Lean vs Agile

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					Lean vs Agile



 Stop Fighting &
 Start Delivering Simon Bennett
                   @cgosimon
From whence comes this talk?
Earlier that decade...
So later that year...
                 Agile


Born of Software - XP, Scrum, Crystal etc...
Focuses on Projects, Teams & Technical
Practices
Adapted to scale later on due to popularity
                Lean



Born elsewhere - adapted for software
Focuses on value & enterprise-wide issues
Adapted to team & individuals
           Agile v Lean



Evolved from different directions
Met in the middle in the 2000’s
Started to tread on each other’s toes
            Agile v Lean


What is explicit in one, is implicit in the other
This emphasis appeals to different people
Personal bias begins to creep in when an
opportunity presents itself
Opportunity
When Agile “fails”
Should we blame the
       tool?
Did we use it correctly?
Did we expect too
     much?
        It’s much easier to

Blame Agile / Scrum
Jump on a new bandwagon
But...
It’s not about whether
 you’re Lean or Agile
it’s about being better
Silver bullets
There aren’t any
          Lean & Agile


Are both “socio-technical”
Both emphasise continuous improvement
Are both about changing your relationship to
variability, control and what “failure” means
Are both ways of thinking
    Your
   Mindset
Whether or not a practice
  is “Lean” or “Agile”
depends primarily on the
  mindset you adopt.
An Agile Analysis
     Of Kanban
 Individuals & Interactions
           Processes & Tools


Kanban itself is almost entirely process free
Visualising Work provides social objects
Limiting WIP directs attention
   Kanban done badly omits the lean
 principle of respecting & empowering
people & can become nothing more than
highly instrumented micro-management


Waterfall with better math...
   Responding to Change
             Following a plan


Visualised & instrumented workflows show the
cost of change, allowing for informed decisions
Classes of Service in Kanban allow for
immediate & appropriate responses to change
WIP limits can be broken when needed
Pull is the embodiment of responding to change
        Without hard rules,
the system can be subject to abuse
      Working Software
    Comprehensive Documentation

By visualising the entire Value Stream, Lean
emphasises not just working software, but
also software that is Working For You
A kanban highlights the time your
organisation spends on Comprehensive
Documentation
 Visualising the work stream comes with the
danger that WIP will be measured as progress
                & not inventory
If your value stream map can be considered as
         Comprehensive Documentation
        You’re probably doing it wrong!
  Customer Collaboration
          Contract Negotiation
Visualised Work Flows are a great way to
collaborate with your customers
WIP limits protect thinly spread resources
Continuous Flow assists with internal
politics
Classes of Service reflect reality
  Because it starts with your existing system,
Lean & Kanban work well with existing contract
  forms, but this may later hinder attempts to
        move to more Agile structures
A Lean Reflection
    On Scrum...
                Eliminate
                 Waste

See the Whole                 Amplify Learning


                 Lean
   Build        Thinking
 Integrity                      Defer Decisions
    In

         Empower
                            Deliver Fast
         the Team
     The Heart of Lean

Create Knowledge by Amplifying Learning
   Amplify Learning by Delivering Fast
   Deliver Fast by Deferring Decisions

    Make smaller better decisions
 based on ever increasing Knowledge

              Repeat
               Scrum


Creates knowledge through the two Inspect
& Adapt Cycles
Pushes for fast delivery through the Sprint
Mechanism
Promotes Decision Deferment through the
discipline of the Product Backlog
 Scrum is easily adapted to become a “Push”
system for delivering requirement specifications


         Inspect & Adapt can easily
         become Complain & Accept
If your Product Backlog is shaped more like a
 paddle pop than an Iceberg, you’re probably
            not deferring decisions
The Length of Lean

  Eliminate Waste by focusing on Value
Understand Value through seeing the Whole
 Optimise the Whole by building integrity in




                      Repeat
               Scrum



The Product Owner’s focus is Value Creation
“Classic” Scrum is concept to cash
Scrum builds integrity in through “Done”
If your Product Owner is more BA that
 MD, the focus on value has probably
               been lost
    Scrum is often implemented only as part
              of the value stream

           “Done” is a core part of how Scrum
             functions, yet is often neglected
The Means of Lean


    Respect People
     Empower the
        Team
               Scrum


Defines Three Roles & empowers each with
distinct responsibilities & associated
authority
Specifies that the Team is Self Organised,
Self Managing and autonomous
Respect is a core Scrum Value
  Scrum’s effectiveness crumbles when the
Scrum Roles are either not implemented at all,
   or not granted their associated Authority

 Just because you declare a value, doesn’t
mean people will automatically act that way...
Adoption Strategies
    Scrum v Kanban
   Scrum
Viva la Revolution
    The Scrum Approach


A pattern for success
Emphasis is on following the practices
Creates immediate change
Possibility for self referential measurement
But sometimes...
Kanban
 Evolve
                Kanban
Everybody keeps their current roles
Silos can stay in place
Start with what you’re doing today
Map the Value Stream & then visualise it
Limit your Work In Progress
Create a culture of continuous improvement
But sometimes...
In Summary
Don’t go insane
Change
Stop Fighting
Start Delivering!
Twitter: @cgosimon     Thanks!

   Practitioner
   Coach
   Trainer

   Scrum WithStyle (Aus)

   LASTing Benefits (UK)



                              Simon Bennett
        http://uk.linkedin.com/in/bennettsimon

				
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posted:11/12/2011
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