A two hour introduction to Lean Management, Lean Software Development and Agile, focusing on the thinking rather than roles, activities and artifacts.

1. Andreas Hägglund
I run projects and make organizations more efficient
Introducing Lean & Agile
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slideshare.net/andreashagglund
@ahab1972
andreashagglund

2. Standish Group
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Success Challenged Failed
1994
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3. Standish Group
0
10
20
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40
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Success Challenged Failed
1994
2012
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4. 1994
0
10
20
30
40
50
60
70
Success Challenged Failed
Large companies
Medium companies
Small companies
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5. 11K
Why?

6. Hint:
Technology Is Not The Problem!
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7. Everything changes...
• Requirements
• Environment
• Business
• Technology
• Competition
• People
• Tools
Experience grows
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Why?

8. Changes Requires Communication
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9. Changes Requires Communication
And We’re No Good At It!
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10. Changes Requires Communication
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11. The solution?
The CHAOS Manifesto, Standish Group 2012
0
10
20
30
40
50
60
Success Challenged Failed
Traditional
Agile
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12. It’s Not Easy!
Complex
Anarchy
Technology
Requirements
Far from
Agreement
Close to
Agreement
Closeto
Certainty
Farfrom
Certainty
Simple
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13. We Must Learn!
Every Business Unit is
Becoming a Technology
Startup
In 2017, >50% of total IT spending will be outside of IT
*Gartner, May 2015
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14. You Should Too…
By 2018 digital business
will drive a 500% boost in
digital jobs
Digital business is new business designs that blend the virtual world and the physical
worlds, changing how processes and industries work through the Internet of Things.
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15. Lean, Agile and related disciplines are
spreading in all industries, all over the
world
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16. And soon it will be in MENA ...
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17. Is IT unique?
Original budget
Planned work from
February 2005 to
December 2008 (=34
months)
Estimated cost: 876
Million USD
Height: 728 m
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18. Is IT unique?
Original budget
Planned work from
February 2005 to
December 2008 (=34
months)
Estimated cost: 876
Million USD
Height: 728 m
Actual Outcome
Actual work from
September 2004 to
September 2009 (=60
months)
Cost: 1.500 Million
USD
Height: 828 m
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19. Lean industries
Lean Production, Lean Health Care, Lean Education,
Lean Start Up, Lean Publishing, Lean IT, Lean
Software Development, Lean UX, Lean Human
Resources, Lean Marketing, Lean Government,
Lean Sales, Lean Governance, Lean Manufacturing,
Lean Thinking and more...
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20. Reasons to adopt Agile
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21. Results from going Agile
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22. The 1% Agile Failures
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23. Lean & Agile Origins
2001 2003
Individuals and
interactions over
processes and tools
Responding to
change over
following a plan
Theory of
Constraints
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Chaos-report

24. Principles of Lean Management
1. Create Long Term Business Value
2. Continuous Learning / Improvements
3. Eliminate Waste
4. Increase Flow
5. Respect
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Respect
ReduceWaste
IncreaseFlow
Continous
Improvemenet
Value

25. In short...
Lean is about maximizing customer
value while minimizing waste.
Simply, lean means creating more value for
customers with fewer resources through
continuous improvement.
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26. Identify the value stream...
Invent
service
Set up
organization
Deliver
service Bill client
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27. ... and shorten it!
Identify the value stream...
Invent
service
Set up
organization
Deliver
service Bill client
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28. From Concept to Cash
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29. Improve the Flow
Local optimization
Unnecessary documents
Unnecessary queues & wait
Multiple approvals
Inadequate resources
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30. By Reducing 7 Wastes
1. Defects
2. Overproduction
3. Transportation
4. Waiting
5. Inventory
6. Motion
7. Processing
(8. Unused Talent/Skill)
Mura, Muri, Muda –
Unevenness, Overburden, Waste
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31. Lean Software Development
1. Eliminate waste
2. Amplify learning
3. Decide as late as possible
4. Deliver as fast as possible
5. Empower the team
6. Build quality in
7. See the whole
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32. Now For Some Agile
Individuals and
interactions over
processes and tools
Responding to
change over
following a plan
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33. What is Agile?
Well...
Agile is not Happy Hacking
It’s not unorganized
It’s not unstructured
It’s not unplanned
It’s not undocumented
It’s not undisciplined
Fact is – It’s extremely
disciplined
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34. The Agile Onion
Agile Goal (1)
Agile Values (4)
Agile Principles (12)
Agile Methods (40+)
Agile Techniques (200+)
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35. Agile is about hitting a moving
(business) target
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36. “At the end of the day, your
job isn’t to execute a plan or
get the requirements right —
your job is to change the
world”
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37. The Agile Values
Individuals and
interactions over
processes and tools
Responding to
change over
following a plan
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38. Agile Principles
1.Our highest priority is to satisfy the customer through early and continuous
delivery of valuable software.
2.Welcome changing requirements
3.Deliver working software frequently
4.Business & IT must work together daily
5.Build projects around motivated individuals. Give them the environment and
support they need, and trust them to get the job done.
6.Face-to-face conversation is the most effective method of communicating
7.Working software is the primary measure of progress.
8.Sustainable development
9.Technical excellence
10.Simplicity--the art of maximizing the amount of work not done - is essential.
11.Self-organizing teams.
12.Reflect and adapt continuously
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40. Icons designed by Freepik
Test
Design
Deployment
Analysis
Implementation
Release 1
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Traditional Method

41. Agile/Iterative Methods
Icons designed by Freepik
Release 1 Release 2 Release 3
Test
Design
Deployment
Analysis
Implementation
Release 1
Traditional Method
Release 4 Release 5
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42. Comparing Waterfall and Agile
Waterfall
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43. Comparing Waterfall and Agile
Waterfall
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44. Risk Reduction
Waterfall
Agile
Time
Risk
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45. Lean & Agile Characteristics
1. Continuous Learning / Improvement
2. Frequent and Open Communication & Feedback
3. Collaborative Short Term Planning
4. Light Weight Ceremonies
5. Late Decisions and Early Delivery
6. Generative Rules & Empiricism
7. Integrity, Excellence & Quality
8. Transparency & Visualization (Workflow, Workload,
Problems and more…)
9. System’s Thinking
10.Trust, Respect, Autonomy & Self Organization
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46. Lean & Agile Characteristics
1. Continuous Learning / Improvement
2. Frequent and Open Communication & Feedback
3. Collaborative Short Term Planning
4. Light Weight Ceremonies
5. Late Decisions and Fast Delivery
6. Generative Rules & Empiricism
7. Integrity, Excellence & Quality
8. Transparency & Visualization (Workflow, Workload,
Problems and more…)
9. System’s Thinking
10.Trust, Respect, Autonomy & Self Organization
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”Learning is not mandatory,
neither is survival”
- W. Edward Demings

47. Why Lean and Agile?
We increase return on investment by making continuous flow of value our
focus.
We deliver reliable results by engaging customers in frequent interactions
and shared ownership.
We manage uncertainty by expecting it and adapts to it through iterations and
anticipation.
We unleash creativity and innovation by recognizing that individuals are the
ultimate source of value, and creating an environment where they can make a
difference.
We boost performance through group accountability for results and shared
responsibility for team effectiveness.
We improve effectiveness and reliability through situationally specific
strategies, processes and practices.
*Declaration of interdependance
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48. Traditional Employee
Specialist (I-profile)
Accountable for own
work
Acts on instruction
Agile Employee
General Specialist
(T-profile)
Accountable for
team’s work
Acts on needs
Self-organizes
Competence
Competence
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49. Management
Traditional Manager
• Decision maker
• Accountable for the
result
• Assigns tasks and
roles
Managers in Agile
organizations
• Servant Leader & Guide
• Accountable for the
environment the team
works within
• Setting goals
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50. Project Teams
Agile Teams
Self-organizes
Network
Team accountability
Individual responsibility
Traditional Teams
Predefined roles
Hierarchy
Individual accountability
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51. Some example practices
A3 Analysis
Fist of Five
User Stories
Burndown charts
Cumulative Flow Charts
KanBan boards
Limiting WIP
Daily stand up meetings
Frequent retrospects
Real Options
Jidoka
Genchi Genbutsu
Cost of Delay
Dedicated business
representatives
Explicit rules
Visual workflow
Visualized workload
Rolling wave plan
Velocity
Story points
Time boxes
Autonomous teams
And many many more...
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52. Scope
Time
Quality
Cost
The Iron Triangle
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53. Scope
Time
Quality
Cost
Fixed
The Iron Triangle
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54. Scope
Time
Quality
Cost
Fixed
Time Cost
Quality
Scope
The Agile
Triangle
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55. Scope
Time
Quality
Cost
Fixed
Time Cost
Quality
Scope
Fixed
The Agile
Triangle
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56. Scope
Time
Quality
Cost
Fixed
Time Cost
Quality
Scope
Fixed
This is what we
call a timebox
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57. Scope
Time
Quality
Cost
Fixed
Time Cost
Quality
Scope
Fixed
This is what we
call failure This is what we
call a timebox
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58. Agile Planning ≠ Gannt Schedule
Todo Doing Done Analysis
Priority
Burndown
Cumulative
Flow
Delivered Value
1. Tasks are selected instead of assigned
2. Individuals are responsible for tasks they selected themselves
3. Team is accountable for delivery
4. Plan and analysis is visible for all
Risk
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59. Visualizing
Burndown
Cumulative
Flow
Delivered Value
Todo Doing Done
Ri
sk
VelocityTasks
Features
Maintenance
Support
Hours/week
User step 1 User step
2
User step 3 User step
4
User step
5
User step
6
Risk
Risk
OutcomeOutcomeOutcomeOutcome
OutcomeOutcome
Outcome
Story Mapping
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L
M
S

60. How to run an Agile Project
Identify the
business
opportunity
Prioritize
Self-organize
- Analyze
- Implement
- Refactor
- Test
- Deploy
Evaluate,
Reflect &
Adapt
”As a loving father I want to
have a nice affordable dinner
with my family so that I can go
to bed feeling good”
”As a loving father I
want to have a nice
affordable dinner
with my family so
that I can go to bed
feeling good”
”As a loving father I
want to have a nice
affordable dinner
with my family so
that I can go to bed
feeling good”
”As a loving father I
want to have a nice
affordable dinner
with my family so
that I can go to bed
feeling good”
”As a loving father I
want to have a nice
affordable dinner
with my family so
that I can go to bed
feeling good”
”As a loving father I
want to have a nice
affordable dinner
with my family so
that I can go to bed
feeling good”
”As a loving father I
want to have a nice
affordable dinner
with my family so
that I can go to bed
feeling good”
Priority
Done
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61. When a traditional manager goes
shopping for dinner...
Make
shoppin
g list
Estimate
costs
Plan
route
Set iron
triangle
Assign
resource
s
Shop
Deliver
to
kitchen
Put in
fridge
Fetch
goods
Start
cooking
Manager
Purchaser
Chef
Hand-off
Hand-off
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62. When a traditional manager goes
shopping for dinner...
Make
shoppin
g list
Estimate
costs
Plan
route
Set iron
triangle
Assign
resource
s
Shop
Deliver
to
kitchen
Put in
fridge
Fetch
goods
Start
cooking
Manager
Purchaser
Chef
Hand-off
Hand-off
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63. When a traditional manager goes
shopping for dinner...
Make
shoppin
g list
Estimate
costs
Plan
route
Set iron
triangle
Assign
resource
s
Shop
Deliver
to
kitchen
Put in
fridge
Fetch
goods
Start
cooking
Manager
Purchaser
Chef
Hand-off
Hand-off
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64. When the agile manager
goes shopping...
Set
timebox
Get
money
Go to
super-
market
Check
prices
and
supplies
Try
sample
food in
shop
Call
family
Shop
Rent a
movie
Deliver
to
kitchen
Show
goods
for chef
Buy
extra
items at
7-11
Cook
food
”As a loving father I want
to have a nice affordable
dinner with my family so
that I can go to bed feeling
good”
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65. How do You shop?
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66. When should I use Lean & Agile?
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67. When should I use Lean & Agile?
”You should only use Agile on
Projects you want to succeed”
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68. When should I use Lean & Agile?
”You should only use Agile on
Projects you want to succeed”
0
10
20
30
40
50
60
Traditional
Agile
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69. When should I use Lean & Agile?
You should only use Lean
when you want to improve!
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70. Are you too busy to improve?
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71. Who’s Lean & Agile
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72. Some Suggested Reading
http://buff.ly/1iK9UDm

73. Agile Middle East
• Community Organization promoting Lean and
Agile Development Practices in the Middle East
• Members from Saudi, UAE, Turkey, Egypt,
Lebanon and more
• Organizes Agile ME Summit on March 19
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74. Agile ME Summit 2016
http://2016.meagile.com/
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75. Agile Middle
East
info@meagile.com
https://agilemiddleeast.org/
Contact
Information
https://www.facebook.com/AgileMiddleEast
https://twitter.com/MEAgile
https://www.linkedin.com/groups?home=&gid=8133203
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76. Andreas
Hägglund
ah@11k.se
I run projects and
make organizations
more efficient
andreashagglund
@ahab1972
slideshare.net/andreashagglund
www.kravanalys.se
www.systemvaruhuset.se
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