succeed using lean agile

Succeed Using Lean/Agile

Why, How, What?

Christophe AchouiantzLean/Agile Coach

1

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Today, the Customer is in the driving seat

Wh

y?

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Today, the Competition is one Click away

Wh

y?

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Succeeding as a product/service provider requires to deliver more value, earlier!

Wh

y?

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Succeeding requires youto work smart, not hard!

Wh

y?

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Deliver More Value

Lean/Agile provides us with a set of toolsand way-of-thinking to do just that!

Deliver Earlier

Wh

y?

Christophe Achouiantz @ChrisAch

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Deliver More Value

AGILE

Deliver Earlier

Wh

y?

LEAN


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Deliver More Value

Both are equally important!

Deliver Earlier

How

?


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Deliver More Value

They relate to each-others and re-inforce one another

Deliver Earlier

How

?


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”There is nothing so useless as doing efficiently that which should not be done at all!”

- Peter Drucker

Outcome != Output

How

?


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Deliver More Value

Both are equally important!

Deliver Earlier

How

?


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”Efficiency is doing things right, Effectiveness is doing the right things”

- Peter Drucker

How

?


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Deliver More Value

Deliver EarlierEffectiveness Efficiency

How

?


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Deliver More ValueEffectiveness

How

?V

alu

e


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Deliver More ValueEffectiveness

• Deliver the right thing• Make an IMPACT• Deliver OUTCOME, not just Output• What the customers NEED

How

?V

alu

e


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How do we know we do the right thing?

We don’t!

Therefore, we must ask…

How

?V

alu

e


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Feedback!

How

?V

alu

e


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Feedback!

• Iterative & Incremental Development• Small iterations that have value for the customers• Minimal Valuable Product (MVP)• Increments/Strech goals

How

?V

alu

e


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Deliver Earlier

Efficiency

How

?S

peed


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Deliver Earlier

Efficiency

How

?S

peed

More resources (sometimes) help to develop faster!

But! Not economically viable in the long run...


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Deliver Earlier

Efficiency

How

?S

peed

Become more Efficient!

Efficient in delivering what the customers need !=

Efficient utilization of resources


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Work Flow Efficiency over Resources Efficiency

Lean Traditional Management(Economy of Scales)

How

?S

peed


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Work Flow Efficiency

Lean

How

?S

peed

KPI: Lead-times for work items


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Little’s Law

How

?S

peed

𝑨𝒗𝒆𝒓𝒂𝒈𝒆𝑳𝒆𝒂𝒅 𝒕𝒊𝒎𝒆=𝑾𝑰𝑷

𝑻𝒉𝒓𝒐𝒖𝒑𝒖𝒕

• Limit and then decrease WIP to improve lead-times• Increase throughput by adding capacity directly (e.g. adding

people) or indirectly (improve the process) and see the benefit in lead-times &/or WIP


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Work Flow Efficiency

Lean

How

?S

peed

Need to pay attention to:• Amount of Work in Progress• Queues

• Remove wait times• Blocked work items

• Improve process• Re-work

• Quality is important


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Deliver More Value

1. Break down & Simplify your product/module/function/class• Identify a MVP & increments (User-story Mapping)

2. Get Feedback• Engage customers and end-users a.s.a.p.• Expect feedback: plan for it!

3. Re-plan continuously

Wh

at?

Valu

e


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En System Design Workshop Bjud in de viktigaste/nyckelintressenter. Ta fram detaljer kring systemet tillsammans.

”Borra” ner tillräckligt för att avtäcka och hantera de flesta problem.

Ta fram en visuell ”kravkarta” som stöd för diskussioner.

Ta fram en utvecklingsplan/roadmap där man delar upp kravbilden i små inkrement.

Ett återkommande omplaneringsmöte Hantera ändringar löpande (t.ex. veckovis). Designa ”in” ändringarna i kravkartan. Ändra planen efter det.

Justeras plan kontinuerlig, pga:• Nya förståelsen man har för systemet.• Påverkan av feedback man får efter ett inkrement.• Livet!

Wh

at?

Valu

eUser-story Mapping


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Wh

at?

Valu

eOther Agile Methods

Do the right thing1. Impact Mapping2. ”Test Driven” Development3. Agile/Lean User eXperience

Deliver Earlier4. Continuous integration & delivery5. Automated tests


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Deliver Earlier

1. See your workflow• Value stream mapping• Visualization

2. Understand your workflow• See queues, blocks, too much WIP, rework

3. Act• Create policies!

• Limit WIP• Standard

• 5 focusing steps

Wh

at?

Valu

e


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• • •

Definition of Done• • •


Definition of Done

33

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Christophe Achouiantz @ChrisAchhttp://leanagileprojects.blogspot.se

DevelopTo Do DonePrepare ValidateDoing DoingDone (Q) Doing Done (Q)

• • •

Definition of Ready

Urgent

Standard

Low

Wh

at?

Valu

eSee your Workflow


http://leanagileprojects.blogspot.se/


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• • •



Definition of Done

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Bottleneck! Too Much Ongoing!

Too many Incidents!Better Quality?

Another Class-of-Service?

Remove Blocks! M

GHGA

Christophe Achouiantz @ChrisAchhttp://leanagileprojects.blogspot.se

DevelopTo Do DonePrepare ValidateDoing DoingDone (Q) Doing Done (Q)

• • •

Definition of Ready

Urgent

Standard

Low

(2) (4) (4)Incomming

X

Wh

at?

Valu

eUnderstand Flow




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1. Identify constraint2. Exploit

– Get most of the constraint– (Remove all other types of work from resource)

3. Subordinate– Align system to support the constraint– (Everyone Helps!)

4. Elevate– Make other major changes– (Get mor resources)

5. Redo– Until no longer the bottle-neck

Wh

at?

Valu

eAct: 5 Focusing Steps


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Su

mm

ary

Succeeding today requires to deliver more value, earlierAgile & Lean techniques are designed for that

1. Simplify and Breakdown whatever you are doing today to find a MVP with increments.• Re-plan to focus on the MVP and get feedback on it asap.

2. Visualize your workflow• Act on what is your biggest bottleneck

ACT NOW, do 2 things:


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Thank You for Listening!

”It’s not the # of hours I work in a day that measure progress, it’s the number of

feedback loops I complete!”feedback loopsnumber of


succeed using lean agile

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