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



Scrumban:Lean Thinking for

Agile Process Evolution

Corey Ladas

Modus CooperandiLean anban !""#



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


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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



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$



Lean thinking in kno&ledge &ork

lead time

analysis design testing stabili7ation

inventory inventory inventory

f e a t ur e s



Life of a feature

analyze design test deploy

working

waiting

build

working

waiting

working

waiting



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



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



Evolutionary design

ood evolutionary design is <ust good

design0



1orkcell organi7ation

Analysis

Design

Testing

Features

Features

Features



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1orkflo&



Production leveling



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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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Throughput metrics



-s anban more Scrum

than Scrum2.ave you read The New New Product

Development Game lately2



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Task cards



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A problem &ith task cards

Multitasking limits and



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Multitasking limits andlate binding



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anban0



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Pull



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1orkflo&



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Speciali7ation



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$i@ed6si7e backlog



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/rder point



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Business value

• 333is not the same thing as customervalue

• 333or user utility

i i k bl



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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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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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Lean planning games

•Pull scheduling•Minimi7e DA overhead•Production leveling

•Balance stakeholder voices



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Lean planning games

• /ption thinking• %ecision

markets

• Make optionscompete forinclusion in a

planningportfolio



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Lean planning games

ame theory:• Mechanism design• Auction systems• Doting systems



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+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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-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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$eature cre&s

• Large6scale pullschedulingsystem used by

Microsoft /ffice• Cross6functional

&orkcells forproduct features

• -nternally self6organi7ing

$ t



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$eature cre&s

• Branch6by6feature

• Juality gates

mainmain

-nside the $eature Cre&



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-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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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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Large scale kanban systems

Th k 0



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Thank you0

http:;;&&&3LeanSoft&areEngineering3comhttp:;;&&&3ModusCooperandi3com

http://www.leansoftwareengineering.com/

http://www.moduscooperandi.com/





Ladas, Corey_Scrumban. Lean Thinking for Agile Process Evolution.pdf

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