Scrum - What Is Next?

So You Have Been Doing
Scrum
What’s Next??

Agenda
• Introduction to Lean (40 Minutes)
– Brief History
– Goals, Values and Practices
– Load, Flow and Waste
– Toyota Way: Lean Framework
• Quick Break (5 Minutes)
• Team Organization (30 Minutes)
– Component Teams
– Feature Teams
• Next Steps (15 Minutes)
• Q&A (30 Minutes)
• Close

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Introduction to Lean

Steps to becoming a lean, mean
producing machine


Brief History of Lean


“It is only through enforced
standardization of methods,
enforced adoption of the best
implements and working conditions,
and enforced cooperation that this
faster work can be assured. And the
duty of enforcing the adoption of
standards and enforcing this
cooperation rests with management
alone.”
--Frederick W. Taylor


Taylor’s Principles

• Replace rule-of-thumb work methods with methods based
on a scientific study of the tasks.
• Scientifically select, train, and develop each employee rather
than passively leaving them to train themselves.
• Provide quot;Detailed instruction and supervision of each
worker in the performance of that worker's discrete taskquot;
(Montgomery 1997: 250).
• Divide work nearly equally between managers and workers,
so that the managers apply scientific management principles
to planning the work and the workers actually perform the
tasks.


PDCA Model

W. Edwards Deming


Deming’s 14 Points for Management
1. Provide for the long range needs of the company; don't focus on short term
profitability. The goal is to stay in business and provide jobs.
2. The world has changed and managers need to adopt a new way of thinking.
Delays, mistakes, defective workmanship and poor service are longer acceptable.
3. Quit depending on inspection to find defects and start building quality into
products while they are being built. Use statistical process control.
4. Don't choose suppliers on the basis of low bids alone. Minimize total cost by
establishing long term relationships with suppliers that are based on loyalty
and trust.
5. Work continually to improve the system of production and service.
Improvement is not a one-time effort; every activity in the system must be
continually improved to reduce waste and improve quality.
6. Institute training. Managers should know how to do the job they supervise and
be able to train workers. Managers also need training to understand the system
of production.
7. Institute leadership. The job of managers is to help people do a better job
and remove barriers in the system that keep them from doing their job with
pride. The greatest waste in America is failure to use the abilities of people.


Deming’s 14 Points for Management
(con’t)
8. Drive out fear. People need to feel secure in order to do their job well. There should never
be a conflict between doing what is best for the company and meeting the expectations of
a person's immediate job.
9. Break down barriers between departments. Create cross-functional teams so everyone can
understand each-other's perspective. Do not undermine team
cooperation by rewarding individual performance.
10. Stop using slogans, exhortations and targets. It is the system, not the workers, that creates
defects and lowers productivity. Exhortations don't change the system; that is
management's responsibility.
11. Eliminate numerical quotas for workers and numerical goals for people in management.
This is management by fear. Try leadership.
12. Eliminate barriers that rob the people of their right to pride of workmanship. Stop treating
hourly workers like a commodity. Eliminate annual performance ratings for salaried
workers.
13. Encourage education and self-improvement for everyone. An educated workforce
and management is the key to the future.
14. Take action to accomplish the transformation. A top management team must
lead the effort with action, not just support.


History of Production

• Craft Production (1700’s – 1920)
– Textiles and Other Early Industries, Arts, Etc.
– Automobiles Before Ford
• Mass Production (1920 – 1970)
– Commodity Durable Goods of All Kinds
– Ford, Chevrolet Automobiles
• Lean Production (1970 – Present)
– Commodity AND Specialty Products
– Toyota Automobiles


Toyota Production System

• Approach to Production
– Build only what is needed
– Stop if something goes wrong
– Eliminate anything which does not add
value
• Philosophy of Work
– Respect for Workers Taiichi Ohno
– Full utilization of workers’ capabilities
– Entrust workers with responsibility &
authority


Womack and Jones

• Contrasted Lean to Mass
Production
• 5 Principles:
– Value
– Value Stream
– Flow
– Pull
– Perfection
• Coined the term “Lean” to
describe Toyota Production
System

7 Principles of Lean Software Development

Eliminate Build Quality Defer Respect Focus on Optimize the
Deliver Fast
Waste In Commitment People Learning Whole


Lean Goals, Values and
Practices


Lean Goals

• Sustainably Deliver Value Fast
• Sustainable Shortest Lead Time
• Best Quality and Value (to People and Society)
• Most Customer Delight
• Lowest Cost
• High Morale
• Safety


Respect for People

• Don’t Trouble Your ‘Customer’
• Develop People and Then Build Products
• Teams & Individuals Evolve Their Own Practices &
Improvements
• Managers “Walk the Talk”
• Develop Teams
• Build Partners


Continuous Improvement

• Go See
• Kaizen
• Shu Ha Ri
• Perfection Challenge
• Work Towards Flow


Kaisen

Team Team
Experiments Chooses
looking for New
Better Way Techniques

Techniques
Team
become
Practices
Well
Techniques
Understood


Shu Ha Ri

Ri
Ha
Shu Rules are forgotten as
Person reflects on the
person has developed
Person follows rules rules, looks for
mastery, and grasped
until they sink in exceptions, and
the essence and
‘breaks” the rules
underlying forces


Load, Flow and Waste


Muri, Mura, Muda
•Manage
Muri overload
•Streamline
Mura flow
•Manage
Muda process


Complexity Map
ELEMENT OF COMPLEXITY CHARACTERISTIC
Inconsistency (Mura – streamline flow) Irregularity
Inconsistency destroys reliability and predictability. Interruption
Imbalance
Overload (Muri – manage load) Stress, strain, push
Overload limits productivity, functionality, and Undercapacity
effectiveness. Overburden
Waste (Muda – manage process) Overcapacity
Waste is elegance enemy number one. Excess beyond Overdesign
what’s needed to solve the problem is considered waste. Excess Motion
Too much or too many of anything consumes resources Defects
without adding any value. Customers won’t pay for it.
Bureaucracy
Translate each of these deadly sins to your business.
Overprocess
For example, overcapacity might mean excess floor space
Delay
in retail operations.
Inventory
Overproduction
Transport
Redundancy


The Basics of Flow and Pull
• Flow Characteristics • Pull Characteristics
– Time-boxed rhythm – Value traced stories
– Compact Team – Shaped by Feedback
– Inspect & Adapt – Collaborative design for
simplicity

• Results • Results
– Less Friction – Less Waiting/WIP
– Less Defects & Defect Mgmt – Less Requirements Mgmt.
– Visibility & Steering – More Value Faster

• Roadblocks • Roadblocks
– Resource Constraints – Local Focus
– Locked Triangle – Product Mgmt. Pushing
– Low Test Automation – Weak/Delayed Feedback Loops
– Large inventory of defects


Step 1 – Team Flow State
1. Is prepared enough, has enough resource flexibility, testing tools and
planning discipline to reliably make and meet its iteration
commitments
– 100 % Story Acceptance Iteration over Iteration
– Done, Done – Acceptance Tested and Accepted without Defects
2. Is working at a sustainable pace to achieve the above goal
– Buffers enough slack in the iteration to handle bumps without major
overtime
– Iteration Retrospectives reveal a passionate team

Result: Cost savings from efficient and smooth flow (reduced time slicing and task
switching costs). Quality savings gained in reduction in defect handling and down-stream
abatement costs.


Step 2 – Team Pull State
1. Pulls from backlog of “Ready” stories that trace to prioritized release
themes
– Ready – requires defined acceptance tests and a design the team
accepts
2. Is synchronized with upstream and downstream process to produce
rapid releases to customers
– Multiple internal “releases” allow for feedback and smooth flow in
the large scale
3. Is working as part of the larger whole
– Done, Done, Done – Integrated and system tested into a functioning
part of the whole (product or customer)

Result: Cost savings from large scale efficient and smooth flow (reduced
waiting, paperwork and process). Value gained from rapidly shipping only the most
valuable features with customer validation (reducing overproduction and WIP).


Examples of Waste
Waste Example
Overproduction of features, Features customer doesn’t really want
or of elements ahead of the Large requirements document
next step; duplication Duplication of data or code
Waiting, delay …for clarification, approval, components, other groups
to finish something
Handoff, conveyance, Spec from analyst to developer
moving Code from developer to a tester
Extra processing, relearning, Forced conformance to centralized process checklists of
reinvention ‘quality’ tasks
Recreating a component another developer has made
Partially done work (WIP) Requirements written but not coded
Software coded but not tested
Task switching, motion Multitasking on 3 projects
between tasks, interrupt- Partial allocation of person to many teams, projects
based multitasking


More Examples of Waste
Waste Example
Defects, testing and correction Fix and build process at end to find and remove
after creation of the product defects
Under-realizing people’s Are people only working to their single-speciality job
potential and varied skill, insight, title, or …?
ideas, suggestions Do people have the chance to change what they see
is wasteful?
Knowledge and information Information in many separate documents rather than
scatter or loss a central wiki with hypertext
Communication barriers such as walls between
people, or people in multiple locations
Wishful thinking (for example, “The estimate cannot increase; the effort estimate is
that plans, estimates, and what we want it to be, not what it is now proposed.”
specifications are ‘correct’) “We’re behind schedule, but we’ll make it up later.”


Lean Framework: Toyota’s 14 Principles
1. Decisions based on 8. Well-tested Technology
long-term philosophy 9. Grow Leaders from within and
teach to others
2. Move towards flow
10. Develop exceptional people
3. Use pull systems;
11. Respect partners, help them
decide as late as improve
possible 12. Go see for yourself
4. Level the work 13. Decisions slowly by
5. Culture of stop and fix consensus, then implement
rapidly
6. Master practices
14. Become learning organization
7. Simple visual through reflection and
management improvement


Let’s take a Quick Break

5 Minutes


Team Organization

Looking at teams from another
perspective


Component Teams


Conway’s Law

• […] there is a very close relationship between the
structure of a system and the structure of the
organization which designed it.
• … Any organization that designs a system […] will
inevitably produce a design whose structure is a
copy of the organization’s communication
structure.
“The software tends to mirror the structure of the
organization that built it. If you have a big, slow
organization, you tend to build big, slow software.”
-- Brad Silverberg


Component Teams

• Programmer groups formed around architectural
models or components of the system.
• Team owns and maintains their component – single
points of specialization success or failure.
• Driven by assumptions or fears:
– People can’t or shouldn’t learn new skills
– Code can’t be effectively shared and integrated between
people


Advantages of Component Teams

• People developed narrow specialized skill, leading
to faster work when viewed locally rather than
overall systems throughput
• Specialists were less likely to break their code
• No conflicting code changes from other teams


The Problem with Component Teams

• Promotes sequential • Causes long delays due
life cycle development to major waiting and
and mindset handoff
• Limits learning by • Encourages code
people working only on duplication
same components • Complicates planning
• Easier work rather than and synchonization
most valuable work • Increases bottlenecks
• Promotes “artificial • Fosters more poor
work” code/design

Feature Teams


Feature Teams

“The feature is the natural unit of functionality that
we develop and deliver to our customers, and this it
is the ideal task for a team. The feature team is
responsible for getting the feature to the customer
within a given time, quality and budget. A feature
team needs to be cross functional as it needs to
cover all phases of the development process from
customer contact to system test, as well as all areas
[cross component] of the system which is impacted
by the feature.”
- Telecom industry giant Ericsson


Characteristics of Feature Team

• Long-Lived
• Cross-Functional
• Cross-Component
• Co-Located
• Work on a complete customer-centric feature,
across all components and disciplines
• Generalizing Specialists
• In Scrum, typically 7 +/- 2 people


Values of Feature Teams

• Empowerment
• Accountability
• Identity
• Consensus
• Balance


Advantages of Feature Teams

• Increased Value • Self-Managing
Throughput • Better Code/Design
• Increased Learning Quality
• Simplified Planning • Better Motivation
• Reduced Waste of • Simple Interface and
Handoff Module Coodination
• Less Waiting, Faster • Change Is Easier
Cycle Time


Challenges going to Feature Teams

• Broader skills and Product Knowledge
• Concurrent Access to Code
• Shared Responsibility for Design
• Different Mechanism to Ensure Product Stability
• Reuse and Infrastructure Work
• Difficult-to-learn Skills
• Development and Coordination of Common Functional Skills
that Span Members of Many Feature Teams
• Organizational Structure
• Defect Handling


Transition to Feature Teams

• Module “Shepherds”
• Continuous Integration environment in place
• Sharing Knowledge and Skills through Pairing
• Create Automated Functional Tests to understand “intent”
of the code
• Relentless refactoring of code
• Communities of Practice
• Joint Design Sessions
• Product Definition Team
• Product Bug Triage Team


Next Steps

Takeaways from this session


Create a Lean Product Development
Organization – “Outlearn the
Competition”
• Develop Long-Lasting Engineers with Highest Skill
and Craftsmanship
• Managers Who Are Master Engineers and Teachers
• Team Rooms with Visual Management
• Cadence – Heartbeat of short regularly-timed
cycles, with small batches of work
• Set-Based Concurrent Engineering
• Cross-Functional and Product Mindset
• Entrepreneurial Hands-on Chief

Where you will go

• Architecture adapts and evolves incrementally
• Natural feedback from top to bottom and bottom
to top
• Lean practices spread across organization
• Systems and processes adapt and evolve from
feedback
• Teams continue to organize into Feature Teams
that can deliver highest business value
• Business measures value, cost, velocity, quality,
agility


Becoming an expert?
• Realize it is a long
journey
• Focus on making
incremental & iterative
progress
• Drive to full
participation
• Encourage education
and experimentation
• Hire the best
• Inspect & Adapt
CC 2006, Kathy Sierra’s - http://headrush.typepad.com/creating_passionate_users/2006/03/how_to_be_an_ex.html


References
• Liker – The Toyota Way (McGraw-Hill, 2004)
• May – The Elegant Solution (Free Press, 2007)
• Morgan & Liker – The Toyota Product Development System (
Productivity Press, 2006)
• Poppendieck & Poppendieck – Lean Software Development, an Agile
Toolkit (Addison Wesley, 2003)
• Poppendieck & Poppendieck – Implementing Lean Software
Development, from Concept to Cash (Addison Wesley, 2007)
• Womack & Jones – Lean Thinking (Simon and Schuster, 2006)
• Larman & Vodde – Scaling Lean & Agile Development (Addison Wesley,
2009)
• W. Edwards Deming, Quality, Productivity and Competitive Position
(MIT, 1982)


Questions?

Let’s review the Question board


Scrum - What Is Next?

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