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Story of Lean
1948
Automobile
• Eliminate Waste
• Toyota Production System (TPS)
1980’s
Manufacturing
• Lean manufacturing
• Culture change
2000
Globalization
• Synergies with Agile
• Confusion
Story of Agile
1990’s
IT projects failure
• Adress Complexity
• Scrum, XP, ASD RAD, AUP, DSDM, Crystal Clear
2000
Information Technology (IT)
• Agile Development
• Culture Change
• Lean Software development, Kanban, Scrumban
2010
Globalization
• Something biggerthan Lean or Agile
• An obligation to change
Values
• Individuals and interactions over
processes and tools
• Working software over comprehensive
documentation
• Customer collaboration over contract
negotiation
• Responding to change over following a plan
Principles
• Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
• Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
• Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
• Business people and developers must work together daily throughout the project.
• Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
• The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
Principles (2)
• Working software is the primary measure of progress.
• Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
• Continuous attention to technical excellence and good design enhances agility.
• Simplicity -- the art of maximizing the amount of work not done -- is essential.
• The best architectures, requirements, and designs emerge from self-organizing teams.
• At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
Small and simple
Ref. Scrum.org
http://www.scrum.org/scrumguides/
Principles
1. Base your management decisions on a long-term philosophy, even at the expense of short-term financial goals.
2. Create a continuous process flow to bring problems to the surface.
3. Use “pull” systems to avoid overproduction.
4. Level out the workload (work like the tortoise, not like the hare).
5. Build a culture of stopping to fix problems to get quality right the first time.
6. Standardized tasks and processes are the foundation for continuous improvement and employee engagement.
7. Use visual controls so no problems are hidden.
Principles (2)
8. Use only reliable, thoroughly tested technology that serves your people and process.
9. Grow leaders who thoroughly understand the work, live the philosophy, and teach it to others.
10.Develop exceptional people and teams who follow your company’s philosophy.
11.Respect your extended network of partners and suppliers by challenging them and helping them improve.
12.Go and see for yourself to thoroughly understand the situation.
13.Make decisions slowly by consensus, thoroughly considering all options; implement decisions rapidly.
14.Become a learning organization through relentless reflection and continuous improvement.
Simple
Complex
Anarchy
Technology
Req
uir
emen
tsFar from
Agreement
Close toAgreement
Clo
se t
oC
erta
inty
Far
fro
mC
erta
inty
Ref: Strategic Management and Organizational Dynamics by Ralph Stacey in Agile Software Development with Scrum by Ken Schwaber and Mike Beedle.
Complexity
Thank you !
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