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THE LEAN WITHIN SCRUM
ā€œWhat of Lean is already within Scrum?ā€




                                              Ā© Joe Little 2009
                                                                  1




With help from...

   With help from Accenture, ADI LLC, Alliance Global Services, American
  Greetings Interactive, AOL, Applied Physics Laboratory, Argonaut Group,
   Asurion, Avid Technology, Booz Allen Hamilton, CA, CAE, Canada Post,
       Capital One, Charles Schwab, Citigroup, CNN/Turner, Comcast,
   Compuware, Cornell, Crisp, Dell, DST, EDR, Exigen Services, FedEx, GE
   Power Systems, Georgia Institute of Technology, Gilbarco, Google, HP,
     Huawei, IBM, iContact, INM, Intersect, J Ray McDermott, Mantech,
    McKesson, McKinsey & Co, Medco, Microsoft, Morrison Management,
    Motley Fool, MySpace, Nationwide, NC State University, NEA, Nortel,
     Northrop Grumman, NYSE Euronext, Ontario Legislative Assembly,
   Pearson, Philips, Polycom, Rally, RealTravel, Red Hat, REMITData, S1,
   SAIC, Scripps Network Interactive, Scrum Training Institute, Siemens,
 SirsiDynix, Smart Online, SolutionsIQ, Sonic Boom Media, SteamTheWorld,
    Sungard, Systematic Software Engineering, The Hartford, The Library
    Company, The New Teacher Project, Tradeware, Travelocity, Trifork,
      Ultimate Software, Vanguard, Version One, Vignette, Wake Forest
        University, Wells Fargo/Wachovia, Wireless Generation, Xebia,
                                 and others.


                                              Ā© Joe Little 2009
                                                                  2
Attributions

         Taiichi Ohno
         Mary & Tom Poppendieck
         Jeff Sutherland
         Jim York
         Many others




                                                   Ā© Joe Little 2009
                                                                       3




    Joe Little

ā€¢ Agile Coach & Trainer
ā€¢ 20+ years in senior level consulting to well-known ļ¬rms in New York, London and
  Charlotte
ā€¢ Focus on delivery of Business Value; interest in Lean
ā€¢ CST, CSP, CSM; MBA
ā€¢ Was Senior Manager in Big 6 consulting
ā€¢ Head of Kitty Hawk Consulting, Inc. since 1991
ā€¢ Head of LeanAgileTraining.com
ā€¢ Started trying to do [Agile] before reading The Mythical Man-Month

    ā€“   http://agileconsortium.blogspot.com
    ā€“   jhlittle@kittyhawkconsulting.com




                                                   Ā© Joe Little 2009
                                                                       4
6 Blindmen and an Elephant
                               Ā© Joe Little 2009
                                                   5




Is this subject important?

 5x-10x improvement in velocity

 (times) 3x-5x improvement in Business Value




                               Ā© Joe Little 2009
                                                   6
Scrum is a Simple Framework

 Product
 Backlog                Scrum                               Product
                                                            Owner
 Sprint
 Backlog
            Artifacts              Roles                ScrumMaster
 Burndown
 Chart
                                                            Team
Working                 Meetings
SW
 Imped      Sprint      Daily      Sprint                 Retro-
 List       Planning    Scrum      Review                 spective
                                    Ā© Joe Little 2009
                                                             7




                                    Ā© Joe Little 2009
                                                             8
Whatā€™s the most important thing
about Lean?

 Respect people?

 No one thing?

 Taiichi Ohnoā€™s attitude?




                                 Ā© Joe Little 2009
                                                     9




A set of Attitudes

 Scrum is a simple, basic set of ā€œthingsā€ that
 must be adapted to the situation at hand.

 It is not one thing, it is ā€œThe Scrum Wayā€ that
 really counts.

 A team that is continuously improving.

 Practical, empirical...and yet also spiritual.


                                 Ā© Joe Little 2009
                                                     10
Kaikaku

 Means: Lean production term which in
 Japanese means radical overhaul of an activity
 to eliminate waste and create greater value.
 Also called breakthrough kaizen.

 eg, When we implement Scrum initially.




                              Ā© Joe Little 2009
                                                  11




Use of Sensei

 For initial setup
 For ongoing discussions



 Why?




                              Ā© Joe Little 2009
                                                  12
Kaizen

 Means: Good change or improvement. Usually
 used to mean small continuous changes. So,
 ā€œoppositeā€ of Kaikaku, in a way.

 Scrum: Removing small impediments all the
 time via the Daily Scrum or the Retrospective.

 Required: Same ā€œMichael Phelpsā€ attitude
 every day.


                                      Ā© Joe Little 2009
                                                          13




Attitude

 Watanabe (then President of Toyota): ā€Thereā€™s
 no genius in our company. We just do whatever we believe
 is right, trying every day to improve every little bit and
 piece. But when 70 years of very small improvements
 accumulate, they become a revolution.ā€

 Dan Markovitz: ā€œKaizen is boring and laborious. Kaikaku
 is sexy and exciting. Kaizen is your spouse of 15 years.
 Kaikaku is the smoking hot blonde on the barstool next to
 you.ā€

                                      Ā© Joe Little 2009
                                                          14
Yes, and...




                             Ā© Joe Little 2009
                                                 15




Minimize inventory

 Toyota says that inventory is waste. Why?

 How fast does knowledge decay? Compared to
 a car?

 In Scrum, we also minimize inventory and
 work-in-process.




                             Ā© Joe Little 2009
                                                 16
Kanban

 Meaning: Visual card, or signboard.

 Ohno created the use of kanban as a means to
 attaining minimal inventory, and better flow.
 Probably idea borrowed from Pigglywiggly.
 Implements a pull system.

 Scrum board of tasks and stories is simple
 version of kanban.


                                Ā© Joe Little 2009
                                                    17




Flow

 The flow of single-pieces in fulfillment of the
 customerā€™s request.

 The focus is on the speedy flow; process cycle
 time. Other things are much less important.

 Similarly, in Scrum, we want the speedy flow
 of stories



                                Ā© Joe Little 2009
                                                    18
Work as a team

 Ohno uses the metaphor
 of a rowing team

 In Scrum we have a
 team of 7, plus/minus 2

 And we want the Team
 to self-organize, to
 reach their higher
 potential

                              Ā© Joe Little 2009
                                                                 19




genchi genbutsu

 Meaning: ā€œGo and see for yourselfā€. Also, more
 loosely: ā€œDonā€™t manage from behind the deskā€

 This is similar to the concern about managers
 interrupting the Scrum team.

 In Scrum, we want the managers to come to
 the Team room, and see what is really
 happening there


                                             Ā© Joe Little 2009
                                                                 20
Go to the Gemba




                                        Ā© Joe Little 2009
                                                            21




Mura, Muri, Muda

 Mura: Unevenness of flow
   In Scrum, we get the small user stories to flow
   through the team

 Muri: Overstressing the system
   In Scrum, we want the team not to take on more
   story points than they can do

 Muda: Waste
   In Scrum, we eliminate the impediments that
   cause waste
                                        Ā© Joe Little 2009
                                                            22
ā€œHalf of what we know is wrongā€

 This is a quote from Taiichi Ohnoā€™s book
 ā€œWorkplace Managementā€.

 The idea is that, to change, we must take the
 attitude that half of what we take as true is
 wrong

 And, thus, we must relentlessly pursue
 perfection. This is shown concretely in Scrum
 by the never-ending removal of impediments

                                    Ā© Joe Little 2009
                                                        23




Stop the line

 The Toyota culture that says ā€œas soon as we
 find a problem, we must fix itā€. And by
 slowing down to fix the root cause, they get
 very fast.

 They improve the cycle time to customer
 satisfaction.

 Scrum does this partly by a high standard for
 ā€œdefinition of doneā€. And by an insistence that
 the Team never dig into Technical Debt.
                                    Ā© Joe Little 2009
                                                        24
Stop the line culture - 2




                              Ā© Joe Little 2009
                                                  25




Stop the line culture - 3

 No bug escapes the Sprint.
 Impediments mentioned every Daily Scrum.
 Strong use of Retrospective.
 Every problem is an opportunity to improve.



 The 5 Whys.




                              Ā© Joe Little 2009
                                                  26
Defer commitment

 This is a lean phrase attributed to the
 Poppendiecks.
 Meaning: Donā€™t commit until the last
 responsible moment. (When you know more.)

 Example: Set-based innovation




                                            Ā© Joe Little 2009
                                                                27




Key Terms                Pull system
                         Value stream map
                         Optimize cycle time
 Just-in-time
                         TPS; The Toyota Way
 Kaizen
                         ā€œrelentless pursuit of
 SMED (Single minute     perfectionā€
 exchange of die)
                         one-piece flow
 Poka-Yoke
                         visual management
 Production leveling
                         zero inventory
 Mura, muri, muda
                         challenge everything
 Workcell
                         respect for people
 Andon
                         make the process visible
 Genchi genbutsu
                         stop the line culture
 Gemba
                         Sensei
 5 Whys
                             Ā© Joe Little 2009
                                                                28
The essence?

    ā€œThe essence of [the Toyota system] is that
    each individual employee is given the
    opportunity to find problems in his own way of
    working, to solve them and to make
    improvements.ā€




                                        Ā© Joe Little 2009
                                                            29




           Toyota Way: Learn by Doing
                     Fujio Cho, Board Chairman

ā€¢   We place the highest value on actual implementation
    and taking action. Agile Principle #1
ā€¢   There are many things one doesnā€™t understand, and
    therefore we ask them why donā€™t you just go ahead and
    take action; try to do something? Agile Principle #3, #11
ā€¢   You realize how little you know and you face your own
    failures and redo it again and at the second trial you
    realize another mistake ā€¦ so you can redo it once
    again. Agile Principle #11, #12
ā€¢   So by constant improvement ā€¦ one can rise to the
    higher level of practice and knowledge. Agile Principle #3

    "Anyone who has never made a mistake has never tried
    anything new." Albert Einstein    Ā© Joe Little 2009
                                                        30
Make fact-based experiments




                                            This is the
                                            Deming Cycle




                                      Ā© Joe Little 2009
                                                          31




What is the goal?

 Lean thinkers reason this way:
 ā€œBy greatly reducing the cycle time from
 customer identification of need until the need
 is satisfied (and we get the cash), we learn to
 give the customer better, more, faster, and
 cheaper.ā€

 Most of the delay is in wait time.

 This remains a paradox to many.
 We optimize cycle time, not anything else.
                                      Ā© Joe Little 2009
                                                          32
The baton, not the runners




                                            Ā© Joe Little 2009
                                                                33




Whatā€™s the foundation?

 The Toyota Way
 Managers-teachers imbued with Lean Thinking



 You cannot ā€œphone inā€ your support for The
 Toyota Way




                             Ā© Joe Little 2009
                                                                34
What is ā€œrespect for peopleā€?

 Challenging
 Listening
 Demanding
 Asking
 Testing
 Let them devise their own work methods, so
 they own them, and then can improve them
 Finally, deciding



                               Ā© Joe Little 2009
                                                   35




Standardize

 Standardize a lot (write down or draw how you
 do things)



 ...so the standards are easier to change




                               Ā© Joe Little 2009
                                                   36
Visual Management

  Make things visual...Andon boards, etc.

  Similar to Poka-Yoke




                               Ā© Joe Little 2009
                                                   37




                                                        3 roles
                                                        ā€¢ Product owner
                                                        ā€¢ Scrum master

Preferred Scrum board style                             ā€¢ Team

                                                        3 artifacts
                                                        ā€¢ Product backlog
                                                        ā€¢ Sprint backlog
                                                        ā€¢ Sprint burndown

                                                        4 activities
                                                        ā€¢ Sprint planning
                                                        ā€¢ Daily scrum
                                                        ā€¢ Sprint review
                                                        ā€¢ Retrospective
                                                                Source: Mike Cohn www.mountaingoatsoftware.com




                               Ā© Joe Little 2009
                                                   38
3 roles
                                                              ā€¢ Product owner
                                                              ā€¢ Scrum master
                                                              ā€¢ Team

  Sprint burndown chart                                       3 artifacts
                                                              ā€¢ Product backlog
                                                              ā€¢ Sprint backlog
                                                              ā€¢ Sprint burndown

                                                              4 activities
                                                              ā€¢ Sprint planning
                                                              ā€¢ Daily scrum
                                                              ā€¢ Sprint review
                                                              ā€¢ Retrospective




Source: Henrik Kniberg               Ā© Joe Little 2009             123
                                                         39




  How does one learn process
  improvement?

       Learn by doing. Practice, practice, practice.
       Who does it? Everyone.
       How often? Always, all-the-time.

       Is it chaos? No. There are rules. Changes
       must be reviewed. Changes must be proven.
       Etc.

       Is this the same as 6Sigma process
       improvement?
                                     Ā© Joe Little 2009
                                                         40
3 roles
                                                                                ā€¢ Product owner
                                                                                ā€¢ Scrum master

       Sprint retrospective
                                                                                ā€¢ Team
                                                Long term effect
                                                                                3 artifacts
                                                                                ā€¢ Product backlog
                                                                                ā€¢ Sprint backlog
                                                                                ā€¢ Sprint burndown

                                                                                4 activities
                                                                                ā€¢ Sprint planning
                                                                                ā€¢ Daily scrum
Velocity


                                                                                ā€¢ Sprint review
                                                                                ā€¢ Retrospective




           1 2 3 4 5 6 7 8 9 10 11 12 13
                   Sprint

                 Effective velocity over time      Effective velocity over time
                 (with retrospectives)             (without retrospectives)




       Source: Henrik Kniberg                          Ā© Joe Little 2009
                                                                           41




           The Goal

              Toyota generally wants to be 4x the industry
              average
              Scrum wants to raise that a bit for software
              dev teams.




                                                       Ā© Joe Little 2009
                                                                           42
Action

 I hope you will take one or two of these ideas,
 and start acting on them tomorrow.




                               Ā© Joe Little 2009
                                                   43




                Questions?




                               Ā© Joe Little 2009
                                                   44
The Test

 What is one most memorable thing?

 What will you act on tomorrow? (If anything.)

 How could this be improved?



 Thanks!



                               Ā© Joe Little 2009
                                                                45




Contact Info

 Joseph Little
 Kitty Hawk Consulting, Inc.
 LeanAgileTraining.com
 jhlittle@kittyhawkcnsulting.com
 704-376-8881




                                              Ā© Joseph Little 2010
                                                                46

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Lean within Scrum @ Charlotte SFA July 2010

  • 1. THE LEAN WITHIN SCRUM ā€œWhat of Lean is already within Scrum?ā€ Ā© Joe Little 2009 1 With help from... With help from Accenture, ADI LLC, Alliance Global Services, American Greetings Interactive, AOL, Applied Physics Laboratory, Argonaut Group, Asurion, Avid Technology, Booz Allen Hamilton, CA, CAE, Canada Post, Capital One, Charles Schwab, Citigroup, CNN/Turner, Comcast, Compuware, Cornell, Crisp, Dell, DST, EDR, Exigen Services, FedEx, GE Power Systems, Georgia Institute of Technology, Gilbarco, Google, HP, Huawei, IBM, iContact, INM, Intersect, J Ray McDermott, Mantech, McKesson, McKinsey & Co, Medco, Microsoft, Morrison Management, Motley Fool, MySpace, Nationwide, NC State University, NEA, Nortel, Northrop Grumman, NYSE Euronext, Ontario Legislative Assembly, Pearson, Philips, Polycom, Rally, RealTravel, Red Hat, REMITData, S1, SAIC, Scripps Network Interactive, Scrum Training Institute, Siemens, SirsiDynix, Smart Online, SolutionsIQ, Sonic Boom Media, SteamTheWorld, Sungard, Systematic Software Engineering, The Hartford, The Library Company, The New Teacher Project, Tradeware, Travelocity, Trifork, Ultimate Software, Vanguard, Version One, Vignette, Wake Forest University, Wells Fargo/Wachovia, Wireless Generation, Xebia, and others. Ā© Joe Little 2009 2
  • 2. Attributions Taiichi Ohno Mary & Tom Poppendieck Jeff Sutherland Jim York Many others Ā© Joe Little 2009 3 Joe Little ā€¢ Agile Coach & Trainer ā€¢ 20+ years in senior level consulting to well-known ļ¬rms in New York, London and Charlotte ā€¢ Focus on delivery of Business Value; interest in Lean ā€¢ CST, CSP, CSM; MBA ā€¢ Was Senior Manager in Big 6 consulting ā€¢ Head of Kitty Hawk Consulting, Inc. since 1991 ā€¢ Head of LeanAgileTraining.com ā€¢ Started trying to do [Agile] before reading The Mythical Man-Month ā€“ http://agileconsortium.blogspot.com ā€“ jhlittle@kittyhawkconsulting.com Ā© Joe Little 2009 4
  • 3. 6 Blindmen and an Elephant Ā© Joe Little 2009 5 Is this subject important? 5x-10x improvement in velocity (times) 3x-5x improvement in Business Value Ā© Joe Little 2009 6
  • 4. Scrum is a Simple Framework Product Backlog Scrum Product Owner Sprint Backlog Artifacts Roles ScrumMaster Burndown Chart Team Working Meetings SW Imped Sprint Daily Sprint Retro- List Planning Scrum Review spective Ā© Joe Little 2009 7 Ā© Joe Little 2009 8
  • 5. Whatā€™s the most important thing about Lean? Respect people? No one thing? Taiichi Ohnoā€™s attitude? Ā© Joe Little 2009 9 A set of Attitudes Scrum is a simple, basic set of ā€œthingsā€ that must be adapted to the situation at hand. It is not one thing, it is ā€œThe Scrum Wayā€ that really counts. A team that is continuously improving. Practical, empirical...and yet also spiritual. Ā© Joe Little 2009 10
  • 6. Kaikaku Means: Lean production term which in Japanese means radical overhaul of an activity to eliminate waste and create greater value. Also called breakthrough kaizen. eg, When we implement Scrum initially. Ā© Joe Little 2009 11 Use of Sensei For initial setup For ongoing discussions Why? Ā© Joe Little 2009 12
  • 7. Kaizen Means: Good change or improvement. Usually used to mean small continuous changes. So, ā€œoppositeā€ of Kaikaku, in a way. Scrum: Removing small impediments all the time via the Daily Scrum or the Retrospective. Required: Same ā€œMichael Phelpsā€ attitude every day. Ā© Joe Little 2009 13 Attitude Watanabe (then President of Toyota): ā€Thereā€™s no genius in our company. We just do whatever we believe is right, trying every day to improve every little bit and piece. But when 70 years of very small improvements accumulate, they become a revolution.ā€ Dan Markovitz: ā€œKaizen is boring and laborious. Kaikaku is sexy and exciting. Kaizen is your spouse of 15 years. Kaikaku is the smoking hot blonde on the barstool next to you.ā€ Ā© Joe Little 2009 14
  • 8. Yes, and... Ā© Joe Little 2009 15 Minimize inventory Toyota says that inventory is waste. Why? How fast does knowledge decay? Compared to a car? In Scrum, we also minimize inventory and work-in-process. Ā© Joe Little 2009 16
  • 9. Kanban Meaning: Visual card, or signboard. Ohno created the use of kanban as a means to attaining minimal inventory, and better flow. Probably idea borrowed from Pigglywiggly. Implements a pull system. Scrum board of tasks and stories is simple version of kanban. Ā© Joe Little 2009 17 Flow The flow of single-pieces in fulfillment of the customerā€™s request. The focus is on the speedy flow; process cycle time. Other things are much less important. Similarly, in Scrum, we want the speedy flow of stories Ā© Joe Little 2009 18
  • 10. Work as a team Ohno uses the metaphor of a rowing team In Scrum we have a team of 7, plus/minus 2 And we want the Team to self-organize, to reach their higher potential Ā© Joe Little 2009 19 genchi genbutsu Meaning: ā€œGo and see for yourselfā€. Also, more loosely: ā€œDonā€™t manage from behind the deskā€ This is similar to the concern about managers interrupting the Scrum team. In Scrum, we want the managers to come to the Team room, and see what is really happening there Ā© Joe Little 2009 20
  • 11. Go to the Gemba Ā© Joe Little 2009 21 Mura, Muri, Muda Mura: Unevenness of flow In Scrum, we get the small user stories to flow through the team Muri: Overstressing the system In Scrum, we want the team not to take on more story points than they can do Muda: Waste In Scrum, we eliminate the impediments that cause waste Ā© Joe Little 2009 22
  • 12. ā€œHalf of what we know is wrongā€ This is a quote from Taiichi Ohnoā€™s book ā€œWorkplace Managementā€. The idea is that, to change, we must take the attitude that half of what we take as true is wrong And, thus, we must relentlessly pursue perfection. This is shown concretely in Scrum by the never-ending removal of impediments Ā© Joe Little 2009 23 Stop the line The Toyota culture that says ā€œas soon as we find a problem, we must fix itā€. And by slowing down to fix the root cause, they get very fast. They improve the cycle time to customer satisfaction. Scrum does this partly by a high standard for ā€œdefinition of doneā€. And by an insistence that the Team never dig into Technical Debt. Ā© Joe Little 2009 24
  • 13. Stop the line culture - 2 Ā© Joe Little 2009 25 Stop the line culture - 3 No bug escapes the Sprint. Impediments mentioned every Daily Scrum. Strong use of Retrospective. Every problem is an opportunity to improve. The 5 Whys. Ā© Joe Little 2009 26
  • 14. Defer commitment This is a lean phrase attributed to the Poppendiecks. Meaning: Donā€™t commit until the last responsible moment. (When you know more.) Example: Set-based innovation Ā© Joe Little 2009 27 Key Terms Pull system Value stream map Optimize cycle time Just-in-time TPS; The Toyota Way Kaizen ā€œrelentless pursuit of SMED (Single minute perfectionā€ exchange of die) one-piece flow Poka-Yoke visual management Production leveling zero inventory Mura, muri, muda challenge everything Workcell respect for people Andon make the process visible Genchi genbutsu stop the line culture Gemba Sensei 5 Whys Ā© Joe Little 2009 28
  • 15. The essence? ā€œThe essence of [the Toyota system] is that each individual employee is given the opportunity to find problems in his own way of working, to solve them and to make improvements.ā€ Ā© Joe Little 2009 29 Toyota Way: Learn by Doing Fujio Cho, Board Chairman ā€¢ We place the highest value on actual implementation and taking action. Agile Principle #1 ā€¢ There are many things one doesnā€™t understand, and therefore we ask them why donā€™t you just go ahead and take action; try to do something? Agile Principle #3, #11 ā€¢ You realize how little you know and you face your own failures and redo it again and at the second trial you realize another mistake ā€¦ so you can redo it once again. Agile Principle #11, #12 ā€¢ So by constant improvement ā€¦ one can rise to the higher level of practice and knowledge. Agile Principle #3 "Anyone who has never made a mistake has never tried anything new." Albert Einstein Ā© Joe Little 2009 30
  • 16. Make fact-based experiments This is the Deming Cycle Ā© Joe Little 2009 31 What is the goal? Lean thinkers reason this way: ā€œBy greatly reducing the cycle time from customer identification of need until the need is satisfied (and we get the cash), we learn to give the customer better, more, faster, and cheaper.ā€ Most of the delay is in wait time. This remains a paradox to many. We optimize cycle time, not anything else. Ā© Joe Little 2009 32
  • 17. The baton, not the runners Ā© Joe Little 2009 33 Whatā€™s the foundation? The Toyota Way Managers-teachers imbued with Lean Thinking You cannot ā€œphone inā€ your support for The Toyota Way Ā© Joe Little 2009 34
  • 18. What is ā€œrespect for peopleā€? Challenging Listening Demanding Asking Testing Let them devise their own work methods, so they own them, and then can improve them Finally, deciding Ā© Joe Little 2009 35 Standardize Standardize a lot (write down or draw how you do things) ...so the standards are easier to change Ā© Joe Little 2009 36
  • 19. Visual Management Make things visual...Andon boards, etc. Similar to Poka-Yoke Ā© Joe Little 2009 37 3 roles ā€¢ Product owner ā€¢ Scrum master Preferred Scrum board style ā€¢ Team 3 artifacts ā€¢ Product backlog ā€¢ Sprint backlog ā€¢ Sprint burndown 4 activities ā€¢ Sprint planning ā€¢ Daily scrum ā€¢ Sprint review ā€¢ Retrospective Source: Mike Cohn www.mountaingoatsoftware.com Ā© Joe Little 2009 38
  • 20. 3 roles ā€¢ Product owner ā€¢ Scrum master ā€¢ Team Sprint burndown chart 3 artifacts ā€¢ Product backlog ā€¢ Sprint backlog ā€¢ Sprint burndown 4 activities ā€¢ Sprint planning ā€¢ Daily scrum ā€¢ Sprint review ā€¢ Retrospective Source: Henrik Kniberg Ā© Joe Little 2009 123 39 How does one learn process improvement? Learn by doing. Practice, practice, practice. Who does it? Everyone. How often? Always, all-the-time. Is it chaos? No. There are rules. Changes must be reviewed. Changes must be proven. Etc. Is this the same as 6Sigma process improvement? Ā© Joe Little 2009 40
  • 21. 3 roles ā€¢ Product owner ā€¢ Scrum master Sprint retrospective ā€¢ Team Long term effect 3 artifacts ā€¢ Product backlog ā€¢ Sprint backlog ā€¢ Sprint burndown 4 activities ā€¢ Sprint planning ā€¢ Daily scrum Velocity ā€¢ Sprint review ā€¢ Retrospective 1 2 3 4 5 6 7 8 9 10 11 12 13 Sprint Effective velocity over time Effective velocity over time (with retrospectives) (without retrospectives) Source: Henrik Kniberg Ā© Joe Little 2009 41 The Goal Toyota generally wants to be 4x the industry average Scrum wants to raise that a bit for software dev teams. Ā© Joe Little 2009 42
  • 22. Action I hope you will take one or two of these ideas, and start acting on them tomorrow. Ā© Joe Little 2009 43 Questions? Ā© Joe Little 2009 44
  • 23. The Test What is one most memorable thing? What will you act on tomorrow? (If anything.) How could this be improved? Thanks! Ā© Joe Little 2009 45 Contact Info Joseph Little Kitty Hawk Consulting, Inc. LeanAgileTraining.com jhlittle@kittyhawkcnsulting.com 704-376-8881 Ā© Joseph Little 2010 46