Lean en gros, c’est
comme l’agilité!
Sauf que…
My name is
Martin Goyette
Lean and Agile counselor
Which came first?
Lean…
Manufacturing (1988)
Story of Lean
1948
Automobile
• Eliminate Waste
• Toyota Production
System (TPS)
1980’s
Manufacturing
• Lean manufacturing...
Agile… Software
Development (2001)
Story of Agile
1990’s
IT projects failure
• Adress Complexity
• Scrum, XP, ASD
RAD, AUP, DSDM,
Crystal Clear
2000
Informat...
What’s in it for us?
Remember the Agile
Manifesto?
http://agilemanifesto.org/
Values
• Individuals and interactions over
processes and tools
• Working software over comprehensive
documentation
• Custo...
Principles
• Our highest priority is to satisfy the customer through
early and continuous delivery of valuable software.
•...
Principles (2)
• Working software is the primary measure of progress.
• Agile processes promote sustainable development.
T...
Agile Methodologies
Scrum
Ref. CodeCentric
Small and simple
Ref. Scrum.org
http://www.scrum.org/scrumguides/
XP
Ref. eXtreme Programming explained, Kent Beck
Ref. The State of Agile Survey
VersionOne
Lean
« 4 P » Model
Principles
1. Base your management decisions on a long-term
philosophy, even at the expense of short-term financial
goals....
Principles (2)
8. Use only reliable, thoroughly tested technology that
serves your people and process.
9. Grow leaders who...
Lean Tools
Muda-Muri-Mura
Kaizen
Kata
Kanban
Different ?
Agile
Simple
Complex
Anarchy
Technology
RequirementsFar from
Agreement
Close to
Agreement
Closeto
Certainty
Farfrom
Certainty
Re...
Empiricism
Ref. Advanced Development Methods
Team
Lean
Waste elimination
Process
Work environment
All the Same
People
Managers
Leaders
Client
Client
Client
Value
Value
Quality
Culture
Who will win?
Lean or Agile?
Now this?
How about this?
The Answer:
Target is the same
Impact is the same
Road is the same
Coaching Required
Ref. Managing Transitions, William Bridges
What matters
What you don’t see
It is bigger than us
Because it’s 2016
Your organisation
Thank you !
Agile Montreal
Monthly events
Agile Tour Montreal 2016
#atmtl2016
http://agilemontreal.ca
Twitter: @agilemontr...
Lean en gros, c'est comme l'Agilité, sauf que... - Martin Goyette
Lean en gros, c'est comme l'Agilité, sauf que... - Martin Goyette
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Lean en gros, c'est comme l'Agilité, sauf que... - Martin Goyette

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Lean en gros, c'est comme l'Agilité, sauf que...
Qu’est-ce donc que le Lean?
Quel est son lien avec l'Agilité?
Et Kanban dans tout ça?
Cette introduction vise à clarifier ce que Lean signifie et son rapport avec l'Agilité. C'est une comparaison permettant de comprendre un mouvement au-delà du monde des technologies de l'information, permettant un regard nouveau sur les entreprises d'aujourd'hui et différent sur l'Agilité telle qu’on la connait.

À propos de Martin Goyette
Martin est un professionnel en accompagnement qui sert et conseille le domaine des technologies de l’information depuis plus d’une dizaine d’années (télécommunications, transport, bancaire, syndicat, santé, assurances). À titre de président de la Communauté Agile de Montréal, Martin est fortement impliqué dans la promotion de sa passion et ses croyances. Martin est diplômé de l’ÉTS d’un baccalauréat en génie logiciel et d’une maîtrise en génie, technologies de l’information. Depuis 2008, il se consacre à Lean ainsi qu’à l’agilité et a obtenu plusieurs reconnaissances professionnelles venant certifier son expérience.

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Lean en gros, c'est comme l'Agilité, sauf que... - Martin Goyette

  1. 1. Lean en gros, c’est comme l’agilité! Sauf que…
  2. 2. My name is Martin Goyette Lean and Agile counselor
  3. 3. Which came first?
  4. 4. Lean… Manufacturing (1988)
  5. 5. Story of Lean 1948 Automobile • Eliminate Waste • Toyota Production System (TPS) 1980’s Manufacturing • Lean manufacturing • Culture change 2000 Globalization • Synergies with Agile • Confusion
  6. 6. Agile… Software Development (2001)
  7. 7. Story of Agile 1990’s IT projects failure • Adress Complexity • Scrum, XP, ASD RAD, AUP, DSDM, Crystal Clear 2000 Information Technology (IT) • Agile Development • Culture Change • Lean Software development, Kanban, Scrumban 2010 Globalization • Something bigger than Lean or Agile • An obligation to change
  8. 8. What’s in it for us?
  9. 9. Remember the Agile Manifesto? http://agilemanifesto.org/
  10. 10. Values • Individuals and interactions over processes and tools • Working software over comprehensive documentation • Customer collaboration over contract negotiation • Responding to change over following a plan
  11. 11. Principles • Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. • Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. • Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. • Business people and developers must work together daily throughout the project. • Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. • The most efficient and effective method of conveying information to and within a development team is face-to- face conversation.
  12. 12. Principles (2) • Working software is the primary measure of progress. • Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. • Continuous attention to technical excellence and good design enhances agility. • Simplicity -- the art of maximizing the amount of work not done -- is essential. • The best architectures, requirements, and designs emerge from self-organizing teams. • At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
  13. 13. Agile Methodologies
  14. 14. Scrum Ref. CodeCentric
  15. 15. Small and simple Ref. Scrum.org http://www.scrum.org/scrumguides/
  16. 16. XP Ref. eXtreme Programming explained, Kent Beck
  17. 17. Ref. The State of Agile Survey VersionOne
  18. 18. Lean
  19. 19. « 4 P » Model
  20. 20. Principles 1. Base your management decisions on a long-term philosophy, even at the expense of short-term financial goals. 2. Create a continuous process flow to bring problems to the surface. 3. Use “pull” systems to avoid overproduction. 4. Level out the workload (work like the tortoise, not like the hare). 5. Build a culture of stopping to fix problems to get quality right the first time. 6. Standardized tasks and processes are the foundation for continuous improvement and employee engagement. 7. Use visual controls so no problems are hidden.
  21. 21. Principles (2) 8. Use only reliable, thoroughly tested technology that serves your people and process. 9. Grow leaders who thoroughly understand the work, live the philosophy, and teach it to others. 10.Develop exceptional people and teams who follow your company’s philosophy. 11.Respect your extended network of partners and suppliers by challenging them and helping them improve. 12.Go and see for yourself to thoroughly understand the situation. 13.Make decisions slowly by consensus, thoroughly considering all options; implement decisions rapidly. 14.Become a learning organization through relentless reflection and continuous improvement.
  22. 22. Lean Tools
  23. 23. Muda-Muri-Mura
  24. 24. Kaizen
  25. 25. Kata
  26. 26. Kanban
  27. 27. Different ?
  28. 28. Agile
  29. 29. Simple Complex Anarchy Technology RequirementsFar from Agreement Close to Agreement Closeto Certainty Farfrom Certainty Ref: Strategic Management and Organizational Dynamics by Ralph Stacey in Agile Software Development with Scrum by Ken Schwaber and Mike Beedle. Complexity
  30. 30. Empiricism Ref. Advanced Development Methods
  31. 31. Team
  32. 32. Lean
  33. 33. Waste elimination
  34. 34. Process
  35. 35. Work environment
  36. 36. All the Same
  37. 37. People
  38. 38. Managers
  39. 39. Leaders
  40. 40. Client
  41. 41. Client
  42. 42. Client
  43. 43. Value
  44. 44. Value
  45. 45. Quality
  46. 46. Culture
  47. 47. Who will win?
  48. 48. Lean or Agile?
  49. 49. Now this?
  50. 50. How about this?
  51. 51. The Answer:
  52. 52. Target is the same
  53. 53. Impact is the same
  54. 54. Road is the same
  55. 55. Coaching Required Ref. Managing Transitions, William Bridges
  56. 56. What matters
  57. 57. What you don’t see
  58. 58. It is bigger than us
  59. 59. Because it’s 2016
  60. 60. Your organisation
  61. 61. Thank you ! Agile Montreal Monthly events Agile Tour Montreal 2016 #atmtl2016 http://agilemontreal.ca Twitter: @agilemontreal LinkedIn: Agile Montréal info@agilemontreal.ca martin.goyette@gmail.com

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