Introducing lean and agile to heriot watt

Andreas Hägglund I run projects and make organizations more efficient

Introducing Lean & Agile

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slideshare.net/andreashagglund

@ahab1972

andreashagglund

Standish Group

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Success Challenged Failed

1994

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Standish Group

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2012

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1994

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Large companies

Medium companies

Small companies

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Why?

Hint:

Technology Is Not The Problem!

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Everything changes...

• Requirements

• Environment

• Business

• Technology

• Competition

• People

• Tools

Experience grows

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Why?

Changes Requires Communication

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And We’re No Good At It!

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The solution?

The CHAOS Manifesto, Standish Group 2012

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Traditional

Agile

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It’s Not Easy!

Complex

Anarchy

Technology

Requirem

ents

Far from

Agreement

Close to

Agreement

Clo

se to

Ce

rta

inty

Fa

r fr

om

Ce

rta

inty

Simple

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We Must Learn!

Every Bus iness Uni t i s

Becoming a Technology

Star tup

In 2017, >50% of total IT spending will be outside of IT

*Gartner, May 2015

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You Should Too…

By 2018 d ig i ta l bus iness

wi l l d r ive a 500% boost in

dig i ta l jobs

Digital business is new business designs that blend the virtual world and the physical

worlds, changing how processes and industries work through the Internet of Things.

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Lean, Agile and related disciplines are

spreading in all industries, all over the

world

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And soon it will be in MENA ...

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Is IT unique?

Original budget

Planned work from

February 2005 to

December 2008 (=34

months)

Estimated cost: 876

Million USD

Height: 728 m

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Is IT unique?

Original budget

Planned work from

February 2005 to

December 2008 (=34

months)

Estimated cost: 876

Million USD

Height: 728 m

Actual Outcome

Actual work from

September 2004 to

September 2009 (=60

months)

Cost: 1.500 Million

USD

Height: 828 m

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Lean industries

Lean Production, Lean Health Care, Lean Education,

Lean Start Up, Lean Publishing, Lean IT, Lean

Software Development, Lean UX, Lean Human

Resources, Lean Marketing, Lean Government,

Lean Sales, Lean Governance, Lean Manufacturing,

Lean Thinking and more...

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Reasons to adopt Agile

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Results from going Agile

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The 1% Agile Failures

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Lean & Agile Origins

2001 2003

Individuals and interactions over

processes and tools

Responding to change over

following a plan

Theory of Constraints

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Chaos-report

Principles of Lean Management

1. Create Long Term Business Value

2. Continuous Learning / Improvements

3. Eliminate Waste

4. Increase Flow

5. Respect

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Respect

Re

du

ce

Wa

ste

Inc

rea

se

Flo

w

Co

nti

no

us

Imp

rove

me

ne

t

Value

In short...

Lean is about maximizing customer

value while minimizing waste.

Simply, lean means creating more value for

customers with fewer resources through

continuous improvement.

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Identify the value stream...

Invent service

Set up organization

Deliver service

Bill client

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... and shorten it!

Identify the value stream...

Invent service

Set up organization

Deliver service

Bill client

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From Concept to Cash

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Improve the Flow

Local optimization

Unnecessary documents

Unnecessary queues & wait

Multiple approvals

Inadequate resources

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By Reducing 7 Wastes

1. Defects

2. Overproduction

3. Transportation

4. Waiting

5. Inventory

6. Motion

7. Processing (8. Unused Talent/Skill)

Mura, Muri, Muda –

Unevenness, Overburden, Waste

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Lean Software Development

1. Eliminate waste

2. Amplify learning

3. Decide as late as possible

4. Deliver as fast as possible

5. Empower the team

6. Build quality in

7. See the whole

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Now For Some Agile


processes and tools


following a plan

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What is Agile?

Well...

Agile is not Happy Hacking

It’s not unorganized

It’s not unstructured

It’s not unplanned

It’s not undocumented

It’s not undisciplined

Fact is – It’s extremely

disciplined

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The Agile Onion

Agile Goal (1)

Agile Values (4)

Agile Principles (12)

Agile Methods (40+)

Agile Techniques (200+)

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Agile is about hitting a moving

(business) target

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“At the end of the day, your

job isn’t to execute a plan or

get the requirements right —

your job is to change the

world”

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The Agile Values


processes and tools


following a plan

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Agile Principles

1.Our highest priority is to satisfy the customer through early and continuous

delivery of valuable software.

2.Welcome changing requirements

3.Deliver working software frequently

4.Business & IT must work together daily

5.Build projects around motivated individuals. Give them the environment and

support they need, and trust them to get the job done.

6.Face-to-face conversation is the most effective method of communicating

7.Working software is the primary measure of progress.

8.Sustainable development

9.Technical excellence

10.Simplicity--the art of maximizing the amount of work not done - is essential.

11.Self-organizing teams.

12.Reflect and adapt continuously

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Icons designed by Freepik

Test

Design

Deployment

Analysis

Implementation

Release 1

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Tradi t iona l Method

Agi le / I te ra t i ve Methods

Icons designed by Freepik

Release 1 Release 2 Release 3

Test

Design

Deployment

Analysis

Implementation

Release 1

Tradi t iona l Method

Release 4 Release 5

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Comparing Waterfall and Agile

Waterfall

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Risk Reduction

Waterfall

Agile

Time

Risk

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Lean & Agile Characteristics

1. Continuous Learning / Improvement

2. Frequent and Open Communication & Feedback

3. Collaborative Short Term Planning

4. Light Weight Ceremonies

5. Late Decisions and Early Delivery

6. Generative Rules & Empiricism

7. Integrity, Excellence & Quality

8. Transparency & Visualization (Workflow, Workload,

Problems and more…)

9. System’s Thinking

10.Trust, Respect, Autonomy & Self Organization

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Lean & Agile Characteristics

1. Continuous Learning / Improvement

2. Frequent and Open Communication & Feedback

3. Collaborative Short Term Planning

4. Light Weight Ceremonies

5. Late Decisions and Fast Delivery

6. Generative Rules & Empiricism

7. Integrity, Excellence & Quality

8. Transparency & Visualization (Workflow, Workload,

Problems and more…)

9. System’s Thinking

10.Trust, Respect, Autonomy & Self Organization

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”Learning is not mandatory, neither is survival” - W. Edward Demings

Why Lean and Agile?

We increase return on investment by making continuous flow of value our

focus.

We deliver reliable results by engaging customers in frequent interactions

and shared ownership.

We manage uncertainty by expecting it and adapts to it through iterations and

anticipation.

We unleash creativity and innovation by recognizing that individuals are the

ultimate source of value, and creating an environment where they can make a

difference.

We boost performance through group accountability for results and shared

responsibility for team effectiveness.

We improve effectiveness and reliability through situationally specific

strategies, processes and practices.

*Declaration of interdependance

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Traditional Employee

Specialist (I-profile)

Accountable for own

work

Acts on instruction

Agile Employee

General Specialist

(T-profile)

Accountable for

team’s work

Acts on needs

Self-organizes

Com

pete

nce

Competence

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Management

Traditional Manager

• Decision maker

• Accountable for the

result

• Assigns tasks and

roles

Managers in Agile

organizations

• Servant Leader & Guide

• Accountable for the

environment the team

works within

• Setting goals

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Project Teams

Agile Teams

Self-organizes

Network

Team accountability

Individual responsibility

Traditional Teams

Predefined roles

Hierarchy

Individual accountability

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Some example practices A3 Analysis

Fist of Five

User Stories

Burndown charts

Cumulative Flow Charts

KanBan boards

Limiting WIP

Daily stand up meetings

Frequent retrospects

Real Options

Jidoka

Genchi Genbutsu

Cost of Delay

Dedicated business

representatives

Explicit rules

Visual workflow

Visualized workload

Rolling wave plan

Velocity

Story points

Time boxes

Autonomous teams

And many many more...

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Scope

Time

Quality

Cost

The Iron Triangle

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Scope

Time

Quality

Cost

Fixed

The Iron Triangle

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Scope

Time

Quality

Cost

Fixed

Time Cost

Quality

Scope

The Agile Triangle

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Scope

Time

Quality

Cost

Fixed

Time Cost

Quality

Scope

Fixed

The Agile Triangle

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Scope

Time

Quality

Cost

Fixed

Time Cost

Quality

Scope

Fixed

This is what we call a timebox

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Scope

Time

Quality

Cost

Fixed

Time Cost

Quality

Scope

Fixed

This is what we call failure This is what we

call a timebox

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Agile Planning ≠ Gannt Schedule Todo Doing Done Analysis

Pri

ority

Burndown

Cumulative

Flow

Delivered Value

1. Tasks are selected instead of assigned

2. Individuals are responsible for tasks they selected themselves

3. Team is accountable for delivery

4. Plan and analysis is visible for all

Risk

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Visualizing

Burndown

Cumulative

Flow

Delivered Value

Todo Doing Done

Risk

Velocity Tasks

Features

Maintenance

Support

Hours/week

User step 1 User step 2

User step 3 User step 4

User step 5

User step 6

Risk

Risk

Outc

om

e

Outc

om

e

Outc

om

e

Outc

om

e

Outc

om

e

Outc

om

e

Outc

om

e

Story Mapping

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L

M

S

How to run an Agile Project

Identify the business

opportunity

Prioritize

Self-organize

- Analyze

- Implement

- Refactor

- Test

- Deploy

Evaluate, Reflect &

Adapt

”As a loving father I want to have a nice affordable dinner with my family so that I can go to bed feeling good”

”As a loving father I

want to have a nice

affordable dinner

with my family so

that I can go to bed

feeling good”


want to have a nice

affordable dinner

with my family so


feeling good”


want to have a nice

affordable dinner

with my family so


feeling good”


want to have a nice

affordable dinner

with my family so


feeling good”


want to have a nice

affordable dinner

with my family so


feeling good”


want to have a nice

affordable dinner

with my family so


feeling good”

Prio

rity

Done

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When a traditional manager goes

shopping for dinner...

Make shoppin

g list

Estimate costs

Plan route

Set iron triangle

Assign resource

s

Shop Deliver

to kitchen

Put in fridge

Fetch goods

Start cooking

Manager

Purchaser

Chef

Hand-off

Hand-off

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When the agile manager

goes shopping...

Set timebox

Get money

Go to super-market

Check prices and

supplies

Try sample food in shop

Call family

Shop

Rent a movie

Deliver to

kitchen

Show goods

for chef

Buy extra

items at 7-11

Cook food

”As a loving father I want to have a nice affordable dinner with my family so that I can go to bed feeling good”

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How do You shop?

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When should I use Lean & Agile?

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”You should only use Agile on

Projects you want to succeed”

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”You should only use Agile on

Projects you want to succeed”

0102030405060

Traditional

Agile

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You should only use Lean

when you want to improve!

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Are you too busy to improve?

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Who’s Lean & Agile

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Some Suggested Reading

http://buff.ly/1iK9UDm

Agile Middle East

• Community Organization promoting Lean and

Agile Development Practices in the Middle East

• Members from Saudi, UAE, Turkey, Egypt,

Lebanon and more

• Organizes Agile ME Summit on March 19

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Agile ME Summit 2016

http://2016.meagile.com/

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Agile Middle

East

[email protected]

https://agilemiddleeast.org/

Contact

Information https://www.facebook.com/AgileMiddleEast

https://twitter.com/MEAgile

https://www.linkedin.com/groups?home=&gid=8133203

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mailto:[email protected]

https://meagile.com/

https://meagile.com/

https://www.facebook.com/AgileMiddleEast

https://twitter.com/MEAgile

https://www.linkedin.com/groups?home=&gid=8133203

Andreas

Hägglund

[email protected]

I run projects and

make organizations

more efficient

andreashagglund

@ahab1972

slideshare.net/andreashagglund

www.kravanalys.se www.systemvaruhuset.se

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Introducing lean and agile to heriot watt

Business

Transcript of Introducing lean and agile to heriot watt