lean for agilists by cheryl hammond

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Cheryl Hammond @bsktcase Northwest Cadence [email protected] lean for agilists

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Page 1: Lean for Agilists by Cheryl Hammond

Cheryl Hammond

@bsktcase

Northwest [email protected]

lean for agilists

Page 2: Lean for Agilists by Cheryl Hammond

me

Cheryl Hammond16+ years’ experience in software

development, team leadership, and

organizational transformation

Passionate about agile, lean, and

making software delivery humane;

not afraid to look silly doing it

@bsktcase

Speaker at Agile Games 2015, ALM

Forum, TechEds 2013, Agile 2015 …

@bsktcase #lean4agile

Page 3: Lean for Agilists by Cheryl Hammond

agreements and asks

@bsktcase #SeattleCC #lean4agileTweet your feedback and questions during and after and whenever

seattle.codecamp.us/Home/rateSubmit your feedback please please please

pinterest.com/bsktcase89/leanagile-resourcesLots more to read and do

Page 4: Lean for Agilists by Cheryl Hammond

law of two feet

Page 5: Lean for Agilists by Cheryl Hammond

topics

Water-Scrum-fall

History of agile & lean

Connections

Extensions

@bsktcase #lean4agile

Page 6: Lean for Agilists by Cheryl Hammond

why?

Page 7: Lean for Agilists by Cheryl Hammond
Page 8: Lean for Agilists by Cheryl Hammond

water-scrum-fall

!

!

@bsktcase #lean4agile

Page 9: Lean for Agilists by Cheryl Hammond

a better way

Page 10: Lean for Agilists by Cheryl Hammond

a very brief history of agile & lean

XP, 1999

Agile Manifesto, 2001

TPS, 1953

The Toyota Way, 2001

Kanban, 2010

@bsktcase #lean4agile

Page 11: Lean for Agilists by Cheryl Hammond

return to the principles

Stop trying to teach them agile;

teach yourself lean.

Agile works

because it’s lean.

Lean works

because it’s math.

@bsktcase #lean4agile

Page 12: Lean for Agilists by Cheryl Hammond

alignments

Page 13: Lean for Agilists by Cheryl Hammond

potato, potahtoagile lean

Welcome change Embrace variability

Self-organization Respect for people

Sprint Batch size

Sprint backlog Limit Work in Process (WIP)

Remove impediments Eliminate waste

YAGNI Just-in-time

Product owner, stack ranking Economic prioritization

DevOps Jidoka

Inspect and adapt Safe-to-fail experiments

@bsktcase #lean4agile

Page 14: Lean for Agilists by Cheryl Hammond

…and beyond

Page 15: Lean for Agilists by Cheryl Hammond

value

Busy-ness (utilization) doesn’t create value

@bsktcase #lean4agile

Page 16: Lean for Agilists by Cheryl Hammond

visualize work

Page 17: Lean for Agilists by Cheryl Hammond

queues

Queues are expensive

Queues make you look bad

Queues are evil

@bsktcase #lean4agile

Page 18: Lean for Agilists by Cheryl Hammond

case study: queues

Page 19: Lean for Agilists by Cheryl Hammond
Page 20: Lean for Agilists by Cheryl Hammond
Page 21: Lean for Agilists by Cheryl Hammond
Page 22: Lean for Agilists by Cheryl Hammond

strategies

Page 23: Lean for Agilists by Cheryl Hammond

you want the same things

Limit work in processThey get: lower cycle times, less waste

You get: less context-switching, lower stress

Deliver small items frequentlyThey get: fast feedback, accommodate change

You get: fast feedback, manage risk

Build quality inThey get: stakeholder happiness, more time for features

You get: maintainability, more trust@bsktcase #lean4agile

Page 24: Lean for Agilists by Cheryl Hammond

speak their language

Agile leanWork in process

Reduce waste

Cycle time

Lean simplifyFast feedback

Focus

Finish what we start

@bsktcase #lean4agile

Page 25: Lean for Agilists by Cheryl Hammond

questions?

Page 26: Lean for Agilists by Cheryl Hammond

Cheryl Hammond

@bsktcase

Northwest [email protected]

thank you!