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What’s Next In the
Agile World?The Case for Lean-Agile
Software Development
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What’s Next?
Kanban!
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Thank You For
Being Here
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Where We Have
Been
A (very) short history of the
software development culture
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The Importance of Software
Software is permeating more andmore of our
businesses/lives/culture
The quality of our software is having
a greater influence on the quality of our lives
Failures in software are now
capable of doing greater and
greater damage
Other professions are becoming
increasingly vulnerable to software
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Tick - Tock
60s: Software Crisis
80s: PCs
90s: Internet
00s: Consumer
Technologies / Agilemethods
70s: Software Engineering /Waterfall
80s: 4th Generation
Language
90s: Rigorous Process
(CMM)
00s: CMMI (done
improperly)
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The Arrival
of Agile
Agile Has Been as Much a
Reaction as it Has Been a
Solution
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Agile Manifesto
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
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What Is Agile?
Build software in steps
Get feedback from customers
Self-organizing teams
Deliver high quality software, faster, at lower cost
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eXtreme Programming
Very popular for a few years 99-??
Demanded too much from developers
Why?
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Scrum
Based on few principles
Several practices
Embraces “inspect and adapt”
Protect the team – exclude management
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Current
Challenges
We're Moving, But
We're Not There
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Current Challenges
Practices more widespread than principles
Lack of proper management view
Lack of professionalism / craftsmanship
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We Need More
Practices work in a context
We have practice adherence but low agility
No set of practices will work in more than a limited
number of situations
If you look for someone else’s success you will get your
own failure
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What Does It Take to Learn Something?
“Theory by itself teaches nothing.
Application by itself
teaches nothing.
Learning is the resultof dynamic interplay
between the two.”Peter Scholtes, The Leader’s
Handbook: A Guide ToInspiring Your People and
Managing the Daily
Workflow
Hunches,
hypotheses,
guesses Theory
DataExperience,
observation,
real life
True learningand improvement
Interaction
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Available Management Paradigms
3 industrial paradigms
1900Interchangeable
People –
Assembly Line
1800Interchangeable
Parts
Craft
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Improvements
Needed
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Business Issue
If Software is important to a business then they have tocontrol:
– What it will do
– When it is finished
–
What it will cost How do you control something you don't understand, if
you are running a business?
Find something it is "like" that you do understand, and
reuse that knowledge What is software development like?
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Re-thinking Change
If we accept that change is inevitable…
and if change means decay…
…isn't decay inevitable?
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Decay
Time
Q u a l i t y a s
C o d e C h a n g e s
Hack it in Code Debt
"That’s the way it is"
Functional
Completeness
Cheaper to
Replace
ReleaseMaintenance
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Rejecting Decay: Changing Change
Time
Q u a l i t y a s C o d e C h a n g e s
"First, do no harm"
Code what you know
Validation-Centricity
Validateable:
What we think
we know
Based on what
we have
learned
First
IterationFurther Iterations
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The Nature of Software Development
Is Software Development a true "Profession?" Is it Engineering?
Is it an Art?
Is it a Craft?
Is it Science?
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What Is Missing
Other Professions have:
–
Specialized language – Clear path to entry
– Defined mentoring
– Peer-review
– Standards & practices
A profession is an organism:
– There has been "medicine" for thousands of years, but no
particular doctor has been around that long
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Can Initially Be Thought of as Answers to Questions
What would you want someone to know before leadinga Lean Transition at the team level?
What would you want management to know before
leading their organization?
What would you want a programmer to know before
touching your code?
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Lean Provides
New
Opportunities
There Is a Foundation
To Build On
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Science / Experience as the Source of Lean
Toyota
Lean-Thinking
Flow
ServicesSoftware
Development
Deming
Lean
PrinciplesJIT Autonomation
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The Lean Enterprise
Lean “Science”
Flow, Cadence, Pull
Options Theory
ToC
Lean
Education
A3s, KaizensContinuous
improvement
5-whys
LeanManagement
Leadership
Education
Visual Controls
Lean Thinking
_1dd
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Command and Control
Set direction & how to do it
Figure out the one best way
Get teams motivated
Make sure teams do it right
Process is good
We’d be successful if only
the devs would do what
they are supposed to
Individuals/Teams Rule
Figure it out
Avoid management
The rules are do it fast
Individuals are key
Process is bad
We’d be successful if only
management would let us
do the right thing
The Management Dilemma of the Last 4 Decades
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Lean: A New Paradigm
4 industrial paradigms
2000 Engaged,Thinking People –
Lean
1900Interchangeable
People –
Assembly Line
1800Interchangeable
Parts
Craft
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Organization Concerns / “Boundaries”
Team Technical & Line Mgrs Business Owners
How do we achievethat value?
What – is the best way todeliver that value ?
Why – is this of value?
•Speed of
•analysis
•build
•
validation•deployment
•Continual
standards
improvement
•Technology
•Process for Discovery and
Development
•
Core Engineering Practices•System integrity
•Boundaries to empower
teams
•Resolution of Impediments to
speed and flow
•
Skills excellence and optimizedteam performance
•Portfolio of Projects
•Budgets
•Priority & Sequence
•
Continual discovery of highest business value
Iterative Iterative Incremental
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Achieving
Enterprise Agility
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Agility
Its about Agility; you can be more agile or less agile inyour efforts
An agile team is only as agile as the business &
management is agile…
Challenges / Questions
Does it work in the real world?
Would it work for my company?
What must we do?
How long until we see results?
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Enterprise Agility
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Driving from
Value
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Speed of Realizing Business Value
Develop Faster
Deploy Faster
Use Faster! “Business Value can be Realized”
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Trends for
Business Value
Realization
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Type 1
B u s i n e s s v a l u e r
e a l i z e d
Time
r e l e a s e
r e l e a s e
r e l e a s e
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Type 3
B u s i n e s s v a l u e r e a l i z e d
Time
r e l e a s e
r e l e a s e
r e l e a s e
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Type 4
B u s i n e s s v a l u e r e a l i z e d
Time
r e l e a s e
r e l e a s e
r e l e a s e
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Project View: By Project Business Value
0%
20%
40%
60%
80%
100%
120%
140%
O v e r n i g h t A
p p A & P r i c i n g D i s t r i b u t i o n t o I n i t i a t i v e B
V e n d o r 1
E q u i t y A p p A D a t a B u i l d o u t - I n i t i a t i v e D
T r a d e
A d m i n i s t r a t i o n c h e c k l i s t - f i x e d i n c o m e
V e n d o r 1
O n e - d a y S o u r c i n g / A c q u i s i t i o n - r e q u e s t
O n e - d a y A p p A D i s t r i b u t i o n t o I n i t i a t i v e B
- f i x e d i n c o m e
V e n d o r 1 O
n e - d a y S o u r c i n g / A c q u i s i t i o n - r e s p o n s e
V e n d o r 1 F i x e d I n c o m e A p p A D a t a B u i l d o u t - I n i t i a t i v e D
O c t o b e r E n a b l i n g
O c t o b e r
V e n d o r 5 P r o d u c t i o n S u p p o r t R e q u e s t s
O c t o b e r E l e v a t i o n
A c t i o n s I n i t i a t i v e C
f o r d o w n s t a i r s o f f i c e
4 Q 2 0 0 7
D e c o u p l i n g - S t o r e d p r o c d e v e l o p m e n t
A p p A D i s t r i b u t i o n t o I n i t i a t i v e D
4 Q 2 0 0 7 D e c o u p l i n g - D a t a b a s e b u i l d o u t
T e a m o n U I
A p p A F i n a l A n a l y s i s a n d D e f i n i t i o n
N o v / D e c E l e v a t i o n & E n a b l i n g
V e n d o r 2
O n e - d a y S o u r c i n g / A c q u i s i t i o n - r e q u e s t
V e n d o r 2 O
n e - d a y S o u r c i n g / A c q u i s i t i o n - r e s p o n s e
V e
n d o r 2 E q u i t y A p p A R a w
D a t a B u i l d o u t
V e n d o r 2 F i x e d I n c o m e A p p A R a w
D a t a B u i l d o u t
V e n d o r 2 O v e r n i g h t S o u r c i n g / A c q u i s i t i o n - r e q u e s t
V e n d o r 2 O v e r n i g h t S o u r c i n g / A c q u i s i t i o n - r e s p o n s e
V e n d o r 3 H o l d i n g s a n d A p p A b u i l d o u t
B u s i n e s s c u s t o m s e c u r i t y t o s u p p o r t r e q u e s t b u i l d o u t
R e g i s t r a n t b u i l d o u t
V e
n d o r 1 2 I n d u s t r y C l a s s i f i c a t i o n b u i l d o u t
F i x e d I n c o m e A n a l y s i s
S o u r c e a n d L o a d A p p C
a t t r i b u t e
s f r o m e x t e r n a l v e n d o r s ( V e n d o r 1 a n d
A p p A D i s
t r i b u t i o n t o I n i t i a t i v e D
E q u i t y - O n e - d a y
A p p A F i n a l D e
s i g n a n d I m p l e m e n t ( w i t h c o n t i n g e n c y )
V e n d o r 4 c h e c k l i s t
D e l i v e r e q u i t y A p p A t o V e n d o r 3
D e l i v e r f i x e d i n c o m e A p p A t o V e n d o r 3
M a n a g e A d d / R e p a i r o f A d v i s o r A p p A D a t a
A p
p A D i s t r i b u t i o n t o I n i t i a t i v e D
- O n e - d a y
O v e r n i g h t A p p A & P
r i c i n g D i s t r i b u t i o n t o I n i t i a t i v e B
- e q u i t y
O n e - d a y
A p p A D i s t r i b u t i o n t o I n i t i a t i v e B
- e q u i t y
D a y 0 w i t h I n i t i a t i v e B
L o c a l D B - e q u i t y
B r o k e r U I / F u n c t i o n a l i t y R e f a c t o r
E x c h a n g e U I / F u n c t i o n a l i t y R e f a c t o r
V e n d
o r 1 3 A c c o u n t U I / F u n c t i o n a l i t y R e f a c t o r
E
x c e p t i o n s - p r o c e s s i n g a n d U I r e f a c t o r
V e n d
o r c h e c k l i s t , A t t r i b u t e s a n d A u d i t v i a U I
D i s t r i b u t e f i n a l a t t r i b u t e s t o A p p C
L o a d d
e r i v e d A p p C
a t t r i b u t e s t o e n v i r o n m e n t
A p r i l 2 0 0 8 I n
i t i a t i v e A
P r o d u c t i o n S u p p o r t R e q u e s t s
A p r i l 2 0 0 8 E n a b l i n g
A p r i l 2 0 0 8 E l e v a t i o n
Delivery Plan Feature Burn Up
10/07 04/084Q07
Features
The project has been prioritized. Making good
progress on completing features in release.
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Product Portfolio View: By Business Value
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
V e n d o r 1 E q u i t y
A p p A D a t a B u i l d o u t
A p p A D i s t r i b u t i o n t o I n i t i a t i v e D ( b y …
O v e r n i g h t A p p A
& P r i c i n g D i s t r i b u t i o n …
A c t i o n s I n i t i a t i v e C
f o r d o w n s t a i r s o f f i c e
4 Q 2 0 0 7 D e c o u p l i n g
V e n d o r 1 F i x e
d I n c o m e A p p A D a t a …
V e n d o r 1 S o u r c i n g / A c q u i s i t i o n - r e s p o n s e
D a y 0 A n a l y s i s / I n t e g r a t i o n w i t h …
2 0 0 7 A u g u s t
I n i t i a t i v e A P r o d u c t i o n …
V e n d o r 1 E q u i t y
A p p A D a t a B u i l d o u t - …
T r a d e A d m i n i s t r a t i o n L i s t
V e n d o r 1 S o u r c i n
g / A c q u i s i t i o n - r e q u e s t
A p p A D i s t r i b u t i o
n t o I n i t i a t i v e D ( O n e - …
A p p A t o V e n d o r 1 0
V e n d o r 2 E q u i t y A p p A D a t a B u i l d o u t
V e n d o r 2 F i x e
d I n c o m e A p p A D a t a …
A p p A F i n a l A
n a l y s i s a n d D e f i n i t i o n
A p p A D a t a B
u i l d o u t ( F X ,
F u t u r e s , …
V e n d o r 2 O v e r n i g h t …
V e n d o r 2 O v e r n i g h t …
C o r p o r a t e A c t i o n s - W i l l o w
O n e - d a y A p p A D i s
t r i b u t i o n t o I n i t i a t i v e B
V e n d o r 1 F i x e
d I n c o m e A p p A D a t a …
C
o r p o r a t e A c t i o n s - F i r
E x c e p t i o n s
2 0 0 8 D e c o u p l i n g
A p p C
F
i x e d I n c o m e A n a l y s i s
V e n d o r 2 O n e - d a y …
V e n d o r 2 O n e - d a y …
S e c
u r i t y D e p o s i t o r y D a t a
A p p A f i n a l - c h e c k i m p l e m e n t a t i o n
M a n a g e A d d / R e p a i r o f A d v i s o r A p p A …
A d r e s s V e n d o r 4 L i s t
M e t r i c s / M o n i t o r i n g
C o n s u m e r P r o f i l e - V i e w
C o n s u m e r c h e c k l i s t - I n i t i a t i v e E & a u d i t
V e n d o r c h e c k l i s t
A u d i t C a t c h - U p f o r A u g u s t
A p p B
S y s t e m F u n c t i o n a l i t y
C o n s u m e r c h e c k l i s t - V i e w , …
I m p l e m e n
t C o n s u m e r C h a n g e s
I m p l e m e n t V
e n d o r 8 c a l e n d a r d a t a
2 0 0 8 A u g
I n i t i a t i v e A P r o d u c t i o n …
2 0 0 8 D e c
I n i t i a t i v e A P r o d u c t i o n …
A u d i t C a p t u r e , S
t o r a g e a n d R e p o r t i n g
M e t a d a t a c a t a l o g u e
M a r c h I n i t i a t i v e A P r o d u c t i o n S u p p o r t …
O c t o b e r
I n i t i a t i v e A P r o d u c t i o n …
A u t o m
a t e d S w i f t D o w n l o a d
C o n s u m e r P r o f i l e - I n i t i a t i v e E & a u d i t
A p p B
A p p l i c a t i o n S e c u r i t y
V e n d o r P r o f i l e
C o u n t r y ,
C u r r e
n c y ,
C a l e n d a r s o n U I
C h e r r y
B i r c h
2
0 0 7 A u g u s t E l e v a t i o n
2
0 0 7 A u g u s t E n a b l i n g
2 0 0 7 M a y E l e v a t i o n
2 0 0 7 M a y E n a b l i n g
2 0 0 7 O c t o b e r E n a b l i n g
2 0
0 7 O c t o b e r E l e v a t i o n
N o v / D e c E l e v a t i o n
2 0 0 8 A p r i l E n a b l i n g
2 0 0 8 A p r i l E l e v a t i o n
2
0 0 8 A u g u s t E n a b l i n g
2
0 0 8 A u g u s t E l e v a t i o n
2 0 0 8 D e c E n a b l i n g
2 0 0 8 D e c E l e v a t i o n
%
C o m p l e t e
Feature Burn Up by Business Value
Features
Same project, within program, sorted by business value
Q: Why is so much work being spent on lower priority features?
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44 20 May 2009
Organizational
Impacts
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/ “ d ”
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Organization Concerns / “Boundaries”
Team Technical & Line Mgrs Business Owners
How do we achievethat value?
What – is the best way todeliver that value ?
Why – is this of value?
•Speed of
•analysis
•build
• validation
•deployment
•Continual
standards
improvement
•Technology
•Process for Discovery and
Development
•Core Engineering Practices
•System integrity
•Boundaries to empower
teams
•Resolution of Impediments to
speed and flow
•
Skills excellence and optimizedteam performance
•Portfolio of Projects
•Budgets
•Priority & Sequence
•Continual discovery of
highest business value
Iterative Iterative Incremental
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Discovery & a
new approach
Low Cost
Speed
Quality
Whi h I M I ?
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Which Is More Important?
Discovery of what’s valuable? – To the Customer & To the Business
Building (and achieving it)?
You can not build the right thing if you haven’t
discovered it first! Not everything is known or understood upfront by
Business / Customer (from a systems view)
Business should be able to: – Specify what’s most important at any given point in time
– Learn from what is already implemented
– Learn from their changing environment
– Update and reprioritize their requirements
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Business Driven
Software
Development
B i D i S ft D l t
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Business Driven Software Development
Business Driven Software Development is where the
Business:
Owns Scope and Incremental Releases
Continually discovers and prioritizes increments byhighest business value
Continually manages and validates what the
development teams are producing
Ch ll & N A h
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Challenges & New Approach
Current Approach – Project
based
Fixed Scope, Budget, Schedule
Define all requirements without
priority
Scope evolves, but budget and
schedule remain fixed
Big Bang Deployment
New Approach – Business
Value based
Discover highest business value,
allocate budget here
Prioritize based on Business
Value, Sequence based on ROI
Re-prioritize based on updated
discovery, budget follows
Team only builds & deploys
priority increments
K B i R l
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Key Business Roles
Role Responsibilities
Sponsor Ultimately accountable forproject/program success; Sets the vision,
direction and priorities; Dedicates
resources and assigns Product Owner
Product Owner Defines, Tests, and accepts product; sets
priorities based on business value;accountable for the realization of vision
and business benefits
Business Technology Lead
/ SMEs
Facilitates continuous planning to front-run
teams; provides knowledge of business
processes, products and services; definesrequirements / scenarios; executes
acceptance tests; manages
implementation, business acceptance,
elevation and transition.
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Critical Success Factors to Agile
Process
•Continuous planning, discovery anddevelopment
•Prioritization of technology spendingto highest business value
•Boundaries to empower teams
•Resolution of impediments to speedand flow
People
•The right business leads
•Allocation of business SMEs tosupport projects
•Skills excellence and optimized teamperformance
•Clear business vision, continuous planning and oversight•Dedicated and empowered business leader
•Project scope can be partitioned into independent pieces that can be delivered separately
Gl
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Glossary
Minimum Marketable Feature – Increment of realizablebusiness value; decomposed from projects, comprised
of business capabilities.
Business Capability – business functionality ‘supporting’
the business and/or provides value to our customers
Business Feature – an increment of business value that
is comprised of slices of business capabilities.
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Continual
Business
Planning
Business Driven Software Development
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Business Driven Software Development
4 Stages (containers)1) Business Portfolio
2) Business Product Portfolio (MMFs)
3) Release Product Backlog4) Sprint Backlog(s)
Business Portfolio Container 1
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Business Portfolio – Container 1
Business ProductPortfolio - MMF’s
Inputs: Prioritized Projects, budgets
Outputs: Releasegoals, MMFs
Minimum Marketable Features Container 2
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Minimum Marketable Features – Container 2
Business ProductPortfolio - MMF’s
Inputs: Prioritized Projects, budgets
Outputs: Release
goals, MMFs
Decompose MMFs into Business Features
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Decompose MMFs into Business Features
Release Product Backlog Container 3
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Release Product Backlog – Container 3
Release Product Backlog
Inputs: Release Goals, Prioritized MMFs
Outputs: Scope of Effort, Refined
Prioritized Business Features (Scenarios/
personas), Release Plan, User Stories for
team(s)
Release View cont’d
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Release View cont d.
Sprint Backlog(s) – Container 4
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Sprint Backlog(s) – Container 4
Container 4 – Sprint Backlog(s)
Inputs: Priority sequenced User stories,
next priority business features
Outputs: Validated completed user stories
and next sprints’ prioritized user stories
Business Increment Precision
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Business Increment Precision
Business Planning
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Business Planning
Submit to Team Design Define
•
Minimal MarketableFeature (MMFs) prioritized
by Business Value
• Prioritized Business
Features
• Scenarios / Personas
• Validation approach &Acceptance Criteria
•
Business Capabilities• Workflows
• Process models / maps
• Scenarios
•
Define Goals• Business Value criteria
• Success Metrics
• Message Map
• Segments / audience
• OBT & Budget
WhyWhatHow
Product Owner & Customer Team Business Team Business Sponsor / Manager
Teams Pull from Business Needs
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Teams Pull from Business Needs
Build & Deploy Define Discover
• Build product
•
Use Agile methods for highquality and responsiveness
• Marry features with system
evolution on how to buildthem
• Perform detailed design
• Begin Functional
acceptance criteria/tests
• Discovery of what is next in
Product Backlog (based onbusiness value)
• How to iteratively achieve
this value
• Features defined with
acceptance criteria
WhyWhatHow
Customer / User Feedback
Team Business Owner & Tech owner Product Owner
Sprint 4: Feature Burn Up by Release
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Sprint 4: Feature Burn Up by Release
This graph shows
– Num features
actively in work
– Swarming well on
incremental
delivery?
Q: In Sprint 4, likely
to succeed in
release?
– Why so many
activities for future
releases?
Business view: Feature completion
Sprint 5: Refocused Based on Priorities
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Sprint 5: Refocused Based on Priorities
In Sprint 5,
Product Owner
refocuses team
based on business
value priorities
– Increaseslikelihood of
success in earlier
releases
– Less work on
features for futurereleases
high Business Priority l low
Business view: Feature completion by priorities
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68 20 May 2009
Improving an
Organization
There is no One Best Way
(bummer)
The Lean Enterprise
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The Lean Enterprise
Business
Prioritize for Profit
Product Portfolio
Release Planning
DevelopmentPractices
TDD/QA
Design Patterns
Refactoring
Management
Value Stream
Visual Controls
Impediment Mgt
Lean Enterprise
_1dd
Focus on Shortening Time to Market
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Customers
and/or
Support
Shared
Components
Development
Organization
Product
Related
New Products and/or
Enhancements
Focus on Shortening Time to Market
Customers
Product ManagersBusiness Leaders
Trainers & Educators
Regional Coordinators
Product Owner(s)
Scope of Current Methods
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A g i l e
S c r u m
&
X P
Shared
Components
Development
Organization
Product
Related
New Products and/or
Enhancements
Scope of Current Methods
Customers
Product ManagersBusiness Leaders
Trainers & Educators
Regional Coordinators
Product Owner(s)
Customers
and/or
Support
Extending Agile
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Extending Agile
Agile doesn’t explicitly deal with management
It somewhat ignores process except to say not to let itget in the way
Agile has had a paradigm of:
–
Teams – Small pieces coming together
– A result of it’s XP and Scrum heritage
Lean extends Agile with:
– A non-command and control management model – A view of the whole
– Business driven
Lean-Agile Works
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Lean Agile Works
Lean provides the Enterprise and Business Perspective
Gives mantra of eliminating waste to reduce delays
Results in faster time to market, higher quality, lowercosts
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
The Flow of Software Development
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Customers
and/or
Support
Shared
Components
Development
Organization
Product
Related
New Products and/or
Enhancements
The Flow of Software Development
Customers
Product ManagersBusiness Leaders
Trainers & Educators
Regional Coordinators
Product Owner(s)
The Flow of Software Development
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Customers
and/or
Support
Shared
Components
Development
Organization
Product
Related
New Products and/or
Enhancements
The Flow of Software evelopment
Customers
Product ManagersBusiness Leaders
Trainers & Educators
Regional Coordinators
Product Owner(s)
Step 1- Kanban/
Agile Teams: Start
with selected
teams.
The Flow of Software Development
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Customers
and/or
Support
Shared
Components
Development
Organization
Product
Related
New Products and/or
Enhancements
p
Customers
Product ManagersBusiness Leaders
Trainers & Educators
Regional Coordinators
Product Owner(s)
Step 2 - Flow:
Improve the
ways product
enhancements
are given to theteams
The Flow of Software Development
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Customers
and/or
Support
Shared
Components
Development
Organization
Product
Related
New Products and/or
Enhancements
p
Customers
Product ManagersBusiness Leaders
Trainers & Educators
Regional Coordinators
Product Owner(s)
Step 3 – Increase
ROI: Create an
agile product
portfolio
management
group
The Flow of Software Development
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Customers
and/or
Support
Shared
Components
Development
Organization
Product
Related
New Products and/or
Enhancements
p
Customers
Product ManagersBusiness Leaders
Trainers & Educators
Regional Coordinators
Product Owner(s)
In parallel: Be
improving both
the technical skills
of the developers
with design
patterns and TDDand improve the
structure of the
teams in order to
reduce integration
costs.
Summary
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y
Take an Enterprise view
– Look at entire flow
– Use Lean-Thinking
– Not team thinking expanded
Removing waste will speed time to market whileimproving quality and lowering cost
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80 20 May 2009
Question and
Answer
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www.netobjectives.com
81 Copyright © 2008 Net Objectives. All Rights Reserved. 20 May 2009
Thank You!
… and following is more to help youplan your next steps
Resources
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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
Tailored Bibliography
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83 Copyright © 2008 Net Objectives. All Rights Reserved. 20 May 2009
Scott 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 KanbanSystems for Lean Software Development
A Short List of Books - Lean Related
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Womack and Jones: Lean-Thinking
Mary & Tom Poppendieck
– Lean Software Development – Implementing Lean Software Development: From Concept to Cash
Jeff Liker: The Toyota Way
Michael Kennedy: Product Development in the Lean Enterprise
Taiichi Ohno: Toyota Production System
Ronald Mascitelli: Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management
Kennedy, Harmon, Minnock: Ready, Set, Dominate: Implement Toyota's Set-based
Learning for Developing Products and Nobody Can Catch You
_s
See http://www.netobjectives.com/resources/bibliography for a full bibliography
Lean Management and Other Relevant Books
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Peter Scholtes: The Leader’s Handbook: Making Things
Happen, Getting Things Done
David Mann: Creating A Lean Culture: Tools to Sustain
Lean Conversions
William Bridges: Managing Transitions
Weick and Sutcliffe: Managing the Unexpected:
Assuring High Performance in an Age of Complexity
See http://www.netobjectives.com/resources/bibliography for a full bibliography
A Short List of Books - Technical
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Mugridge & Cunningham: Fit for Developing Software
Michael Feathers: Working Effectively with Legacy Code
Shalloway & Trott: Design Patterns Explained, A New Perspective on Object-
Oriented Design
Bob Martin: Agile Software Development: Principles, Patterns and Practices
Freeman, Freeman, Bates, Sierra: Head First Design Patterns
Martin Fowler, Refactoring: Improving the Design of Existing Code
Ken Pugh, Prefactoring
Scott Bain, Emergent Design: The Evolutionary Nature of Professional
Software Development
_s
See http://www.netobjectives.com/resources/bibliography for a full bibliography
New Online Course
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Everywhere (Internet)
– Lean Software Development – TBD starting this summer
For more information, see www.netobjectives.com/courses
Net Objectives Services
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Training in Sustainable Product Development
Net Objectives offers the most comprehensive
Lean-Agile training in the world. Our offerings
include Lean, Agile Analysis, Scrum, Design Patterns,
Test-Driven Development, and Lean-Agile Testing.
Our approach is a blend of principles and practices
to provide a complete team and/or enterprise wide
training solution.
Certification Programs by Net Objectives
Net Objectives offers certification programs that
provides a road-map of knowledge as well as
resources to get there.
• Scrum Certification
• Scrum Master Certification
• Product Owner Certification
Net Objectives is not affiliated with the Scrum Alliance
Assessment Services
An effective way to embark on an enterprise level
transition to Lean-Agile methods is to start with an
assessment of where you are, where you want to go
and options on how to get there that are right for
you and your budget.
Lean-Agile Coaching
While training provides foundational knowledge
and is a great jump start, coaching is another
effective way to increase the abilities of teams.
Our coaches work with your teams to provideguidance 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.
Best Practices Curriculum
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Tester
Technical
Senior Management
IT Management
Business Management
Analyst
Process
Exec
Mgmt
IT Mgmt
Business
Mgmt
Analyst
Process
Lean Agile
Overview for
Leaders
Implementing
Scrum for
Your Team
OR
ImplementingAgile
Development
With VSTS for
Agile Teams
Agility for
Managers(if not taking
Implementing
Scrum for Your
Team course)
Lean Software
Development
For
Management
Scrum Master
Practitioner
Scrum Master
CertificationBy Net
ObjectivesLean Software
Development
Design Patterns
for Agile
Developers
Sustainable
Test-Driven
Development E m e r g e n t D e s i g n
Advanced
Software
Design
TDD Database Boot Camp
Business
Product
Owner
Advanced
Agile
Lean-Agile
Testing
Practices(if not taking
Implementing
Scrum for Your
Team course)
Effective
Object-
Oriented
Analysis and
Design(if needed)
Lean-Agile
Enterprise
Release
Planning
Tester
Acceptance
Test-Driven
Development
Developer
Technical Training: C++, C#, Java
Agile Planning
and
Estimating
with User
Stories
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Net Objectives Courses
8/14/2019 Creating a Model to Understand Product (and Software) Development
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Lean Software Development
– Lean Software Development for Management
– Lean Software Development
– Lean-Agile Software Development
Agile/Scrum
– Implementing Scrum for Your Team
– Implementing Scrum for Multiple Teams
– Scrum Master Certification by Net Objectives
– Lean-Agile Enterprise Release Planning
– Agile Planning and Estimating with User Stories
– Agile Life-Cycle Management with VersionOne – Product Owner Certification by Net Objectives
– Implementing Agile Development with Microsoft™Visual Studio Team System™
Agile Software Development
– Design Patterns Explained
– Emergent Design: Effective Agile SoftwareDevelopment
– Design Patterns for Agile Developers
– Sustainable Test-Driven Development
– Acceptance Test-Driven Development
– TDD Database Boot Camp
– Advanced Software Design
– Lean-Agile Testing Practices
–Test-Driven ASP.NET
– Effective Object-Oriented Analysis and Design
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