Beyond the ScrumImplementing Lean Software Practices in Your Organization
Adam Monago, [email protected]
Better Software Conference
June 11, 2009, Las Vegas, Nevada
1Saturday, June 13, 2009
Agenda• About ThoughtWorks
• Why IT Projects Fail
• Failures with Agile; Why Scrum is not sufficient on its own
• Elements of Successful Approaches
• What is Lean and How do I do it?
• What are the real benefits and how to ThoughtWorks Studios tools support
these objectives?
2Saturday, June 13, 2009
About• Founded in 1993
• Global Delivery from US, UK, Canada, Australia, India and China
• 1000+ employees
• $132M+ in revenue (2008)
• High End IT Consulting. Ideation to Production
• Application Development, Support & Evolution
• Build and Deploy: Enterprise Class, Business Critical Software
• ThoughtWorks Studios: Focused on creating Products for Agile practitioners
• World Leaders in use of Agile Software Development techniques
• Expertise: Java, .NET, SOA, Ruby, Open Source
We literally write the books on Agile and technology innovation
3Saturday, June 13, 2009
What we want you to walk away withThe right combination of practices can help you...
...maximize your team’s throughput by monitoring your team’s limits and focusing on bottlenecks.
...reduce cycle time in your release management process through parallelization and immediate notifications of build and deployment failures.
...improve product quality and reduce churn by implementing acceptance test driven development practices
4Saturday, June 13, 2009
Top 10 Reasons IT Projects Fail
Source: Standish Group
Hard-Working, Focused Staff
Clear Vision & Objectives
Ownership
Competent Staff
Smaller Project Milestones
Realistic Expectations
Proper PlanningClear Statement of Requirements
Executive Management
Support
User Involvement
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issues
long delivery cycles
requirements expired
time-to-market
scope dysfunction
estimation pain
scope bloat
lack of tool& resources
in QA
roles & responsibilitiesconfusion
increased time-slicing
reactive tasking
PMOchallenges
limited purview
reduced value
higher testing costs
reduced test coverage
internal disconnect
lack of communication
silo-integration pain
lost know-how
higherproject risk
must reinvest in intellectual capital
6Saturday, June 13, 2009
Agile: Flipping the Axes
7Saturday, June 13, 2009
Agile: Flipping the Axes
8Saturday, June 13, 2009
Many flavors of Agile• None offer a complete solution
• XP, Scrum, DSDM, Crystal, and Lean (among others) all offered valuable
methods that contribute to a more effective way of running projects
• In the market, Scrum has clearly been the most successful in terms of adoption
9Saturday, June 13, 2009
Why has Scrum been adopted by so many?• Easy to learn
• Many parallels to existing organizational concepts*
• Does not address the technology issues
* Bowley, Rob “Lean is the new Scrum, and it will fail for the same reasons “ http://blog.robbowley.net/2008/11/15/lean-scrum/
10Saturday, June 13, 2009
Agile Failures: What’s going wrong?"Agile is hard, and you can't master it by sitting through a two-day course.
... if you don't use agile engineering practices, if you don't have high-bandwidth communication, and if you don't include a strong customer voice,
you're not going to succeed...
Scrum is popular because it's easy--and that's part of the problem.
James Shore, “The Decline and Fall of Agile”, 14, Nov, 2008
11Saturday, June 13, 2009
What are the essential Agile Engineering Practices?• Continuous Integration
• Test Driven Development
• Refactoring
• Pair Programming
When they are not applied, you run the risk of undermining all of your other process and
management efforts!
12Saturday, June 13, 2009
Components of a successful agile implementation
Disciplined
Engineering Practices (XP)
Adaptive
Management Philosophy
(SCRUM)
Lean
Principles
13Saturday, June 13, 2009
So....what exactly is Lean all about?• In a nutshell...
•Managing how much you are doing at all times to make sure your team is working optimally as a whole system
•Making sure every single item you are working on is uniquely valuable; If it is not completed, it is money down the drain
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Philosophical parallels between “Lean” and “Agile”
15Saturday, June 13, 2009
Elimination of Waste is Key
16Saturday, June 13, 2009
This is getting attention!
McKinsey “Applying Lean to Application Development and Maintenance”, 2007
Companies can reduce application development and maintenance costs by up to 40%
17Saturday, June 13, 2009
Why ThoughtWorks Studios?Metrics and Visibility
Collaboration
Business Agility
!!Real time status of Programs, Project, and Initiatives
!!Adhere to Approval and Governance Requirements !!Requirement to Code Traceability
!!Next Floor or Bangalore
!!Frequent Business & IT Stakeholder Interaction !!Leverage Right People, Right Place, Right Time
!!Adapt to Local Conditions
!!Support Various Implementation Approaches !!Reduce Feedback Cycles to Shorten -> Time to Live
18Saturday, June 13, 2009
Why ThoughtWorks Studios?
Mingle, Cruise and Twist have all been designed to provide visibility to teams so that they can resolve impediments in their process and improve flow and
communication.
They support whatever process decisions you make, and ENCOURAGE you to adapt.
19Saturday, June 13, 2009
“The ideal work planning process should always provide the development
team with best thing to work on next, no more and no less.” -Corey Ladas, “Scrum-ban”
Pull systems and Kanban
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Use metrics to measure flow and to detect where bottlenecks occur
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Parallelize what you can
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Tests should be easily maintained by the entire team as they adapt
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Reinforce good practices and people with the right tools
•! One source of project data across teams
•! Reducing cycle time and getting fast feedback should be the number one priority
•! Tools should be used by everyone on the team to be effective
•! Management driven metrics
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Thank You!
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