Lean and agile software because or despite rising complexity by Yves Caseau

Yves Caseau - Lean & Agile Software Development – October 2019 1/18
Lean and Agile Software,
Because or Despite Rising
Complexity
Dr. Yves Caseau
Group CIO, Michelin
National Academy of Technologies
http://informationsystemsbiology.blogspot.com/
https://twitter.com/ycaseau
October 7th, 2019 (v0.2)

Part 1 : Adding Lean Roots to Agile Software Development,
Because of Complexity
Part 2: Systemic Conditions for the Emergence of
Lean & Agile Practices
Part 3: Lean and Agile Governance,
Changing the DNA of Large Organizations
Outline

Agile software development
Agile in a nutshell
 Iterative, small lots
(time-boxed sprints)
 Focus on delivering and
measuring customer
satisfaction
 Autonomous cross-functional
teams self-organize to
co-develop design, code
and architecture
 Synchronized team works
with emphasis on face-to-face
communication

Agile against VUCA
What we want to avoid
 Rework
 Missed TTM
 Undeployed code
 Communication waste
 Agile brings systemic benefits in
a VUCA world
 Volatility: backlog re-prioritization
/ sprint frequency
 Uncertainty: user stories & re-
prioritization
 Complexity & Ambiguity:
Customer feedback & demos
 Up to a point …

 Short-term agility with incremental approach extended with
longer-term focus on capability and skills
System thinking through visual management
Adding Some (Other) Lean Roots
Kaizen : from root cause analysis to problem-solving-based
learning

Four Key Practices
A3 for Kaizen
Voice of Customer
5S for Software
Systemic Visual Management

 Complex systems require “antifragile” capitalization –
focus on skills and collective learning
Complexity of “digital world usage” requires to listen to the user,
really well, quite often
Lean and Agile Because of Complexity
Complexity of iterative processes needs to be balanced by
refactoring (gardening) – from project to product

Part II
Systemic conditions for
the emergence of
lean & agile practices

Agile is a Shared “Mental Model”
 Agile starts with a shared
vision of the world
 “Waterscrum” delivers very
small benefits
 Shared mental model
 Effectuation
 User stories
 Agile requires shared
motivation and engagement
 face-to-face business/dev
conversations

Lean Operations Require Buffers
Queueing Theory
Reduce WIP to increase flexibility and reactivity
To collaborate is to share one’s buffers with each other
Continuous improvement and learning by doing
require buffers
“Lean Buffers” : self-organized time for the team,
towards a shared goal

 Regular access to user feedback is necessary
to grow the solution value
 This is easy in small structures, harder in large companies
The Need for a Continuous Feedback Loop
Shared access to “Voice of Customer” is the best way to align
efforts between teams in “agile at scale”

Software Craftmanship as a corporate value
 Love your code
 Cherish your coding
standards
Value your developers
Respect technical
experience
// finds a cell with a min count (heuristic)
findPivot(g:Grid) : any
-> let minv := 10, cmin := unknown in
(for c in g.cells
(if (c.value = 0 & c.count < minv)
(minv := c.count, cmin := c)),
cmin)
// solves a sudoku : branch on possible
// values using a recursive function
// branch(...) does all the work :)
solve(g:Grid) : boolean
-> when c := findPivot(g) in
exists(v in (1 .. 9) |
(if c.possible[v]
branch((c.value := v,
solve(g)))
else false))
else true
// first propagation rule
r1() :: rule( c.value := v =>
(store(c.line.counts,v,0),
store(c.column.counts,v,0),
store(c.square.counts,v,0),
for v2 in (1 .. 9)
(if (v != v2 & c.possible[v2]) noLonger(c,v2),
for c2 in (c.line.cells but c) forbid(c2,v),
for c2 in (c.column.cells but c) forbid(c2,v),
for c2 in (c.square.cells but c) forbid(c2,v))))
// if c.count = 1, the only possible value is certain
r2() :: rule( c.count := y & y = 1 =>
c.value := some(y in (1 .. 9) | c.possible[y]))
// if a value v is possible only in one cell, it is certain
r3() :: rule( updateCount(cs,v) & cs.counts[v] <= 1
=> when c := some(c in cs.cells |
c.value = 0 & c.possible[v]) in
c.value := v
else contradiction!())

Part III
Lean and Agile Governance,
Changing the DNA of Large Organizations

Reconcile Short & Long Term with Product Culture
 Short & Long-term
 “Situation potential”
 Velocity comes from skills
 Product culture
 Well-suited to information
systems
 Continuous releases /
coding standards
 Refactoring
 Increase release frequency
to build skills
 Lean “talk time” journey
 Build “DevOps muscle”

True Empowerment for Autonomous Squads
 What a “true product owner”
means for developers 
 Frequency of decision
matters
 Complexity implies that
context does not travel via
PowerPoint …
 Empowerment because of
complexity - Jurgen Appelo:
“The real reason for
empowerment is the
manageability of the complex
system itself. Smart managers …
empower people to prevent the
whole system to break down”

 The customer will decide what works for her and what does not
 The customer is the architect of her own experience
Service exposure (API) is not an IT matter
The Customer is in Charge
The customer picks her software ecosystem

17
 Architects on-demand
System engineering coach and champion
The Role of Lean Architecture
Refactoring champion - promotes TD cleaning in backlog
API interface and “integration grammar” owner

Conclusion
Lean & Agile : no other way to deliver software value
in a complex changing world
Lean & Agile practices are “grown, not designed”
 Managers are gardeners.
They must protect the conditions of emergence against
Taylor-ed, control-addict, top-down corporate cultures
 This is not a choice : “software is eating the world” …
and some companies are doing it well 

Lean and agile software because or despite rising complexity by Yves Caseau

Recommandé

Recommandé

Contenu connexe

Tendances

Tendances (20)

Similaire à Lean and agile software because or despite rising complexity by Yves Caseau

Similaire à Lean and agile software because or despite rising complexity by Yves Caseau (20)

Plus de Institut Lean France

Plus de Institut Lean France (20)

Dernier

Dernier (20)

Lean and agile software because or despite rising complexity by Yves Caseau