Talk about lean and agile culture, practices, principles and values.

1. Lean thinking and the agile culture
Increasing Productivity
Company
LOGO
Alejandro Claro Mosqueda

2. What is all this stuff?!

3. Warterfall model
1970: This model originates in the manufacturing and construction process of
American industries.

4. The wicked problem
Problem complexity
-
Wicked
problems
Real needs
understanding level
+
Complex
problems
Simple
problems
+
Team experience level

5. Wicked problem and traditional development
"First law of Bad Management: If
something isn't working, do more of it."
- T. DeMarco, Peopleware : Productive
Projects and Teams
Big team working hard

6. Cannon ball effect
Wrong assumptions:
• The customer knows what he wants.
• The developers know how to build it.
• Nothing will change along the way.

7. Why not a homing missile?
Assumptions: embrace and get prepare for
• The customer will discover what he needs.
• The developers will discover how to build it.
• Things will change along the way.

8. Why is problem-solving so challenging?
“It takes a different kind
of thinking to solve a
problem than the kind
of thinking which
produced the problem.”
- Albert Einstein

9. Traditional thinking vs. Agile thinking
The traditional waterfall mind
The agilist mind
Tries to be predictable
Accepts that predictability in software
business is impossible
Fixes Time, Price and Scope on
projects
Time and Price could be fixed but not the
scope
Measures success of its projects by
their conformance to plan
Success of project is measured by the value it
gives to the customer
Agile business
transformation
Values methodology and its
processes more than the people
Values people more than the process, hence
it accepts a process instead of imposing it
Resists change in software
requirements and development process
Welcomes change in software requirements
and development process
Sees the system specification as the
generated documentation
Sees the system specifications as the
developed code

10. Do you want to work hard or work smart!?
Big team working hard
Small team working smart!
• Clear goal
• Transparency
• Direct contact with customers
• Focus
• Fast feedback
• Using the right tools in the right way

11. The Lean and agile world
New product development
Honda
Toyota
Iterative and
Incremental
development
DSDM
Lean
Kanban
Scrum
Kanban Agile
Lean Software Development
XP

12. Lean in a nutshell!

13. So, what is Lean?
Just-in-Time (not Just-in-Case)
The right material
At the right time
At the right place
In the exact amount
The essence of Lean is engaging everyone in identifying and solving problems.

14. The power of a simple vision
Winning visions are:
• Leader initiated.
• Brief and clearly remembered.
• Shared and supported by all.
• Comprehensive and detailed.
• Positive and inspiring.
“Vision without Action is merely a dream; Action without Vision just passes the time; Vision with
Action can change the world.”
- Joel Arthur Barker, The Power of Vision

15. KAIZEN: Pursuit of perfection
“A
journey of a thousand miles begins with
a single step” - Lao Tzu
• Ask small questions.
• Take small actions.
• Solve small problems.

16. KAIZEN enemies
Activities that
do not
add value
Workload that is
not balanced
Work that creates
burden for the
team members or
processes

17. Use the right tool in the right way (fight Muri)
Using the wrong tool
Use it right!
Using the right tool wrong

18. Do you see any waste?

19. Waste #1: Partially done work

20. Waste #2: Over-processing

21. Waste #3: Over-production

22. Waste #4: Task switching

23. Waste #5: Transportation

24. Waste #6: Delays

25. Waste #8: People-not utilizing them

26. Necessary waste?
Non Value Add
“unnecessary wastes”
Waste to Eliminate!
Non Value Add
“necessary waste”
Waste to Reduce!
Value Add
Increase!

27. PDCA: Continuous improvement approach
Your process is not the important thing. The important thing is your
process for improving your process.
Plan
Recognize an opportunity and plan a change.
Do
Test the change. Carry out a small-scale study.
Check
Act
Review the test, analyze the results and identify what
you’ve learned.
Take action based on what you learned. If the
change did not work, go through the cycle again
with a different plan.

28. Prevent mistakes and inefficiencies
Seiri (Sort)
Prioritize & Minimize
Seiton (Straightening)
Organize
Seiso (Shine)
Cleanup
Seiketsu (Standardize)
Make it a practice
Shitsuke (Sustain)
Adopt and repeat

29. Genchi genbutsu: Go and see for yourself
Go to the source to see the facts for yourself
• Often when performing root cause analysis you will not know the answer.
• Beware of data someone else has prepared.
• You need to get the facts.
• You need to look, see and understand.
• You must think for yourself.

30. Visual Management
Effective information radiators are
• Simple
• Current
• Stark
• Highly visible
• Transient
• Minimal in number
• Influential

31. Kan-ban board example

32. Scrum-ban board example

33. No problem is a problem!
Stop The Line is a response to the problem of
unnecessary rework due to defects.
The traditional way.
The agile way!
Stop the line to improve quality, reduce the waste and go faster!

34. Techniques to identify problems
Technique
Pairing
Test Driven
Development
Co-location
Time to detect problem
Seconds
Seconds to minutes
Continuous Integration
~20 minutes to a couple
hours
Seconds to minutes
User Stories
A couple days
Timeboxed development 1 – 4 weeks
Small releases
1 week – 3 months

35. Root cause analysis (RCA)
• Avoid jumping to conclusions!
• Avoid creating “patches” by addressing only the symptoms.
• Select proper countermeasures.
• Design and implement lasting solutions that truly eliminate the problem.
• Every problem has one or more root causes.

36. Ask “why!?” 5 times to uncover details
• Start with the problem and ask “Why!?” 5 times!
• Sounds simple but require practice.
• Requires creative thinking: Use beginners mind to avoid
the expert trap!
Cause-and-effect diagrams also facilitates looking at the big picture!

37. Teamwork and Trust
Everyone needs to work towards shared of
quality for this to be successful.
• 1 person @ 100% will not have sustained success.
• Toyota has proven 100 people @ 1% works.
• Successful companies build people.
 Culture of empowerment.
 Employee ownership of problems and countermeasures.

38. What are we? chickens or pigs!?
"Individuals play the game, but
teams beat the odds."

39. No blame policy!
Everyone is doing the best they can with the
resources they have!
Authority-focus
• “Whose job is this?”
• “Not my problem”
Responsibility-focus
• “What is the right thing to do?”
• “How can I help?”
Goals is to identify the problem and find countermeasures – not to
blame people

40. Lean-focus summary

41. So…what more is required?

42. Agile manifesto (values) summary
Individuals and
interactions
OVER
Process and tools
Working software
OVER
Comprehensive
documentation
Customer collaboration
OVER
Contract negotiation
Responding to change
OVER
Following a plan

43. Agile principles summary

44. SCRUM in nutshell!

45. Let’s talk!
Motivation is what gets you starting; practice is what
keeps you going
We are what we repeatedly do. Excellence, then, is not an
act, but a habit.