Lean en gros, c’est comme l’agilité! Sauf que…
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Lean en gros, c’est
comme l’agilité!
Sauf que…
My name is
Martin Goyette
Lean and Agile counselor
Which came first?
Lean…
Manufacturing (1988)
Story of Lean
1948
Automobile
• Eliminate Waste
• Toyota Production System (TPS)
1980’s
Manufacturing
• Lean manufacturing
• Culture change
2000
Globalization
• Synergies with Agile
• Confusion
Agile… Software
Development (2001)
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
What’s in it for us?
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.
Agile Methodologies
Scrum
Ref. CodeCentric
Small and simple
Ref. Scrum.org
http://www.scrum.org/scrumguides/
XP
Ref. eXtreme Programming explained, Kent Beck
Ref. The State of Agile Survey
VersionOne
Lean
« 4 P » Model
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.
Lean Tools
Muda-Muri-Mura
Kaizen
Kata
Kanban
Different ?
Agile
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
Empiricism
Ref. Advanced Development Methods
Team
Lean
Waste elimination
Process
Work environment
All the Same
People
Managers
Leaders
Client
Client
Client
Value
Value
Quality
Culture
Who will win?
Lean or Agile?
Now this?
How about this?
The Answer:
Target is the same
Impact is the same
Road is the same
Coaching Required
Ref. Managing Transitions, William Bridges
What matters
What you don’t see
It is bigger than us
Because it’s 2016
Your organisation
Thank you !
Agile Montreal
Monthly events
Agile Tour Montreal 2016
#atmtl2016
http://agilemontreal.ca
Twitter: @agilemontreal
LinkedIn: Agile Montréal
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