Ladas, Corey_Scrumban. Lean Thinking for Agile Process Evolution.pdf
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Transcript of Ladas, Corey_Scrumban. Lean Thinking for Agile Process Evolution.pdf
8/10/2019 Ladas, Corey_Scrumban. Lean Thinking for Agile Process Evolution.pdf
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modus cooperandi
8/10/2019 Ladas, Corey_Scrumban. Lean Thinking for Agile Process Evolution.pdf
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Scrumban:Lean Thinking for
Agile Process Evolution
Corey Ladas
Modus CooperandiLean anban !""#
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modus cooperandi
anban
$or:
Created:
%ue:
Started:
$inished:
Tool that infersreasonable estimates
from historical data
&ithout nagging me
for time stamps
!' Mar
( Mar
) Mar
!* Mar
CoreyL
Make me athing that does
this
+eturn it tome &hen it,s
done
- need it bythis date
Cycle time
Lead time
.alf&ay due
/verdue0
8/10/2019 Ladas, Corey_Scrumban. Lean Thinking for Agile Process Evolution.pdf
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1hy pull2 1hy kanban2
• People &ith different skills have to &orktogether to deliver product features3
•%on,t build features that nobody needs yet
• %on,t test more code than you can deploy
• %on,t &rite more code than you can test
• %on,t &rite more specs than you can code
8/10/2019 Ladas, Corey_Scrumban. Lean Thinking for Agile Process Evolution.pdf
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Lean 5 kanban
• 1atch out for cargo cult kanban0
• anban is a tool and a means to anend
• Evolutionary delivery and one6pieceflo& are far more interesting
• anban is interesting to the degreethat it facilitates Evo 5 /P$
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Lean thinking in kno&ledge &ork
lead time
analysis design testing stabili7ation
inventory inventory inventory
f e a t ur e s
8/10/2019 Ladas, Corey_Scrumban. Lean Thinking for Agile Process Evolution.pdf
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Life of a feature
analyze design test deploy
working
waiting
build
working
waiting
working
waiting
8/10/2019 Ladas, Corey_Scrumban. Lean Thinking for Agile Process Evolution.pdf
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8 1riting soft&are does not resembleassembling a car
8 -f &e &ant /ne6Piece $lo&9 &hat isthe piece2
8 Make &ork items value6oriented:features9 use cases9 scenarios
1hat is it that flo&s2
8/10/2019 Ladas, Corey_Scrumban. Lean Thinking for Agile Process Evolution.pdf
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Evolutionary design
8 The unit of production is anevolutionary enhancement
8ro& soft&are9 don,t build it8Selection: parallel ; spatial
8 Iteration: serial ; temporal
81e can do both0
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Evolutionary design
ood evolutionary design is <ust good
design0
8/10/2019 Ladas, Corey_Scrumban. Lean Thinking for Agile Process Evolution.pdf
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1orkcell organi7ation
Analysis
Design
Testing
Features
Features
Features
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modus cooperandi
1orkflo&
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Production leveling
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modus cooperandi
Throughput management
8 Throughput of &hat2Business value
8 Manage latency thrustandard &ork and
SPC8 Manage band&idth
by policy0
8 anban makes=uantitativemanagement easy
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modus cooperandi
Throughput metrics
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-s anban more Scrum
than Scrum2.ave you read The New New Product
Development Game lately2
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modus cooperandi
Task cards
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modus cooperandi
A problem &ith task cards
Multitasking limits and
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modus cooperandi
Multitasking limits andlate binding
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modus cooperandi
anban0
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modus cooperandi
Pull
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modus cooperandi
Pull
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modus cooperandi
Pull
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modus cooperandi
1orkflo&
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modus cooperandi
Speciali7ation
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modus cooperandi
$i@ed6si7e backlog
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modus cooperandi
/rder point
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modus cooperandi
Business value
• 333is not the same thing as customervalue
• 333or user utility
i i k bl
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modus cooperandi
Minimum Marketable $eature
An approach to re=uirements definitionand scheduling that aims to strike agood balance bet&een keeping &ork
re=uests small versus delivering value tothe business3
http:;;&&&3Soft&areByumbers3org
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modus cooperandi
Planning6on6demand
The ideal &ork planning processshould al&ays provide thedevelopment team &ith best thing to
&ork on ne@t9 no more and no less3 $urther planning beyond this does not
add value and is therefore &aste3
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modus cooperandi
Lean planning games
•Pull scheduling•Minimi7e DA overhead•Production leveling
•Balance stakeholder voices
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modus cooperandi
Lean planning games
• /ption thinking• %ecision
markets
• Make optionscompete forinclusion in a
planningportfolio
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modus cooperandi
Lean planning games
ame theory:• Mechanism design• Auction systems• Doting systems
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modus cooperandi
+eal options
• Stage 6 A pro<ect can be divided into distinct stages &here pursuit ofeach stage is contingent on a reassessment of costs and benefits atthe time the preceding stage is completed3
• Abandon 6 A pro<ect can be terminated midstream and remainingpro<ect resources relatively easily redeployed3
• Defer 6 A decision on &hether to invest can be deferred for some
period &ithout imperilling the potential benefits3
• Strategic growth 6 An initial baseline investment opens the door topursue a variety of potential follo&6on opportunities3
• Change scale 6 +esources allocated to a pro<ect can be contracted ore@panded9 or the operational system enabled by a pro<ect can bescaled up or do&n more easily3
• Switch 6 An asset developed for one purpose can be redeployed toserve another purpose Gs&itch useH3 A key foundation technologysupporting a pro<ect can be s&apped out for another Gs&itch inputsH
l di d l
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modus cooperandi
-ncremental $unding Model
• >ship early9 ship often?
• MM$s enable real options
• MM$s enable I";!" rule
• +educe risk and increaseprofitability by making pro<ect self6funding at earliest date
$
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modus cooperandi
$eature cre&s
• Large6scale pullschedulingsystem used by
Microsoft /ffice• Cross6functional
&orkcells forproduct features
• -nternally self6organi7ing
$ t
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modus cooperandi
$eature cre&s
• Branch6by6feature
• Juality gates
mainmain
-nside the $eature Cre&
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modus cooperandi
-nside the $eature Cre&333
8 Kou could use a traditional S%LC8 Kou could use E@treme Programming8 Kou could use Cleanroom
8 Kou could use Scrumban
Whatever gets you through the gates!
L l k b t
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modus cooperandi
Large6scale kanban systems
•$eature Cre&s MM$s +olling1ave•Architectural layering
•Soft&are supply chains: Toyota isnot vertically integrated0•Matri@ organi7ation that &orks
Large6scale kanban systems
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modus cooperandi
Large scale kanban systems
Th k 0
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modus cooperandi
Thank you0
http:;;&&&3LeanSoft&areEngineering3comhttp:;;&&&3ModusCooperandi3com