2. Agenda
• Lean Agile Props
• Lean principles Agile derivatives
• Lean Thinking Agile Rationale
• Three Ms
• Types of MUDA and Agility Mapping
• Fastest Case Agile Pit-stop and Strategies
• Scrum – A perfect fit for Kano model of Customer satisfaction
• Challenges
• Agile Delivery Hunch or Hindsight
• Make it Lean not Leaner
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3. Lean Agile Props
Characteristic Lean Agile
Basic principle Eliminate Waste Continuous(Frequent) Delivery of working
iterations
Primary Emphasis Time (Speed) with Quality Speed with Quality
Approach Business systems Stakeholder Collaboration
Value Stream Mapping Time Box release with variable scope
Value Added Activity ROI to stakeholders
Deployment structure Kaizen – PDCA Prioritization by Scrum team
Diagnose-Analyze-Improve-Standardize- Customer involvement
Institutionalize Prioritize, Plan, Execute, Review ,
Retrospect and Value
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4. Lean principles – Agile Derivatives
• Standardization and Innovation are two sides of the same coin
• Use Lean as it frees up capacity to do more value added work - checklist
• Lean reduces Cost and improves process speed by elimination of waste
• Lean is not for brining process under statistical control ( pro Agile)
Waste Elimination (Context priorities)
Standard Work (Engineering and reviews)
Flow (remove hurdles avoid extra approvals, docs)
Customer PULL (design, schedule and make develop what the customer wants and just
when the customer wants it )
Faster, Better, Cheaper
5. Lean Thinking- - Agile rationale
o Help Team:
• Do work in a standard way
• Detect issues
• Find and fix root causes
• Disseminate learning
o Ensure Developers have what they need to do their job
o Respond quickly to help
o Relieve overburden (muri) and uneven workload (mura) that interferes with finding and fixing root causes
o Respect people:
• Not wasting their time on non-value-adding work MUDAs
• Letting them fix their work Ownership
Not solving their problems for them, helping them solve them self governing
Mr. Cho, Chairman of Toyota:
…brilliant results from average people managing brilliant processes, not average results (or worse) from brilliant people
managing broken processes
6. Three Ms
Three Ms
• MUDA - Non Value Added Work
• MURA - inconsistency / fluctuation
• MURI - strain, hurdles
7. Types of MUDA and Agility Mapping
MUDA AGILITY MAPPING
Over Production Heavy Code Base, extra WPS, more buffer resources contributing to non
required features, obsolete WPs
Waiting Unnecessary Hand-offs, Excessive change request approvals, in efficient
Server set up time, unwanted tools installation, unplanned leaves
Unnecessary Transport or Unnecessary movement of work products at different levels within the
conveyance project, as against Kanban and collaborative Hub
Excess Inventory Product / Application – Waiting for cross platforms, multi OS testing
because the testing and user environments are not yet ready.
Over processing requirements gold plating, design gold plating, etc., poor tools selection
Motion / Unnecessary Wastage of time and energy. Spread out teams of same product, too
Movement much to and fro , no knowledge sharing
Defects costs heavily to the vendors and customers alike. Detecting the defects
early by using Agile approaches likes TDD, Pair programming, Extreme
programming
8. Fastest Case - Agile Pit Stop and Pit Stop Strategy
Rate of Fuel
Consumption Weight of
= components
Sprint Velocity =
Stories
complexities
Agile Pit
strategy
Cornering
speed
=
Module
Integration
Tyre Wear
rate
=
Change
Track Pit
request index
parameters
=
CI, Auto UT
9. Scrum – A perfect fit for Kano
Kano talks about following categories of customer requirements :
• Attractive - when present make customers delighted
• Performance - when fulfilled more the better
• Must-Be - Basic requirements – absence of these make customers unhappy
Scrum management being collaborative model with continuous customer involvements, no wonder Scrum
management embraces Kano model of customer satisfaction. The best part is conversion of lower levels of
satisfaction(or dissatisfaction) types (reverse, indifferent types) will be progressed into higher levels of customer
delight by delivering attractive requirements to customer.
Customer Delight
Implicit requirements – customers do not Performance Category. Increases customer
expect this; feel delighted when Happiness in direct proportion of meeting
we deliver this level his requirement
Higher performance
Poor performance
Must be requirement – If not met leads to
dissatisfaction
Customer Dissatisfaction
10. Challenges
• Just the Management flavour of the month
• Doing well, why change, Autos had to do it
• Cost cutting
• Cant risk my project for orgn throughput
• Creativity is our most important asset – standard work will stifle creativity.”
• Do you want a tester to run the TC suit or innovate - Standard work can free us to be creative
where it counts
11. Agile Delivery Hunch or Hindsight
For the Hunch: AGILE
Experienced team knows –
•priorities for the current sprint release.
•why they are skipping few processes explicitly.
•of ability to help customer in driving the Agile projects.
•that requirements are PULLed from stakeholders,
•to minimize wait times for development and test phase
For the Hindsight: LEAN
•Hunch comes from hindsight
•Competence on pair programming
•Consult the customers
•Expertise in understating stakeholder’s requirement,
•Fitting the most wanted in the current release,
•Collaborating with customers daily, CI,
•TDD that would drive development
12. Make it Lean not Leaner
LEAN LEANER
Think Product Vision by prioritizing Product Backlog through Sprint Don’t forget Product backlog, theme and vision while detailing in
Backlogs Sprints
Agility is thinking in story points and ensuring values to all Don’t skip stories planning, estimation, mapping with tasks as
stakeholders. Customers are concerned on stories status that is direct subsets. Useful for developers if they cant think through stories.
VALUE
Eliminate Manual efforts in : unit testing, reviews, code Don’t skip Unit testing, adequate reviews by being “Agile” that is not
integration. Use Tools
Have short stand up meetings Don’t overlook stand up meetings as a way of saving time.
Have planning poker estimation or any other rational and simple Don’t skip formal estimation and allow guess estimates. This over
estimation. simplification will lead to confusion and missed features for the sprint
planned.
Have product vision in back of the mind and focus on the current Don’t dilute code review without thinking about the dependencies
sprint. Set and leave the integration and regression testing to the and the impact of the present features into future iterations.
tools .
Use test early and test often tenet for both functional and non Never avoid non functional / alternate paths for testing in the name
functional requirements. of agility
Clear the impediments by ensuring right resources, training, clarity, Does not mean compromise on technical Quality of the features by
tooling and understanding concession to developer’s lack of skill. Train resources.
