What next in the agile world - Alan Shalloway

copyright2010.NetObjectives,Inc.

Whats Next in the Agile World

Why Lean / Kanban Matters

Lean Enterprise

Business

ManagementTeam

ASSESSMENTSCONSULTING

TRAININGCOACHING

Lean for ExecutivesProduct Portfolio Management

Lean ManagementProject Management

Kanban / Scrum ATDD / TDD / Design Patterns

process technical

Brief history Agile Whats missing The Lean Perspective Whats next

Enterprise view Include management New team methods Kanban

In a nutshell How do we do the right work? How do we do it right? How do we manage it?

Abstract

THINKING POINTS

What is Agile? Building software in stages to:

Speed up delivery of value to customers

Enable responsiveness Avoid building what isnt

needed

Exists at different levels Team agility Business agility

ProductManagers

BusinessLeadersRegionalCoordinators

ProductChampion(s)BusinessCapabilities

Trainers&Educators

Support

CustomersNew

Requirements

Customer

SharedComponents

SharedComponents

ProductRelated

ProductRelated

Development

SoftwareRelease

SoftwareProduct

SharedComponents

SharedComponents

ProductRelated

ProductRelated

Development

SoftwareRelease

SoftwareProduct

SharedComponents

SharedComponents

ProductRelated

ProductRelated

Development

SoftwareRelease

SoftwareProduct

Consumption

Concept

XP Circa 1999 Benefits

High quality Focused on customer need

Very popular for a few years 99-?? Took special mindset Why?

SharedComponents

SharedComponents

ProductRelated

ProductRelated

Development

SoftwareRelease

SoftwareProduct

SharedComponents

SharedComponents

ProductRelated

ProductRelated

Development

SoftwareRelease

SoftwareProduct

Support

Customers

ProductManagers


Trainers&Educators


NewRequirements

Customer

SharedComponents

SharedComponents

ProductRelated

ProductRelated

Development

SoftwareRelease

SoftwareProduct

Consumption

Concept

Scrum Currently Most Popular Benefits

High speed Focused on team and their customer

Practice based Protect the team

exclude management

60s: Software Crisis80s: PCs90s: Internet00s: Agile methods

70s: Software Eng/Waterfall80s: 4th Gen Language 90s: Rigorous Process / Y2K

InspiredbyMaryandTomPoppendieck

Rely on processMicro-managementBusiness making demands

Rely on individual skillsIsolate from managementLet IT say what it can do

yet75% of organizations using Scrum

will not succeed in getting the benefits that they hope for from it.

Ken Schwaber

www.agilecollab.com/interview-with-ken-schwaber

Agile movement has been succesfull

Corporate Agile anti-patternsBusiness. Poor prioritization, too many projectsTeams. Poorly formed, dont know Agile, ineffective release process, technical debtManagement. Not helping teamsResistance to Change

copyright 2010 Net Objectives Inc.

Business Anti-PatternsPoor prioritization

Too many projects

the road well travelled

An Easy Problem

1 stakeholder1 request (240 person-days)

12 member team1 month

An Easy Problem

Request 1

Scenario B

A Harder Problem3 stakeholders3 requests (240 person-days)

12 member team (use 3 sub-teams to allow focus)

3 months

A Harder Problem

Request1/Team1

Request2/Team2

Request3/Team3

Why does something that used to take 1 month, now take 3?

Im willing to pay for 240 person-days. Why do you want me to spread it out over 3 months?

delay is waste

Now you want me to forecast 3 months ahead instead of just 1?

Look, the market changes a lot in 1 month as it is!

Well, this is complex stuffUI, mid-tier, dataflow, enterprise data, security, use cases, business rules, workflow, object-oriented, ...

It would be more efficient for me if we reorganize your work a bit... Break it down into skill areas.

So this

Request 1/Team 1

Request 2/Team 2

Request 3/Team 3

becomes this!

Request1/Team1

Request2/Team2

Request3/Team3

UI Request1

UI Request2

UI Request3

MidtierRequest1

MidtierRequest2

MidtierRequest3

DataFlowRequest1

DataFlowRequest2

DataFlowRequest3

EnterpriseDataRequest1



becomes this!Request1/Team1

Request2/Team2

Request3/Team3

UI Request1

UI Request2

UI Request3

MidtierRequest1

MidtierRequest2

MidtierRequest3

DataFlowRequest1

DataFlowRequest2

DataFlowRequest3




UI Request1 UI Request2 UI Request3

MidtierRequest1MidtierRequest2

MidtierRequest3

DataFlowRequest1

DataFlowRequest2

DataFlowRequest3




UITeam

MidtierTeam

DataFlowTeam

EnterpriseDataTeam

becomes this!



MidtierRequest3

DataFlowRequest1

DataFlowRequest2

DataFlowRequest3




?

?

?

?



MidtierRequest3

DataFlowRequest1

DataFlowRequest2

DataFlowRequest3




?

?

?

?

?

?

?

?

integration issue

new requirementfinding bug

with hidden delays

Yearly Planning - Project Driven

Big Bang Project Plan

Batching capabilities = Projects

Big Bang Project Plan

Projects PrioritizedHLEs

Strawman SchedulesResource Loaded

_1dd

Yearly Planning - Project Driven

PPM: Resource-Driven

calendar year

Projects shifted to flatten resource loadBusiness-driven

New:IdeaOpportunityThreat

Legacy Organization: Matrix Resources to Projects

Project1

Project2

Project3

Project4

ProjectN


Team Anti-PatternsPoor quality

Redoing work

Waste

how much of what you do is

valuable?rework?

Getting Requirements

Testing

Programming

Design

Integration

Planning

Collaboration

Re-doing requirements

Working from old requirements

Fixing bugs

Integration errors

Deployment

Building unneeded features

Overbuilding frameworks

What Work Do You Do?

TrainingDocumentation

Thereisadifferencebetweeneliminatingwasteandnotcreatingitinthefirstplace.


Management Anti-PatternsCombination of looking at wrong things

Stuck on the pendulum

Go Team!


What Do We Need to Move Forward?

BUSINESS VALUE

PIPELINESelecting what to work on Developing It

Give Feedback

What Is Affect of One Pipeline On the Other?

Product Portfolio Management

SharedComponents

SharedComponents

ProductRelated

ProductRelated

Development

SoftwareRelease

SoftwareProduct

SharedComponents

SharedComponents

ProductRelated

ProductRelated

Development

SoftwareRelease

SoftwareProduct

Support

Customers

ProductManagers


Trainers&Educators


NewRequirements

Customer

SharedComponents

SharedComponents

ProductRelated

ProductRelated

Development

SoftwareRelease

SoftwareProduct

Consumption

Concept

Can reduce induced

waste here

Managing here

kanbanenables teams to start where

they are

by mapping value stream

by using lean product

development flow


Lean-ScienceFoundation / Attitude

Principles / Practices

THINKING POINTS

Lean Foundations Respect people Look to system for failures Optimize the whole Drive from business value Value stream must be managed Avoid delays to avoid creating

work

At enterprise level (product portfolio management)

At team level (Kanban)

sometimes chaos is creative

but usually its just madness


Lean-ManagementA New Paradigm

Lean/Kanban: A New Paradigm4 industrial paradigms

1900Interchangeable

PeopleAssemblyLine

1800Interchangeable

Parts

Craft

TomandMaryPoppendieck

Lean thinking makes Lean management possible

Lean/Kanban: A New Paradigm4 industrial paradigms

2000Engaged,ThinkingPeople

Lean

1900Interchangeable

PeopleAssemblyLine

1800Interchangeable

Parts

Craft

TomandMaryPoppendieck

change the management

system


Lean-LearningContinuous Process Improvement: The True Lean

THINKING POINTS

Lean Knowledge Stewardship Continuous Process Improvement

Improving all processes all the time Requires visual controls Requires team involvement

Focus is on process improvement to achieve a specified improvement not a specified $ return

What Does It Take to Learn Something?Theorybyitselfteachesnothing.Applicationbyitselfteachesnothing.Learningistheresultofdynamicinterplaybetweenthetwo.PeterScholtes,TheLeadersHandbook:AGuideToInspiringYourPeopleandManagingtheDailyWorkflow

Hunches,hypotheses,guesses Theory

DataExperience,observation,

reallife

Truelearningandimprovement

Interaction

Lean Science

Lean Knowledge Stewardship

Lean Management

Lean Enterprise


Where Do We Go From Here?

Flow

Explicit Policies

Inclusive

Value-stream

Smooth transition

Iteration

Visible results

Exclusive

Team

Abrupt change

K

a

n

b

a

n

S

c

r

u

m

Discussion: Assume methods are neutralWhich is better as you get bigger?

Flow

Explicit Policies

Inclusive

Value-stream

Smooth transition

Iteration

Visible results

Exclusive

Team

Abrupt change

Flow

ExplicitPolicies

Inclusive

Value-stream

Smooth transition

Iteration

Visible results

Exclusive

Team

Abrupt change

Discussion: Assume methods are neutralWhich is better as you get bigger?

Flowenableseasiercoordinationbetweenteams.

Explicitpoliciespromoteslearningandassistsmanagement.

Includingmanagementhelpsentirevaluestream.

Mostimpedimentsoutsideofteam

Avoidsfear,enablespeopletotransitionatproperrate.

The invisible purpose of kanban is to support process improvement to provide a

target condition by defining a desired systematic relationship between processes,

which exposes needs for improvement

Toyota Kata: Managing People for Improvement,

Adaptiveness, and Superior Results. Mike Rother

SharedComponents

SharedComponents

ProductRelated

ProductRelated

Development

SoftwareRelease

SoftwareProduct

SharedComponents

SharedComponents

ProductRelated

ProductRelated

Development

SoftwareRelease

SoftwareProduct

Support

Customers

ProductManagers


Trainers&Educators


NewRequirements

Customer

SharedComponents

SharedComponents

ProductRelated

ProductRelated

Development

SoftwareRelease

SoftwareProduct

Consumption

Concept

Benefits Quick transition Focused on value stream

Based on lean-flow Continuous improvement Includes management

Kanban Based on Lean and Reality

Scaling Agility

using methods that work at team level to get teams to

work together

Agility at Scale Focus on entire value

stream

Shortening cycle time

Avoid excessive WIP at

product level

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?

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

Professions begin with understanding ones problem What would you want business to know before telling

a team what to build? What would you want management to know before

leading their organization? What would you want a programmer to know before

touching your code? What would you want someone to know before

leading a Lean Transition at the team level?

Summary Take an Enterprise view

Look at entire flow Use Lean-Thinking Not team thinking expanded

We must bring in what we need to know at all levels Kanban does this at the team level Lean product development does it at all levels Lean Enterprise may be the goal, but improvement is

achievable in a step wise manner Can we become a profession?


Thank You!Register at www.netobjectives.com/register

Contact me at [email protected]

Twitter tag @alshalloway

Come see me at open space

Lean Enterprise

Business

ManagementTeam

ASSESSMENTSCONSULTING

TRAININGCOACHING

Lean for ExecutivesProduct Portfolio Management

Lean ManagementProject Management

Kanban / Scrum ATDD / TDD / Design Patterns

process technical

[email protected]

1 Copyright2009NetObjectives.AllRightsReserved. 29September2010

ThankYou!

andfollowingismoretohelpyouplanyournextsteps


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AShortListofBooks LeanRelated

LeanAgileSoftwareDevelopment:AchievingEnterpriseAgility.Shalloway,Beaver,Trott

ManagingtheDesignFactory:TheProductManagersToolkit.Reinertsen ImplementingLeanSoftwareDevelopment:FromConcepttoCash.Poppendieck&

Poppendieck LeanThinking.Womack&Jones TheToyotaWay.Liker ToyotaProductionSystem.Ohno LeanSoftwareDevelopment:AnAgileManagersToolkit.Poppendieck&

Poppendieck ThePrinciplesofProductDevelopmentFlow:SecondGenerationLeanDevelopment.

Reinertsen

Seewww.netobjectives.com/resources/bibliography forafullbibliography


LeanManagementandOtherRelevantBooks

PeterScholtes:TheLeadersHandbook:MakingThingsHappen,GettingThingsDone DavidMann:CreatingALeanCulture:ToolstoSustainLean

Conversions WilliamBridges:ManagingTransitions Weick &Sutcliffe:ManagingtheUnexpected:AssuringHigh

PerformanceinanAgeofComplexity Alexander:TheTimelessWayofBuilding Shalloway&Trott:LeanAgilePocketGuideforScrumTeams



AShortListofBooks Technical

EssentialSkillsfortheAgileDeveloper:AGuidetoBetterProgrammingandDesign.Shalloway&Bain

EmergentDesign:TheEvolutionaryNatureofProfessionalSoftwareDevelopment. Bain

DesignPatternsExplained,ANewPerspectiveonObjectOrientedDesign.Shalloway&Trott

Refactoring:ImprovingtheDesignofExistingCode.Fowler WorkingEffectivelywithLegacyCode.Feathers AgileSoftwareDevelopment:Principles,PatternsandPractices.Martin HeadFirstDesignPatterns.Freeman,Freeman,Bates,Sierra Prefactoring.Pugh FitforDevelopingSoftware.Mugridge&Cunningham



UpcomingConferences

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AgileProjectManagementTools

Whats Next in the Agile WorldSlide Number 2Slide Number 3AbstractWhat is Agile?Slide Number 6Slide Number 7Slide Number 8Slide Number 9Slide Number 10Slide Number 11Slide Number 12Business Anti-Patternsthe road well travelledScenario AAn Easy ProblemScenario AAn Easy ProblemScenario BA Harder ProblemScenario BA Harder ProblemSlide Number 19Slide Number 20Slide Number 21Scenario BSo this Scenario B becomes this!Scenario B becomes this!Scenario B becomes this!Slide Number 26Yearly Planning - Project DrivenBig Bang Project PlanSlide Number 29Big Bang Project PlanSlide Number 31PPM: Resource-DrivenLegacy Organization: Matrix Resources to ProjectsSlide Number 34Slide Number 35Team Anti-PatternsSlide Number 37Slide Number 38Management Anti-PatternsSlide Number 40Slide Number 41What Do We Need to Move Forward?Slide Number 43Slide Number 44Slide Number 45Lean-ScienceLean FoundationsSlide Number 48Lean-ManagementLean/Kanban: A New ParadigmSlide Number 51Lean/Kanban: A New ParadigmSlide Number 53Lean-LearningLean Knowledge StewardshipWhat Does It Take to Learn Something?Slide Number 57Where Do We Go From Here?Slide Number 59Slide Number 60Slide Number 61Slide Number 62Slide Number 63Slide Number 64The Nature of Software DevelopmentWhat Is Missing?Professions begin with understanding ones problemSummaryThank You!Slide Number 70

What next in the agile world - Alan Shalloway

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