Ken Pugh presented on lean software development. He began with background on lean as focusing on continuous delivery of high quality applications through eliminating waste. He discussed measuring and delivering business value, transparency, and developing in small pieces that can be delivered incrementally. Pugh covered value streams and identifying actions, times, delays, and inefficiencies to calculate process cycle efficiency. The goal of lean is to eliminate waste and delays to improve efficiency.

1. BW7
Concurrent Session
11/8/17 2:45 PM
A Lean Tour of Lean Software
Development
Presented by:
Ken Pugh
Ken Pugh, Inc.
Brought to you by:
350 Corporate Way, Suite 400, Orange Park, FL 32073
888---268---8770 ·· 904---278---0524 - info@techwell.com - https://www.techwell.com/

2. Ken Pugh
Ken Pugh, Inc.
Ken Pugh helps companies evolve into lean-agile organizations through training
and coaching. His special interests are in collaborating on requirements,
delivering business value, and using lean principles to deliver high quality quickly.
Ken trains, mentors, and testifies on technology topics from object-oriented
design to Linux/Unix. He has written several programming books, including the
2006 Jolt Award winner Prefactoring and his latest, Acceptance Test-Driven
Development: Better Software Through Collaboration. Ken has helped clients
from London to Boston to Sydney to Beijing to Hyderabad. He enjoys
snowboarding, windsurfing, biking, and hiking the Appalachian Trail. Reach Ken at
ken@kenpugh.com.

3. Lean Software
© 2017 Ken Pugh Lean Software 1
Lean Software For EveryoneLean Software For EveryoneLean Software For EveryoneLean Software For Everyone
Ken Pugh
Fellow Consultant
KP Sept 2017
OutlineOutlineOutlineOutline
Introduction and Background
Lean as Flow
Lean Software Development
Lean-Agile
Transforming into Lean

4. Lean Software
© 2017 Ken Pugh Lean Software 2
Ken PughKen PughKen PughKen Pugh
ken@kenpugh.com
Photo
Size:
Height: 2.25
Position:
from top left corner
Horizontal 0.75
Vertical 1.
Picture Style: Simple Black
Frame
No code goes in till the test goes on.
A journey of two thousand miles begins with a single step.
Fellow, Ken Pugh, Inc.
Training and Consulting in
Lean, Scrum, Kanban, ATDD/BDD, TDD, BVDD,
SAFe, OOA&D, Design Patterns,
Over 2/5 century of software development
experience
Author of seven books, including:
– Prefactoring: Extreme Abstraction, Extreme
Separation, Extreme Readability (2006 Jolt Award)
– Interface Oriented Design
– Lean Agile Acceptance Test-Driven Development:
Better Software Through Collaboration
Lean Thinking, Jim Womack and Daniel Jones
Lean Software Development, Mary and Tom Poppendieck
The Principles of Product Development Flow: Second Generation Lean
Product Development, Donald Reinertsen
ResourcesResourcesResourcesResources

5. Lean Software
© 2017 Ken Pugh Lean Software 3
Overall RuleOverall RuleOverall RuleOverall Rule
There are exceptions to every statement, except this one
5
ExerciseExerciseExerciseExercise –––– Part OnePart OnePart OnePart One
LEAN IS FUN

6. Lean Software
© 2017 Ken Pugh Lean Software 4
Introduction and BackgroundIntroduction and BackgroundIntroduction and BackgroundIntroduction and Background
Lean software engineering
• Continuous delivery of high quality applications
In shortIn shortIn shortIn short

7. Lean Software
© 2017 Ken Pugh Lean Software 5
AgileAgileAgileAgile
WorkflowWorkflowWorkflowWorkflow

8. Lean Software
© 2017 Ken Pugh Lean Software 6
drivefromdrivefromdrivefromdrivefrom
Business ValueBusiness ValueBusiness ValueBusiness Value

9. Lean Software
© 2017 Ken Pugh Lean Software 7

10. Lean Software
© 2017 Ken Pugh Lean Software 8
concentration
Idea
Business decision
Implementation
Availability
FLOW
© Warp and Byte Designs, Inc..

11. Lean Software
© 2017 Ken Pugh Lean Software 9
outcome

12. Lean Software
© 2017 Ken Pugh Lean Software 10
business value
trumps Reducing
Waste
© Warp and Byte Designs, Inc..
Discover Decide Analyze Code Test Deploy Execute

13. Lean Software
© 2017 Ken Pugh Lean Software 11
Business ValueBusiness ValueBusiness ValueBusiness Value –––– What Is It? (1)What Is It? (1)What Is It? (1)What Is It? (1)
• Need to measure business value
• Deliver best ROI for business value
• "I can't define it, but I know it when I see it“
• Question: What is it to you?
21
Business ValueBusiness ValueBusiness ValueBusiness Value –––– What Is It? (2)What Is It? (2)What Is It? (2)What Is It? (2)
• Business Value can be:
• Increased revenue (sales, royalties, fees) ($$)
• Decreased expenses ($$)
• Less resources
• More efficient use of resources
• Customer satisfaction ($$ ??)
• Promoters / Satisfiers/ Detractors
• Staying in business ($$ ??)
• Staying out of jail ($$ ??)
• Avoiding risk ($$ ??)
• Your suggestions?
22

14. Lean Software
© 2017 Ken Pugh Lean Software 12
Business ValueBusiness ValueBusiness ValueBusiness Value
Projects
Next Project BV = 8
Current Project BV = 13
Previous Project BV= 20
TransparencyTransparencyTransparencyTransparency –––– TrustTrustTrustTrust

15. Lean Software
© 2017 Ken Pugh Lean Software 13
TransparencyTransparencyTransparencyTransparency
To Do Working On Done
Next
Project
Current
Project
Previous
Project
• Releasable (Delivery)
• Minimum Marketable Feature (MMF)
• Minimum Business Increment (MBI)
• Key = Independently Releasable Item (IRI)
• Developable
• Stories
• Scenarios
Key = Separately Developable Items (SDI)
• Although may be sequenced dependent
Small bitesSmall bitesSmall bitesSmall bites

16. Lean Software
© 2017 Ken Pugh Lean Software 14
Small PiecesSmall PiecesSmall PiecesSmall Pieces
To Do Working On Done
Current Project Current Part Previous part
Still Another Part
Another Part
Some Part
FlowFlowFlowFlow

17. Lean Software
© 2017 Ken Pugh Lean Software 15
Discover Decide Analyze Code Test Deploy Execute
Business Development Operations
Cycle TimeCycle TimeCycle TimeCycle Time

18. Lean Software
© 2017 Ken Pugh Lean Software 16
Discover Decide Analyze Code Test Deploy Execute
Cycle Time
Value StreamValue StreamValue StreamValue Stream

19. Lean Software
© 2017 Ken Pugh Lean Software 17
1. Identify the actions taken in the value stream1. Identify the actions taken in the value stream
ApproveRequest Reqts Sign Off
Review Deploy
Analysis
Design Code Test
0.5 hrs0.5 hrs 160 hrs160 hrs8 hrs8 hrs 8 hrs8 hrs
120 hrs120 hrs 280 hrs280 hrs 240 hrs240 hrs
100 hrs100 hrs
8 hrs8 hrs2 hrs2 hrs
ApproveRequest Reqts Sign Off
Review Deploy
Analysis
Design Code Test
1. Identify the actions taken in the value stream
2. What was the real time from start to finish of the action?
1. Identify the actions taken in the value stream
2. What was the real time from start to finish of the action?

20. Lean Software
© 2017 Ken Pugh Lean Software 18
0.5 hrs0.5 hrs 160 hrs160 hrs8 hrs8 hrs 8hrs8hrs
120 hrs120 hrs 280 hrs280 hrs 240 hrs240 hrs
100 hrs100 hrs
8 hrs8 hrs2 hrs2 hrs
Approve
.1 / 7.9 hrs
Request
0.5 / 0.0 hr
Reqts
60 / 100 hrs
Sign Off
1 / 7 hrs
Review
2 / 0 hrs
Deploy
3 / 5 hrs
Analysis
40 / 60 hrs
Design
40 / 80 hrs
Code
80 / 200 hrs
Test
40 / 200 hrs
1. Identify the actions taken in the value stream
2. What was the real time from start to finish of the action?
3. What was the average time working on this vs working on other things?
1. Identify the actions taken in the value stream
2. What was the real time from start to finish of the action?
3. What was the average time working on this vs working on other things?
0.5 hrs0.5 hrs 160 hrs160 hrs8 hrs8 hrs 8hrs8hrs
120 hrs120 hrs 280 hrs280 hrs 240 hrs240 hrs
100 hrs100 hrs
8 hrs8 hrs2 hrs2 hrs
320 hrs 80 hrs 320 hrs 80 hrs
80 hrs
160 hrs 80 hrs 80 hrs 80 hrs
1. Identify the actions taken in the value stream
2. What was the real time from start to finish of the action?
3. What was the average time working on this vs working on other things?
4. Identify time between actions
1. Identify the actions taken in the value stream
2. What was the real time from start to finish of the action?
3. What was the average time working on this vs working on other things?
4. Identify time between actions
Approve
.1 / 7.9 hrs
Request
0.5 / 0.0 hr
Reqts
60 / 100 hrs
Sign Off
1 / 7 hrs
Review
2 / 0 hrs
Deploy
3 / 5 hrs
Analysis
40 / 60 hrs
Design
40 / 80 hrs
Code
80 / 200 hrs
Test
40 / 200 hrs

21. Lean Software
© 2017 Ken Pugh Lean Software 19
27 September 2017
0.5 hrs0.5 hrs 160 hrs160 hrs8 hrs8 hrs 8hrs8hrs
120 hrs120 hrs 280 hrs280 hrs 240 hrs240 hrs
100 hrs100 hrs
8 hrs8 hrs2 hrs2 hrs
320 hrs 80 hrs 320 hrs 80 hrs
160 hrs 80 hrs 80 hrs 80 hrs
1. Identify the actions taken in the value stream
2. What was the real time from start to finish of the action?
3. What was the average time working on this vs working on other things?
4. Identify time between actions
5. Identify any loop backs required
1. Identify the actions taken in the value stream
2. What was the real time from start to finish of the action?
3. What was the average time working on this vs working on other things?
4. Identify time between actions
5. Identify any loop backs required
80 hrs
65% defective
Repeat 3X
20% rejected
Repeat 1X
Approve
.1 / 7.9 hrs
Request
0.5 / 0.0 hr
Reqts
60 / 100 hrs
Sign Off
1 / 7 hrs
Review
2 / 0 hrs
Deploy
3 / 5 hrs
Analysis
40 / 60 hrs
Design
40 / 80 hrs
Code
80 / 200 hrs
Test
40 / 200 hrs
1. Identify the actions taken in the value stream
2. What was the real time from start to finish of the action?
3. What was the average time working on this vs working on other things?
4. Identify time between actions
5. Identify any loop backs required
6. Calculate Process Cycle Efficiency:
1. Identify the actions taken in the value stream
2. What was the real time from start to finish of the action?
3. What was the average time working on this vs working on other things?
4. Identify time between actions
5. Identify any loop backs required
6. Calculate Process Cycle Efficiency:
Approve
.1 / 7.9 hrs
Request
0.5 / 0.0 hrs
Reqts
60 / 100 hrs
Sign Off
1 / 7 hrs
Review
2 / 0 hrs
Deploy
3 / 5 hrs
Analysis
40 / 60 hrs
Design
40 / 80 hrs
Code
80 / 200 hrs
Test
40 / 200 hrs
0.5 hrs0.5 hrs 160 hrs160 hrs8 hrs8 hrs 8hrs8hrs
120 hrs120 hrs 280 hrs280 hrs 240 hrs240 hrs
100 hrs100 hrs
8 hrs8 hrs2 hrs2 hrs
320 hrs 80 hrs 320 hrs 80 hrs
160 hrs 80 hrs 80 hrs 80 hrs
65% defective
Repeat 3X
20% rejected
Repeat 1X
80 hrs
Approve
.1 / 7.9 hrs
Approve
.1 / 7.9 hrs
Request
0.5 / 0.0 hrs
Request
0.5 / 0.0 hrs
Reqts
60 / 100 hrs
Reqts
60 / 100 hrs
Sign Off
1 / 7 hrs
Sign Off
1 / 7 hrs
Review
2 / 0 hrs
Review
2 / 0 hrs
Deploy
3 / 5 hrs
Deploy
3 / 5 hrs
Analysis
40 / 60 hrs
Analysis
40 / 60 hrs
Design
40 / 80 hrs
Design
40 / 80 hrs
Code
80 / 200 hrs
Code
80 / 200 hrs
Test
40 / 200 hrs
Test
40 / 200 hrs
Avg Time Worked
Total Cycle Time
0.5 hrs0.5 hrs 160 hrs160 hrs8 hrs8 hrs 8 hrs8 hrs
120 hrs120 hrs 280 hrs280 hrs 240 hrs240 hrs
100 hrs100 hrs
8 hrs8 hrs2 hrs2 hrs
320 hrs320 hrs 80 hrs80 hrs 320 hrs320 hrs 80 hrs80 hrs
160 hrs160 hrs 80 hrs80 hrs 80 hrs80 hrs
65% defective
Repeat 3X
65% defective
Repeat 3X
20% rejected
Repeat 1X
20% rejected
Repeat 1X
80 hrs80 hrs
80 hrs80 hrs
PCE = = 14.9%
509 hrs
3433 hrs
509 hrs509 hrs
3433 hrs3433 hrs
Avg Time WorkedAvg Time Worked
Total Cycle TimeTotal Cycle Time

22. Lean Software
© 2017 Ken Pugh Lean Software 20
Approve
.1 / 7.9 hrs
Request
0.5 / 0.0 hrs
Reqts
60 / 100 hrs
Sign Off
1 / 7 hrs
Review
2 / 0 hrs
Deploy
3 / 5 hrs
Analysis
40 / 60 hrs
Design
40 / 80 hrs
Code
80 / 200 hrs
Test
40 / 200 hrs
0.5 hrs0.5 hrs 160 hrs160 hrs8 hrs8 hrs 8hrs8hrs
120 hrs120 hrs 280 hrs280 hrs 240 hrs240 hrs
100 hrs100 hrs
8 hrs8 hrs2 hrs2 hrs
320 hrs 80 hrs 320 hrs 80 hrs
160 hrs 80 hrs 80 hrs 80 hrs
65% defective
Repeat 3X
20% rejected
Repeat 1X
80 hrs
320 hrs320 hrs 80 hrs80 hrs 320 hrs320 hrs 80 hrs80 hrs
160 hrs160 hrs 80 hrs80 hrs 80 hrs80 hrs
65% defective
Repeat 3X
65% defective
Repeat 3X
20% rejected
Repeat 1X
20% rejected
Repeat 1X
80 hrs80 hrs
80 hrs80 hrs
3433 – 509 = 2924
Eliminating
delays between
what you do
Getting better
at what you do
Which gives a better return?
Waste and DelaysWaste and DelaysWaste and DelaysWaste and Delays

23. Lean Software
© 2017 Ken Pugh Lean Software 21
QuestionQuestionQuestionQuestion
• What are wastes do you have?
• Partially Done Work
• Paperwork
• Extra Features
• Task Switching
• Handoffs
• Delays
• Defects
Waste IndicatorsWaste IndicatorsWaste IndicatorsWaste Indicators

24. Lean Software
© 2017 Ken Pugh Lean Software 22
Discover Decide Analyze Code Test Deploy Execute
Cycle Time
Cycle TimeCycle TimeCycle TimeCycle Time
• What’s the cycle time from input to output?
• How can it be shortened?
• Eliminate delays
• Eliminate loop-backs
• Manage WIP

25. Lean Software
© 2017 Ken Pugh Lean Software 23
how much of what you do is
valuable?
rework?
QuestionQuestionQuestionQuestion
• What are delays do you have?

26. Lean Software
© 2017 Ken Pugh Lean Software 24
PullPullPullPull
PUSH

27. Lean Software
© 2017 Ken Pugh Lean Software 25
PULL
Discover Decide Detail Develop Deploy
Pull
Releasable
Changes
Developable
Changes
Deployable
Changes
Available
to Use
Changes
Ideas
Queues

28. Lean Software
© 2017 Ken Pugh Lean Software 26
BUT LIMIT QUEUES
Lean ApproachesLean ApproachesLean ApproachesLean Approaches

29. Lean Software
© 2017 Ken Pugh Lean Software 27
• Toyota Production System
• Lean Manufacturing
• Lean Thinking
• Use lean thinking on workflow
• Software development is workflow
• Lean Software Development
• Creating software is not the same as producing a car
• Principles derived from Lean
Lean ApproachesLean ApproachesLean ApproachesLean Approaches ---- SummarySummarySummarySummary
• Taiichi Ohno, chief engineer
• Eiji Toyoda (and cousin Kiichiro Toyoda and his father Sakichi
Toyoda, (Toyoda Loom Works founder))
• Design out overburden (muri) and inconsistency (mura), eliminate
waste (muda).
• Smooth process - design out inconsistency
• Flexible – without overburden which generates waste
• Elimination of waste
Toyota Production System (TPS)Toyota Production System (TPS)Toyota Production System (TPS)Toyota Production System (TPS)

30. Lean Software
© 2017 Ken Pugh Lean Software 28
• Continuous improvement
• Respect for people
Kaizen
• Long-term philosophy
Not short term goals
• Right process will produce right results
Stop to fix problems
Visual controls
Use reliable, tested technology
TPS Principles (1)TPS Principles (1)TPS Principles (1)TPS Principles (1)
• Add value to organization by developing your people
and partners
Develop exceptional teams
• Continuously solving root problems drives
organizational learning
• Decisions by consensus
TPS Principles (2)TPS Principles (2)TPS Principles (2)TPS Principles (2)

31. Lean Software
© 2017 Ken Pugh Lean Software 29
• Value comes from end customer
• Value stream
Eliminate steps not creating value
• Make remaining steps flow in integrated sequence
• Let customers pull from upstream activity
• Transparency
Helps eliminate waste
Continuous improvement
Lean ThinkingLean ThinkingLean ThinkingLean Thinking
• Eliminate Waste
• Create Knowledge
• Build Quality In
• Defer Commitment
• Deliver Fast
• Respect People
• Improve the System
Lean Software Development PrinciplesLean Software Development PrinciplesLean Software Development PrinciplesLean Software Development Principles

32. Lean Software
© 2017 Ken Pugh Lean Software 30
EXERCISEEXERCISEEXERCISEEXERCISE
Part Two
LEAN IS FUN
This is Not an Ending,This is Not an Ending,This is Not an Ending,This is Not an Ending,
But a BeginningBut a BeginningBut a BeginningBut a Beginning

33. Lean Software
© 2017 Ken Pugh Lean Software 31
Shorten time to realize values
Pay attention to delays
Actively manage queues (WIP)
Emphasize cycle time, not utilization
SummarySummarySummarySummary ---- Focus on FlowFocus on FlowFocus on FlowFocus on Flow
Go Forth and BecomeGo Forth and BecomeGo Forth and BecomeGo Forth and Become
LeanistsLeanistsLeanistsLeanists
Please fill out evaluations
Ken Pugh
ken@kenpugh.com
atdd-bdd.com, bvdd.biz
Training and Consulting in
Lean, Scrum, Kanban, ATDD/BDD, TDD, BVDD, SAFe, OOA&D, Design Patterns,