Scrum and Lean : Multiply the Powers by Om Band

Scrum and Lean: Multiply the Powers

Om BandFebruary 2011

[email protected]

05/05/09 www.agiletour.com

Lean: Why and What

To…• Enhance Customer Value• Eliminate Waste• Improve Quality• Cut Costs


Lean was formulated by Toyota Production System

Lean core: Just In Time

• The Right Part• Of the Right Quality• At the Right Moment• In the Right Quantity• In the Right Place


Lean Principle 1: FlowGOAL: Improve Throughput time by reducing Work In Progress

(WIP) Inventory

BatchProcessing

Single-Piece FlowProcessing

Don‘t start building all features simultanelusly in isolation and then integrate

Instead cut the software features in small implementable and usable features – Build, Integrate, Test, Document completely

Pre and Final JIT Assembly Lines: Fishbone

Debugging in Rules

Stack

trac

e

Comm

unica

tion

chan

nel

Takt 1

Set b

reak

-poin

tObj

ect/v

aria

ble v

iew fo

r If-t

hen

rules

et

Flow ru

le s

et

Stack trace

Comm

unication channel

Rule s

cript

Stack trace

Comm

unication channel

Takt 2

Set break-point

Flow rule set

Step

in/ou

tSet

bre

ak-p

oint

Rule script

Takt 3

Step

in/ou

t

Decisi

on ta

ble

Stack trace

Comm

unication channel

Set break-point

Object/variable view

Step in/out

Infrastructure setup for Java rules

Takt 4

Infra

stru

ctur

e se

t up

for i

f-the

n ru

les

If-then ruleset

Lean Principle 2: TaktGoal: Achieve consistent rhythm by leveling the work contents to

eliminate overproduction and waiting!

Pick what you can fully finish! Shorter release cycles Staff the teams rightly (Cross Functional Team of 10 members) Align the takts in all related groups

Lean Principle 3: PullGOAL: Produce when the customer needs to avoid overproduction

Lean Principle 3: PullGOAL: Produce when the customer needs to avoid overproduction

Customer defines the prioritized backlog/feature set Top priority items are pulled by the development teams Customer consumes the software and give feedback

Pull ensures high quality and faster feedback

DevT2 DevT3 DevT3 … DevT9 I&TT10 I&TT11

DONE Criteria for every Takt Dev & MIT/Unit/component test for NFT 100%OK Automated RT tests 100% OK No open Prio 1, 2 msgs Takt Demo + Product Owner approval of takt shipment Code reviews completed Zero Prio 1/2 Checkman & JLIN

IAT2 IAT3 IAT4 … IAT10 I&TT11

DONE Criteria for every Takt Integration scenario tests incl. NFT & RT 100% OK No open Prio 1 & 2 msgs Maximal two prio 3 msgs Performance tests done Increase in automated tests

CT1 …

~70% ~70% ~70% ~70% 0% 0%

~30% ~30% ~30% ~30% ~30% 0%Integration &Acceptance Takt

Dev Takt(Impl. Team)

Customer

Define Takt(Product Team)

DefineT1 DefineT2 DefineT3 …

DONE Criteria for every Takt Understandable Backlog (confirmed by team member of receiving team ) Ranked Backlog

Mandatory unit wide done criteria

Parallel running integration teams

All takts are aligned

Lean Principle 4: Zero Defect

GOAL: Fix issues in Products and Processes Immediately

Process Stability

100% OK parts

100% availability

GOAL

80% 80%

80% 80%

System availability 80%

Batch Processing

80 %

80% 80%

80%

System availability 80% 4 = 41%

Single-Piece Flow Processing

Stop the Line in case of Issues: ANDON

If the takt delivery is affected/endangered all development activities are STOPPED for the affected projects.

STOP for Dev Projects means, “no new feature development, instead everybody works on corrections in Integration Codeline”

STOPPED projects do “root cause deep dive” to prevent future faults

Solve the Root Cause: 5 Whys

It overloaded and the fuse blew

The spindle drive isn’t properly lubricated

The oil pump shaft bearings are worn out

Dirt has gotten into the oil pump

The oil pump isn’t running properly

Take preventive measures to fix the root cause

Why?

Why?

Why?

Why?

The machine stoppedWhy?

The Guide for the Journey towards Perfection: Kaizen

www.agiletour.com

Continuous improvementsin small steps

Imp

rov

em

en

t

Time

Time

Improvemen

t

StandardWedge

Kaizen = Continuous Improvement

The anatomy of Waste


Space/ surface area

Rework / Defects

MovementTime

Inventory

Waitingtime

Transport

Overproduction

In Automobile

Overprocessing

Defects

TaskSwitching

Code tostock

Waitingtime

Transport

Overproduction

In Software

Eliminating waste versus Increased workload

Increased workload = Compressing the value adding process

Improvement = Replacing waste with value adding tasks

Addedvalue

Waste

Addedvalue

Waste

A

A

A

A

W W

WW W

AA

A

Source: Porsche Consulting

Typical Continuous Improvement Model

www.agiletour.comKaizen = Continuous Improvement

Scrum and Lean – The Winning Pair

• Lean provides the framework on the overall process from define to delivery

• Scrum provides great methodology of project execution

• Both methodologies offer great models and tools to focus on critical aspects

• Lean and Scrum makes a great winning combination


Questions Please…


Scrum and Lean : Multiply the Powers by Om Band

Technology

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