to be

LEAN?

What does it

MEAN

Mathias Eifert

• Basic Lean concepts

• The many flavors of Lean

• Lean vs. Agile

Agenda

2

About Me

3

• Business Analyst / Solutions Architect

• Applied Lean principles for 15+ years

– Statistical Process Control

– Process Improvement

– Software Development

– Agile Coaching

Mathias.Eifert@excella.com

What is Lean?Toyota Production System

Highest quality, lowest cost, shortest lead time

• Eliminate waste

• Optimize flow

• Achieve sustainability

Basic Ideas

5

WasteAny non-value added activity in a process

Type 1: Enablers, (currently) required

Type 2: Truly unnecessary

The biggest waste?

Features That Nobody Wants…

8

Identifying Waste

9

Reference: Poppendieck, Mary and Tom. Implementing Lean Software Development: From Concept to Cash. Addison-Wesley, 2006

Manufacturing

• Inventory

• Overproduction

• Extra Processing

• Transportation

• Waiting

• Motion

• Defects

Software

• Partially Done Work

• Extra Features

• Relearning

• Handoffs

• Delays

• Task Switching

• Defects

• Reduce variability of work load

• Limit work in progress

• Optimize the whole value stream

• Minimize cycle time

Optimize Flow

10

Value Stream Mapping

11

agileweboperations.com

Cycle Time

HOW

do we

do this?

Kanban

Kaizen

14

Change • Good

Kaizen

15

Continuous improvement

through rapid, iterative learning.

Lean Six Sigma

16

Lean for Software

17

Lean for Software

18

Mary & Tom Poppendieck

7 Principles of

Lean Software Development

1. Eliminate waste

2. Build quality in

3. Create knowledge

4. Defer commitment

5. Deliver fast

6. Respect people

7. Optimize the whole

Lean Development Principles

20

Mary and Tom Poppendieck, Implementing Lean Software Development: From Concept to Cash

Sound familiar?

Lean influenced Agile

Lean Startup

22

Lean Startup

23

Build

MeasureLearn

PERSEVERE

or PIVOT?

Continuous Improvement Continuous Innovation

Lean UX

24

Lean UX

25

“Every decision you make

about your offering is a

customer experience decision.”

Jeff Gothelf, Author “Lean UX”

Design as

Hypothesis

Lean UX

26

Concept

Prototype

Validate

Internally

Test

Externally

Retrospective

How

does Agile

measure

PROGRESS?

Working Software

• Created by engineers

• No consideration for

– Product management

– Design

– User Experience

Jeff Gotthelf, Author “Lean UX”

Agile Manifesto

29

AGILE

doesn’t have a

BRAIN

Bill Scott, VP, Business Engineering and Product Development at PayPal

Scrum

31

???

Requirements

Delivery

How

does Lean

measure

PROGRESS?

Validated Learning

What Matters Most?

34

Features

Outcome User Behavior

Impact Organizational Goals

Output

Build the Right Thing

Build the Thing Right

BML/HDD

ATDD

We believe that

• [doing this]

• for [these people]

• will achieve [this outcome].

We’ll know this is true when we see

• [this market feedback].Jeff Gothelf, Author “Lean UX”

Testable Hypotheses

36

Impact Mapping

37

Gojko Adzic, impactmapping.org

Lean

38

???

Measure Impact

Business Agility

Testable

Hypotheses

When

does this

MATTER

most?

When you are

UNCERTAIN

what to build

Not all Software is Equal

41

Process Support Product Development

Uncertainty

Requirements

Unmet Needs

Unrealized Needs

• WHAT: Eliminate waste, optimize flow,

achieve sustainability

• HOW: Rapid iterative learning

• Agile incorporates Lean principles

• Lean focuses on optimizing the whole

value stream

• Testable hypotheses to support business

goals and enable Business Agility

Summary

42