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?
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
23
Build
MeasureLearn
PERSEVERE
or PIVOT?
Continuous Improvement Continuous Innovation
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?
• 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