Seminar Lean Architectuur June 17th, 2010
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Transcript of Seminar Lean Architectuur June 17th, 2010
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Seminar Lean Architecture
May 18th, 2010
Sander van den BergGerard JanssenDenis KoelewijnGero Vermaas
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Waste
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Walls
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Locked down
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No Architecture at all
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Architecture can be beautifull
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Agenda
• Introduction• Why Architecture?• Lean & Kanban background• Interactive part: Architectural challenges• Lean Architecture: Principles & Process• Apply Principles and Process to your challenges• Bol.com Case• Wrap up•
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Introduction
• Name• Role• Company• What do you expect from todays seminar?
• And all of this in 30 seconds
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Why Architecture?
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3 C’s of Architecture
Connection Cohesion
Changeability
Architecture
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Lean
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Any use of resources for a purpose that is not adding value for the end customer is waste and should be
removed
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Waste
• Toyota identified the following forms of wasteful activities (Muda)• Overproduction • Unnecessary movement of (intermediate) products• Inventory• Unnecessary movement of production equipment• Defects• Waiting• Over-processing• Overload
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Lean principes
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Base your management decisions on a long-term philosophy, even at the
expense of short-term financial goals
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Create a continuous process flow to bring problems to the surface
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Use “pull” systems to avoid overproduction
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Build a culture of stopping to fix problems, to get quality right the first
time.
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Use visual control so no problems are hidden
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Grow leaders who thoroughly understand the work, live the
philosophy, and teach it to others
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Go and see for yourself to thoroughly understand the situation (genchi
genbutsu)
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Make decisions slowly by consensus, thoroughly considering all options;
implement decisions rapidly
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Become a learning organization through relentless reflection (hansei) and continuous improvement (kaizen)
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Kanban
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What is Kanban?
•Kan = Visual
•Ban = Board•
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Make Work Visible
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Limit Work in Progress
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Make the work flow
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Interactive part: Architectural challenges
• Which Architectural challenges are your organization facing?
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Lean Architecture
Lean Architecture enforces value creation by Balancing business and technical values/priorities and Converging focus of all stakeholders on the required actions, at the right time, at the correct level of detail
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Lean Architecture Principles
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Architecture initiated by business goals
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Architecture emerging from projects
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Incremental development of
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Focus on Value Stream
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Travel Light
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Just in Time, Just Enough
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Think Big, Act Small
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All hands on deck early on
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Always Involved
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Comprehensible over comprehensiveness
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Freedom where possible, standardize where needed
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Lean Architecture Principles
1.Architecture initiated by business goals2.Architecture emerging from projects3.Incremental development of architecture4.Focus on the value stream5.Travel light6.Just in time, just enough7.Think big, act small8.All hands on deck early on9.Always involved10.Comprehensible over comprehensiveness11.Freedom where possible, standards where needed
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Lean Architecture Process
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Product Backlog
SprintBacklog
PotentiallyShippableProduct
Increment
2 week sprint
Daily ScrumMeeting
Sprintplanning
Demo
Retrospective
Scrum based development: basic Scrum
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Product Backlog
SprintplanningNursery
New card Elementary School
Jr. highSchool
HighSchool
Definition ofReady
Scrum based development:
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Architecture Kanban Board
- Vision - ....
ArchitecturalDeliverables
stakeholdersBusiness
OperationsProjects
Backlog Selected Ongoing Done
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Kanban based Lean Architecture
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Product Backlog
SprintBacklog
PotentiallyShippableProduct
Increment
2 week sprint
Daily ScrumMeeting
Sprintplanning
Architecture Kanban Board
- Vision - ....
ArchitecturalDeliverables
stakeholdersBusiness
Operations
Backlog Selected Ongoing Done
Demo
Retrospective
Nursery
New card Elementary School
Jr. highSchool
HighSchool
Definition ofReady
Architecture and Development processes
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Break
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References
• Xebia Bloghttp://blog.xebia.com/category/lean-architecture/
• “Lean Architecture” Linked In Grouphttp://www.linkedin.com/groups?home=&gid=2891065
• September 2010: Lean Architecture Open Space Conference