Why both scrum and lean in dist dev 07092010

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Mads Troels Hansen

Why both Lean and Agile in outsourcing and why Scrum is not enough

Why both Lean and Agile in outsourcing Why Scrum is not enough ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Selected Waterfall cases I will include ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

First some Definitions Scrum Waterfall Lean Kanban

Scrum ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Schedule large work orders and align resources by workflow Schedule small work orders and align resources by schedule Schedule small work orders and align resources by workflow Waterfall – plan driven Agile – team oriented Lean – end2end

Lean Software principles Poppendieck ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Kanban development ,[object Object],[object Object],[object Object],[object Object],[object Object],Prescriptive Adaptive Kanban SCRUM Extreme Programming RUP Waterfall ” Whatever ”

[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

[object Object],A Kanban system , starts to focus on flow and cycle time of delivered work and gives a way to visualize and resolve bottlenecks

Don't go for the big BANG Build in small steps

3. Do Regular retrospectives, USE DATA Collect and analyze data. 5xWhy, Systems Thinking, Cause and Effect

Patterns for successful distributed development Global Structure & Process Global Rhythm Global Req. Management Global Communication Protocols Global Technical Infrastructure Global Domain Knowledge Global Development Practices Cross cultural understanding ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Mads Troels Hansen, 2010 ,[object Object],[object Object],[object Object],[object Object]

[object Object],[object Object],People don ’ t resist change, they resist being changed. - Peter Scholtes @MadsTH

Lean-Agile Thinking ApS Selected Solutions [email_address] , +45 6082 2282 Project Booster Accelerated Product Management Successful Outsourcing – 8 patterns Tuning & Improving Shared Product Vision Iterative Delivery Visual Mgt., Progress Planning [User Story Mapping, Personas] [Iterations, Stories, Tasks, Est.] [Task Board, Kanban, Scrum, Charts] [Release Mgt, Risks] Product Definition Product Delivery Delivering Business Value [Innovation Games] [Portfolio, Release Mgt.] [Backlog Grooming, Kano Model] High Productivity, Visibility Train the Trainers Business Training Improvement, Readiness [Implementing Offshore Patterns] [Train/Coach Teams] [Talks, Business Case] [Offshore Assessment] Reflection, Problem Solving High Business Value Improvement, Readiness Training with Games [Retrospectives] [Value Stream Mapping] [Assessment] [Kanban, Bottleneck, Business Value] Coaching Mentoring Assessment Workshops Talks Training

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Why both scrum and lean in dist dev 07092010

1. Why both Lean and Agile in outsourcing Why Scrum is not enough Mads Troels Hansen September 2010 Tema: “Vandfaldmodeller, Scrum og Kanban i Offshoring”

4. First some Definitions Scrum Waterfall Lean Kanban

6. Schedule large work orders and align resources by workflow Schedule small work orders and align resources by schedule Schedule small work orders and align resources by workflow Waterfall – plan driven Agile – team oriented Lean – end2end

7. Lean 5 principles

10.

11.

12.

13. 4 CHALLENGES

14. Length of Feedback Cycle

15. Don't go for the big BANG Build in small steps

16. What is done - legacy

17. What you do How you do it

18. 3 RECOMMENDED ACTIONS

19. 1. Do a Lean-Agile assessment

20. 2. Do Value Stream Mapping

21. 3. Do Regular retrospectives, USE DATA Collect and analyze data. 5xWhy, Systems Thinking, Cause and Effect

22.

23.

24. Lean-Agile Thinking ApS Selected Solutions [email_address] , +45 6082 2282 Project Booster Accelerated Product Management Successful Outsourcing – 8 patterns Tuning & Improving Shared Product Vision Iterative Delivery Visual Mgt., Progress Planning [User Story Mapping, Personas] [Iterations, Stories, Tasks, Est.] [Task Board, Kanban, Scrum, Charts] [Release Mgt, Risks] Product Definition Product Delivery Delivering Business Value [Innovation Games] [Portfolio, Release Mgt.] [Backlog Grooming, Kano Model] High Productivity, Visibility Train the Trainers Business Training Improvement, Readiness [Implementing Offshore Patterns] [Train/Coach Teams] [Talks, Business Case] [Offshore Assessment] Reflection, Problem Solving High Business Value Improvement, Readiness Training with Games [Retrospectives] [Value Stream Mapping] [Assessment] [Kanban, Bottleneck, Business Value] Coaching Mentoring Assessment Workshops Talks Training