the Whole Concept Regional Coordinators New Customers Consumption Business Leaders Requirements Trainers & Educators Product ManagersLEAN CustomerBusinessProduct Champion(s)Capabilities SoftwareSoftwareProductRelease Support Product RelatedShared ComponentsProduct Related Shared ComponentsProduct Related Development 58. Concept Regional Coordinators New Customers Consumption Business Leaders Requirements Trainers & Educators Product ManagersCustomerBusinessProduct Champion(s)Capabilities SoftwareSoftwareProductRelease Support Product RelatedShared ComponentsProduct Related Shared ComponentsProduct Related Development 59. Summary Take an Enterprise view Look at entire flow Use Lean-Thinking Not team thinking expandedTake advantage of known principlesRemoving waste will speed time to market whileimproving quality and lowering cost 60. 61. Questions 62. Thank You! and following is more to help you plan your next stepsCopyright , 2010 Net Objectives 63. Resources Resources: www.netobjectives.com/resources Webinars/Training Videos (PowerPoint with audio) Articles and whitepapers Pre/post course support Supporting materials Quizzes Recommended reading paths Blogs and podcasts: blogs.netobjectives.com Annotated Bibliography After-Course Support (students only) Additional Training Two User Groups http://tech.groups.yahoo.com/group/leanagile http://tech.groups.yahoo.com/group/leanprogramming Join our e-mail list to receive regular updates and information about our resources and training of interest to you 64. Tailored BibliographyScott Bain, Emergent Design: The Evolutionary Nature of Professional Software Development Ken Pugh, Prefactoring Don Reinertsen, The Principles of Product Development Flow: Second Generation Lean Product Development Don Reinertsen, Managing the Design Factory Shalloway, Beaver, Trott: Lean-Agile Software Development: Achieving Enterprise Agility Corey Ladas, Scrumban and Other Essays on Kanban Systems for Lean Software Development 65. A Short List of Books - Lean RelatedWomack and Jones: Lean-ThinkingMary & Tom Poppendieck Lean Software Development Implementing Lean Software Development: From Concept to CashJeff Liker: The Toyota WayMichael Kennedy: Product Development in the Lean EnterpriseTaiichi Ohno: Toyota Production SystemRonald Mascitelli: Building a Project-Driven Enterprise: How to Slash Wasteand Boost Profits Through Lean Project ManagementKennedy, Harmon, Minnock: Ready, Set, Dominate: Implement Toyota'sSet-based Learning for Developing Products and Nobody Can Catch You See http://www.netobjectives.com/resources/bibliography for a full bibliography _s 68 11 April 2010 66. Lean Management and Other Relevant Books Peter Scholtes: The Leaders Handbook: MakingThings Happen, Getting Things DoneDavid Mann: Creating A Lean Culture: Tools toSustain Lean ConversionsWilliam Bridges: Managing TransitionsWeick and Sutcliffe: Managing the Unexpected:Assuring High Performance in an Age ofComplexitySee http://www.netobjectives.com/resources/bibliography for a full bibliography 69 11 April 2010 67. A Short List of Books - TechnicalMugridge & Cunningham: Fit for Developing SoftwareMichael Feathers: Working Effectively with Legacy CodeShalloway & Trott: Design Patterns Explained, A New Perspective onObject-Oriented DesignBob Martin: Agile Software Development: Principles, Patterns andPracticesFreeman, Freeman, Bates, Sierra: Head First Design PatternsMartin Fowler, Refactoring: Improving the Design of Existing CodeKen Pugh, PrefactoringScott Bain, Emergent Design: The Evolutionary Nature of ProfessionalSoftware Development See http://www.netobjectives.com/resources/bibliography for a full bibliography _s 7011 April 68. Net Objectives Services Training in Sustainable Product Development Certification Programs by Net Objectives Net Objectives offers the most comprehensiveNet Objectives offers certification programs that Lean-Agile training in the world. Our offerings provides a road-map of knowledge as well as include Lean, Agile Analysis, Scrum, Design Patterns, resources to get there. Test-Driven Development, and Lean-Agile Testing.Scrum Certification Our approach is a blend of principles and practices Scrum Master Certification to provide a complete team and/or enterprise wide Product Owner Certification training solution. Net Objectives is not affiliated with the Scrum AllianceAssessment Services Lean-Agile Coaching An effective way to embark on an enterprise level While training provides foundational knowledge transition to Lean-Agile methods is to start with anand is a great jump start, coaching is another assessment of where you are, where you want toeffective way to increase the abilities of teams. go and options on how to get there that are right Our coaches work with your teams to provide for you and your budget. guidance in both the direction your teams need to go and in how to get there. Coaching provides the knowledge transfer while working on your own problem domain. 69. Best Practices Curriculum Lean Agile ExecOverview for Senior Management MgmtLeadersScrum MasterIT Mgmt Agility for LeanIT Management Practitioner ManagersSoftware(if not taking Development Implementing Scrum for Your ForBusinessTeam course) Management Lean-AgileBusiness Management Mgmt EnterpriseBusiness ReleaseProductPlanning Owner AnalystOR Analyst Agile Planning Lean-AgileImplementing andTestingScrum forScrum MasterEstimating Practices Your Team(if not taking AdvancedProcessCertification with User Process ImplementingAgile By NetStories Scrum for YourOR Lean ObjectivesTeam course) SoftwareImplementing Development Agile Tester DevelopmentEffectiveTesterWith VSTS for Object- Acceptance Agile Teams Oriented Test-Driven Design PatternsAnalysis and for Agile Emergent Development AdvancedDesignDesignDevelopersDeveloper(if needed) Software Technical SustainableDesign Test-DrivenTechnical Training: C++, C#, Java TDD Database Boot CampDevelopment 70. Net Objectives Courses Lean Software Development Agile Software Development Lean Software Development for Management Design Patterns Explained Lean Software Development Emergent Design: Effective Agile Software Lean-Agile Software DevelopmentDevelopment Agile/Scrum Design Patterns for Agile Developers Implementing Scrum for Your Team Sustainable Test-Driven Development Implementing Scrum for Multiple Teams Acceptance Test-Driven Development Scrum Master Certification by Net Objectives TDD Database Boot Camp Lean-Agile Enterprise Release Planning Advanced Software Design Agile Planning and Estimating with User Stories Lean-Agile Testing Practices Agile Life-Cycle Management with VersionOne Test-Driven ASP.NET Product Owner Certification by Net Objectives Effective Object-Oriented Analysis and Design Implementing Agile Development with Microsoft Visual Studio Team SystemA Top 5 CourseA New CourseFor more information, see: www.netobjectives.com/training