Lean Software 101
Download as PPTX, PDF1 like305 views
The document discusses the application of lean principles to software development, emphasizing the elimination of waste and the improvement of processes for better value delivery to customers. It outlines core lean principles, types of waste specific to software, and practical tools that can be employed to implement lean methodologies effectively. The presentation also highlights a customer-centric perspective on value and the importance of continuous improvement.
Lean Software 101
- 1. Lean 101: Applying Lean to Software Focus on Lean principles, value stream mapping, and types of waste David Hanson dphanson63@yahoo.com https://www.linkedin.com/in/david-hanson/ https://www.slideshare.net/DavidHanson5 Presented at Agile New England, 5 August 2021
- 2. 2 Lean principles and practices have long been applied to manufacturing, with Agile arguably the inevitable evolution of Lean applied to knowledge- based work. When viewed from a customerâs perspective much of software development may be seen as lower value. How can organizations become lean by eliminating waste and working smarter? This session will explore Lean principles and practices applied to software beginning with value stream mapping and the 7 (+1) types of waste. About the presentation⊠About the presenter⊠David Hanson has applied Lean principles and practices throughout his career, on both traditional and Agile projects, to help eliminate waste in the process and deliver value to the customer. In 2013 David was certified as a Lean facilitator and since then has been presenting versions of this Lean 101 to help others apply Lean to software. David is currently a Scrum master for the Data Lake team in the Data & Analytics Organization at Mass General Brigham. Lean 101: Applying Lean to Software https://www.slideshare.net/DavidHanson5 dphanson63@yahoo.com https://www.linkedin.com/in/david-hanson/
- 3. 3 âOur group already operates pretty lean. Reporting to me, we have a project manager, shared across projects, and just one developer currently supporting a half-dozen initiatives.â Sound Lean?
- 4. 4 Lean? Lean! Working Smarter Cutting Waste Working Harder Cutting Staff Lean? Not Lean Lean Lean seeks to maximize customer value and to minimize process waste. Lean is: ï§ A mindset ï§ A set of behaviors ï§ A skill set ï§ A tool set Lean is a journey of continuous improvement. Agile is founded on Lean. Lean Introduction
- 5. 5 ï± Lean Principles ï± Lean Process ï± Value Stream ï± Lean Waste ï± Software Waste ï± Waste Exercises ï± Lean Toolkit ï± Push vs. Pull ï± Scrum and XP ï± Lean History Agenda
- 6. Exercise Preview Zoom annotation ïŒ Value ï«Required ï Waste
- 7. 7 Eliminate Waste Build Quality In Create Knowledge Defer Commit- ment Deliver Fast Respect People Optimize the Whole Focus on Customer Lean Principles 1. Eliminate Waste 2. Build Quality In 3. Create Knowledge 4. Defer Commitment 5. Deliver Fast 6. Respect People 7. Optimize the Whole 8. Focus on Customer Lean Foundation Mary and Tom Poppendieck published the first 7 principles in Lean Software Development: An Agile Toolkit 2003.
- 8. 8 Management Analysts Scrum Master Security Product Owner Infrastructure Data Scientists VIPs Support Data Governance PMO Marketing Reporting Group Data Source Data Warehouse Project Sponsor Vendor Audit Stakeholders Who are the customers willing to pay for access to a data lake? ïŒ Who are the stakeholders likely to drive required work that customers arenât expecting to pay for? ï« Data lake is a collection of structured and unstructured data; e.g., tables, files, documents, and images
- 9. 9
- 10. 10 Lean Principles: Another View Expounded Optimize the Whole Focus on Customers Energize Workers Eliminate Waste Clarify purpose Ask the right questions Purpose Building the wrong thing Appreciate entire value stream Solve the right problems Challenge Building the thing wrong Think long term Design a great experience Responsibility Batch and queue mentality Sources: www.poppendieck.com and www.leantoolkit.com Learn First Deliver Fast Build Quality In Keep Getting Better The predictability paradox Speed & quality lower cost Mistake proof the process Change as fast as the world changes Integrating events Focus on flow, not resource, efficiency Integrate early and often Pay attention to the small stuff Last responsible moment Manage workflow, not task schedules Donât tolerate defects Use the scientific method
- 11. 11 The Predictability Paradox Early planning is predictably wrong. Instead develop a capacity to learn and adapt quickly. Integrating Events Integrating events identify issues, test options, validate learning and reduce risks. The Last Responsible Moment Early decisions are expensive to change. Decide as late as possible and just in time. Learn First Deliver Fast Speed, Quality & Low Cost are Compatible Focus on delivering fast, will require quality and lowers costs. Focus on Flow Efficiency, not Resource Efficiency Maximizing resource utilization impedes smooth flow of value to customer. Manage to Priorities not to Schedule* Focus on pulling work based on customer priority, not on pushing work based on scheduled dates. Lean Principles: Focus on Two Fail fast, learn fast * My variation to Poppendiecksâ published principles. The Predictability Paradox
- 12. 12 Lean Process: Five Steps to Lean* * Often identified as Lean Principles Identify Value Map Value Stream Create Flow Establish Pull Pursue Perfection Identify value from customer perspective; aim to deliver no more, no less Map steps to create customer value with activity and wait time; eliminate steps that do not create customer value Create continuous flow to deliver value; remove obstacles that impede smooth flow Let customer demand pull value through entire value stream; limit work in progress Adopt culture which continuously pursues perfection
- 13. 13 ïŒ Creates competitive advantage ïŒ Transforms inputs into outputs customer needs or wants ïŒ Customer willing to pay for this activity o Minimum standards or required inputs o Transforms inputs into outputs customer may not want, but may be required o Customer unlikely to pay for this activity Ă Creates waste, stress, instability Ă Transforms inputs into outputs customer does not want Ă Customer unwilling to pay for this activity Value Added Non-value Added But Required* Non-value Added Minimize Eliminate Optimize Types of Activity in Value Stream *Non-value add but required may be regulatory or legal requirements, necessary inputs for setup or initiation, or safety and security necessities.
- 14. 14 Value Added Non-value Add But Required Non-value Added Value Add? How can this activity be streamlined? How can this activity be minimized or can this activity be abandoned? How can this activity be eliminated?
- 15. 15
- 16. 16 Value Stream Map Process efficiency is value add activity time / lead time Lean organizations strive for >25% process efficiency Research Submit Approve Story Refine Planning Code Test Debug Retest Request Review Acceptance Debug Retest Deploy Release Reaccept Request Research Submit Approve Story Refine Planning Code Test Debug Retest Review Acceptance Debug Retest Reaccept Signoff Deploy Release Cycle Time Lead Time How can we improve process efficiency? Cycle Time Sprint Signoff Activity: Value Add Non-value Add But Required Non-value Add time
- 17. 17 Initiate Analysis Design Code Test Accept Deploy Close Project Management A Typical SDLC: How much is value add from a clientâs viewpoint? Initiate Analysis Design Code Test Accept Deploy Close Maybe thatâs not a fair view, but perhaps 2/3rds of our activity is not value add from the clientâs perspective. Project Management A clientâs view (perhaps): 1. Initiate: Sure, I need to get this started. 2. Analysis: At least this will help me understand what I want, I think. 3. Design: I donât really care, as long as it works. 4. Code: Maybe I should have made it myself using Access. 5. Test: How many mistakes were caught by QA? 6. Accept: If I approve then at least I can use it, but did I really ask for this? 7. Deploy: Finally! 8. Close: Sign, where? 9. Project Management: Please, not another status report. Value Add But Required Non- value Add
- 18. 18 Eliminating waste in a typical development activity chain Coding required function Coding needed function Coding extra function Testing required function Testing needed function Testing extra function Debugging required function Debugging needed function Debugging extra function Retesting required function Retesting needed function Retesting extra function Value Added: 2 of 12 steps Non Value Added But Necessary: 2 of 12 steps Non Value Added: 8 of 12 steps Instead of focusing on how to optimize the value added steps, first focus on eliminating the non-value added steps Finding better ways to do something useful or required is harder than finding ways to eliminate something useless Maximize the work not done!
- 19. 19 Defects (product) Overdone (process) Waiting (people or process) Neglect (people) Transport (product) Inventory (product) Motion (people) Excess (product) Lean Waste: 7 types of waste (plus 1) O and E interchangeable: Overproduction and Excess processing Add Neglect as the plus 1 for the acronym DOWNTIME
- 20. 20 Defects Overdone Waiting Neglect Transport Inventory Motion Excess Bugs Technical Debt Delays Relearning Handovers Work In Progress Task Switching Extra Features Lean Waste: A Software Perspective Poppendieck omits Neglect and Technical Debt, mapping Overdone to Relearning underdone
- 21. 21 Defect | Bug Overdone | Tech Debt Wait | Delay Neglect | Relearning Transport | Handover Inventory | WIP Motion | Multi-tasking Excess | Extra Features Early test finds performance issue 1st team gets file; 2nd team loads file Tracking dates weekly on 30 milestones Stakeholders suggest alternatives during review Start now for delivery in 9 months 20-page support doc before go-live Stories without acceptance View hides PII data DevOps refactoring Prod, but not Dev 12 people attend; 6 people participate Product owners lack Scrum training Testing postponed due to maintenance New environment takes weeks to configure 2nd team with primary and secondary sprint goal 1st team with 5 sprint goals EST <> EDT Support 2 machine learning packages PO writes stories for requirements gathering Same data from source to raw to refined to curated Team member misses sprint planning Does the type of waste categorization really matter? Type of Waste? Lean Waste | Software Waste
- 22. 22 Defect | Bug Overdone | Tech Debt Wait | Delay Neglect | Relearning Transport | Handover Inventory | WIP Motion | Multi-tasking Excess | Extra Features Test finds performance issue Twice weekly status report 1st team gets file; 2nd team loads file Tracking dates weekly on 2- dozen milestones Stakeholders suggest alternatives during review Start now for delivery in 9 months OKRs defined, but not shared Product owner doubles as tech lead 20-page support doc before go-live Stories without acceptance Team members not T-shaped View hides PII data DevOps refactoring Prod, but not Dev 1st team pulls story, then assigns tasks to 2nd team 12 people attend; 6 people participate Product owners lack Scrum training Development w/o test data Testing postponed due to maintenance Key participant arrives 5 min late New environment takes weeks to configure 2nd team with primary and secondary sprint goal 1st team with 5 sprint goals EST <> EDT Production dashboard without user Tableau, Cognos, Power BI PO writes stories for requirements gathering Same data from source to raw to refined to curated Team member misses sprint planning Does the type of waste categorization really matter? Type of Waste? My Categorization
- 23. Lean Toolkit Lean manufacturing has developed dozens of practices which can be applied effectively to software development
- 24. 24 More Tools in the Lean Toolkit Not to be overlooked Value Stream Mapping and Lean Waste covered in depth in prior slides Lean Canvas Single page project definitions useful to quickly assess and prioritize projects A3 Problem Solving Single 11x17 sheet useful for tracking problem from current state to future state to solution 5 Whys Simple technique asking why five times to find the deeper root cause of an issue Voice of Customer Ask who, what, why, when and where to gather the voice of your customer Gemba Walk Go-and-see, observing business processes and software development first-hand SIPOC Process flow technique following supplier > input > process > output > customer 5S Organize work and workplace using sort, straighten, shine, standardize, sustain A3 A 4 A 4 Why? Why? Why? Why? Why? Who What Why When Where S I P O C S S S S S Fishbone Sophisticated technique for finding multiple root causes from various sources 5
- 25. 25 Frequently Practiced: âą Kanban âą Kaizen âą Pareto Principle âą Plan-Do-Check-Act âą MoSCoW Occasionally Used: âą Andon Cord âą Takt Time âą Single Piece Flow âą Poka-Yoke âą Kano Analysis Related to Lean: âą Day-in-the-Life âą Silent Brainstorming âą Mind Mapping âą SMART Goals âą Empathy Mapping Even More Tools in the Lean Box And there are still many moreâŠ
- 26. Pull, not Push A Case Study
- 27. 27 Traditional Process with Push: Flow Becomes Uneven As work is pushed onto the queue, flow becomes uneven, with work often stalled in the process. Requirements Specification Design Development Testing Acceptance Release
- 28. 28 Traditional Process with Pull: Flow Becomes Smooth As work is pulled through the queue, flow becomes smooth; only then can new work be added. Requirements Specification Design Development Testing Acceptance Release Kanban: Visualize Work Limit WIP Continuous Flow What could we try to reduce cycle time?
- 29. Pull, Donât Push Pushing work onto the queue based on schedule is resulting in too much work in analysis and design phases Changing focus to pulling work through the process into production will result in better flow and higher productivity
- 30. 30 Keep Getting Better Change as Fast as the World Changes Donât let todayâs best practice prevent adoption of tomorrowâs better practice. Lean Principles: One more, briefly
- 31. Appendix Flow with Scrum and XP Lean history
- 32. 32 Scrum Process Flow Regular backlog refinement creates a steady flow of ready stories. Advanced deployment strategies complete user acceptance in production. Test Code Design Not Ready To Do Doing Done Ready Increment Product Backlog Refinement Sprint Acceptance Release
- 33. 33 Scrum Process Flow: supplemented with XP practices Regular backlog refinement creates a steady flow of ready stories. Advanced deployment strategies complete user acceptance in production. Test Code Design Not Ready To Do Doing Done Backlog Refinement Sprint Acceptance Release Ready Incre- ment Product 1 day XP Refactor
- 34. 34 Toyota is often credited as inventing Lean with the Toyota Production System, however the history, like Lean itself, is one of continuous evolution and improvement with numerous contributors and practitioners. A few key figures from the last century: Frederick Taylor Frank Gilbreth Henry Ford Sakichi Toyoda Edwards Deming Kiichiro Toyota Joseph Juran Taiichi Ohno Shigeo Shingo Agile is the next advance in the evolution of Lean. Lean Manufacturing: Origins http://www.strategosinc.com/lean_manufacturing_history.htm
- 36. 36 Alert sent when job fails Sample Activity Just a few examples that Iâve seen recently Team members work in pairs 12 people attend; 6 people participate Tracking dates on dozens of milestones Two weekly status reports Early testing finds performance issue OKRs defined, but not shared Stakeholders suggest alternatives during review 1st team gets file; 2nd team loads file Stories without acceptance 20-page support doc before go-live Key participant arrives 5 min late Product owner lacks Scrum training Requirements signed off by stakeholder Development w/o test data PO writes stories for requirements gathering PII data removed One team with 5 sprint goals Two teams with common sprint goal New environment takes weeks to configure New member submits access request 1st team pulls story, then assigns tasks to 2nd team Testing postponed due to maintenance Start now for delivery in 9 months
- 37. 37 Alert sent when job fails Sample Activity Just a few examples that Iâve seen recently Team members work in pairs 12 people attend; 6 people participate Tracking dates on dozens of milestones Two weekly status reports Early testing finds performance issue OKRs defined, but not shared Stakeholders suggest alternatives during review 1st team gets file; 2nd team loads file Stories without acceptance 20-page support doc before go-live Key participant arrives 5 min late Product owner lacks Scrum training Requirements signed off by stakeholder Development w/o test data PO writes stories for requirements gathering PII data removed One team with 5 sprint goals Two teams with common sprint goal New environment takes weeks to configure New member submits access request 1st team pulls story, then assigns tasks to 2nd team Testing postponed due to maintenance Start now for delivery in 9 months
- 38. 38 Type of Waste? Lean Waste | Software Waste Add your own examples Defect | Bug Overdone | Tech Debt Wait | Delay Neglect | Relearning Transport | Handover Inventory | WIP Motion | Multi-tasking Excess | Extra Features
Editor's Notes
- #2: 2
- #3: 2 > 0 Omitted during ANE 101
- #4: 3
- #5: 3 Credits to State Street Lean Office for original motivation for this slide.
- #6: 1
- #7: 3
- #8: 2
- #9: 4 Notice whoâs not circled?
- #10: Reproduced responses from ANE 101. Failed to save during session.
- #11: 2
- #12: 4 Setting dates early often drives behaviors which inevitably extend timelines Develop options, avoid commitment Faster, better, cheaper can pivot with customerâs changing desires
- #13: 2
- #14: 2
- #15: 5 Whatâs the most promising area to focus on? Easier to not do something useless than perfect something useful. Start by maximizing work not done.
- #17: 5 Note wait time Perhaps first all same color, then evaluate value add Process efficiency ~18% as drawn (2.09â value add activity time / 11.7â lead time) Assume sprint 10 days, then lead time 41 days as drawn
- #18: 2
- #19: 2
- #20: 2 Neglect is the plus one, changing the acronym from TIMWOOD to DOWNTIME
- #21: 2 Overdone is reframed as underdone with this software perspective.
- #22: 5 Move stickies into box or type ideas as they come?
- #23: 5 > 0 Exercise cut back from 28 to 20 cards.
- #24: 0 Omitted during ANE 101
- #25: 4 https://thenounproject.com/term/business-model-canvas/116286/ Fishbone: created by Kirby Wu from Noun Project https://www.drcone.com/2017/12/02/3925/ Fishbone: Man, Method, Material, Machine, Measurement, Environment (other variations keying off âPâ)
- #26: 0 Omitted during ANE 101
- #27: 0 Omitted during ANE 101
- #28: 2 > 0 Not covered in ANE 101
- #29: 4 > 0, not included in ANE 101 What can be done to increase rate of flow through the pipeline? How would single piece flow differ?
- #30: 1 > 0 Not included in ANE 101
- #31: 2
- #32: 1 > 0
- #33: 1 > 0
- #34: 1 > 0
- #35: 2 > 0 Agile is the next step in the evolution of Lean.
- #37: Add green check for value add, yellow star for but required, and red mark for non-value add.