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WE GET IT. WE’LL HELP YOU GET IT TOO.

12 Mean and Lean Analysis Approaches for Agile Teams

Jacqueline Sanders-BlackmanAgile Analysis Strategist and Senior Instructor

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Agenda

• Indicators of whether your agile team is too Lean or not Lean enough

• 12 approaches to apply Lean to youragile team

• Knowing when to and when not toapply Lean to your agile team

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Why Are We Having This Conversation?

Do you feeling this way….

some of the time or

everyday?

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Keeping Your Lean Agile from Turning Mean

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Words That Can Cause Major Damage

(Agile) Go Faster

High Value Deliverables Sooner

(Agile)Be Flexible akaNo Rules

Stakeholders should be able to change their mindFail Fast - Learn Fast Manage Incremental ChangeManage Change; Don’t Avoid It

(Lean) Do Morewith Less

Eliminate Waste (Low Value Activity)

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In the Beginning ….

Individuals & Interaction

Working Software

Collaboration

Responsive to Change

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And Then….

Scrum

Kanban

Agile

SAFe

• Sprint Planning• Daily Stand Up• Sprint Review• Retrospectives

• Visual Display of Work• WIP – Work In Progress• Pull versus Push• Swarm• Do More Finishing than

Starting

• Shared Services• Value Streams• Technical Debt• Scrum of Scrums• Program Increment

Planning/Roadmap

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As Well As….

Scrum

SAFe

Agile

Kanban

Agile Portfolio

Mgmt

Value Mgmt

DevOps

User Stories

XP/TDD

• Sprint Planning• Daily Stand Up• Sprint Review• Retrospectives

• Minimum Viable Product• Backlog Grooming• Story Splitting

• Shared Services• Value Streams• Technical Debt• Scrum of Scrums• Program Increment

Planning/Roadmap• Agile Accounting• Technical Runway• Enablers

• Acceptance Criteria• Examples & Scenarios• 3 Amigos• Definition of Ready• Done

• Visual Display of Work• WIP – Work In Progress• Pull versus Push• Swarm• Do More Finishing than Starting

• Cross Functional Training• Co-located• Paired Programming• Design/System Thinking

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Finding Your Lean

Human Centered

Value Management

LEAN• Short Increments• Team – Customer

Collaboration• Individual

Interaction• Embrace Change• Working Software

AGILE• Eliminate waste• The goal of all resources is

to deliver value to the customer, all else is wasteful

• Keep design simple and then improve

• Keep processes simple and then improve

• Simple tends to be optimal

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Lean

LEAN is a long-term, continuous process improvement approach.

Lean means creating more value for customers with fewer resources.

A lean organization understands customer value and focuses its key processes to continuously increase it.

The ultimate goal is to provide perfect value to the customer through a perfect value creation process that has zero waste.

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MeanAdjective1. offensive, selfish, or unaccommodating; nasty; malicious: a mean remark;

He gets mean when he doesn't get his way.

Noun1. Usually, means. (used with a singular or plural verb) an agency,

instrument, or method used to attain an end: The telephone is a means ofcommunication. There are several means of solving the problem.

2. means. available resources, especially money: They lived beyond their means. Considerable financial resources; riches: a man of means.

3. something that is midway between two extremes; something intermediate: to seek a mean between cynicism and blind faith.

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Finding Your Mean ‘means’ Balance

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What Makes Agile – Agile?

Team

Value Management

CeremoniesMindset

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Never Sacrifice High Value Activities… Healthy Team

Respected Heard and Valued

Healthy Backlog Groomed Backlog Refined Stories

Focused on the Minimum Delivering High Value Items Sooner A Sustainable Approach

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12 Lean Mean Agile PrinciplesThe Balance Approach to Streamlining Your Agile Practices

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#1 Lean Principle: Eliminate Waste

• Overproduction• Waiting …On Dependencies• Transporting …Relay Communication• Inappropriate Processing; Over-Processing• Unnecessary Inventory• Excess Motion/Activities• Defects

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Guess What I Said?

Can we discontinue daily stand ups?

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#2 Lean Principle: Defer Commitment• Deferring commitment means waiting until the last responsible

moment to make a decision. • Defer critical decisions in order to learn as much as you can

about the area you have to decide on.• Don’t get locked into a design that won’t let you change or

adjust based on what you’ve learned.• For example, seeing a stakeholders reaction to one piece of the

functionality might help you make a better decision on subsequent components and future releases.

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#3 Lean Principle: Eliminate Anything with No Value to the Customer

Was a good ideal initially…

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#4 Lean Principle: Make the Process Error Proof (Reduce Errors)

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Covering All Your Basis & Perspectives

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#5 Lean Principle: Create More Value with Less

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#6 Lean Principle: Identify Value

Save Money

Customer Retention

Increase Revenue

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#7 Lean Principle: Map the Value Stream

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Minimum Viable Features

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#8 Lean Principle: Perfect High Value Processes

HelpfulTo achieving the objectives

HarmfulTo achieving the objective

Internal OriginAttributes of the organization

Strengths Weaknesses

External OriginAttributes of the organization

Opportunities Threats

SWOT ANALYSIS

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#9 Lean Principle: Create Processes with Zero Waste

7 Wastes of Agile Software1. Partially Done Work2. Extra Features3. Relearning: Improper Knowledge Sharing or Lack of

Documentation4. Hand-Offs: Task Handoffs instead of collaboration5. Delays: Team Members not Available6. Task Switching and Multi-tasking 7. Defects: Story Context Missing (the Missing C)

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#10 Lean Principle: Establish Pull

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#11 Lean Principle: Create Flow

Business

Test

Development

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#12 Lean Principle: Recognize Perfection

Keep Start

ThanksStop

Disclaimer: Perfection is a moving target

Progress keeps you moving in the right direction

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Remember, The Key to Lean Mean Agile… Healthy Team

Respected Heard and Valued

Healthy Backlog Groomed Backlog Refined Stories

Focused on the Minimum Delivering High Value Items Sooner A Sustainable Approach

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Agile Transformation Roadmap

Where are you at in your transformation?

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What did you learn?

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Stay in Touch

jblackman@b2ttraining.com

@RequirementsPro

linkedin.com/in/jacqueline007

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