Leanban: The Next Step in the Evolution of Agile
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The document outlines the evolution of agile methodologies, introducing 'leanban' as the next step integrating lean and kanban principles with agile practices. It addresses the challenges and requirements for effective agile implementation, emphasizing the importance of collaboration, management involvement, and adapting core practices for organizational context. The document also discusses the significance of various agile practices like continuous integration, automated testing, and the need for a flexible approach to improve workflow and team dynamics.
Leanban: The Next Step in the Evolution of Agile
- 1. Leanban: The Next Step in the Evolution of Agile Lean-Agile Transformation from the C-suite to Dev Ops
- 2. © Copyright Net Objectives, Inc. All Rights Reserved Al Shalloway alshall@NetObjectives.com @AlShalloway CEO, Founder Co-founder of Lean-Systems Society Co-founder Lean-Kanban University (no longer affiliated) Contributor to SAFe
- 3. © Copyright Net Objectives, Inc. All Rights Reserved Lean Management Project Management technical Lean for Executives Product Portfolio Management Business Product Owner Product Owner Onsite SPC Leading SAFe® Agile Architecture Product Manager/PO Leanban / Kanban / Scrum ATDD / TDD / Design Patterns ASSESSMENTS CONSULTING TRAINING COACHING
- 4. © Copyright Net Objectives, Inc. All Rights Reserved Absorb what is useful, reject what is useless, add what is specifically your own. Bruce Lee All models are wrong, some are useful. George Box
- 5. © Copyright Net Objectives, Inc. All Rights Reserved A brief history of Agile 1995 – Scrum 1999 – XP 2001 – Agile Manifesto 2004 – Lean Software 2007 – Kanban 2007 – Scrumban 2009 – Kanban Method
- 6. © Copyright Net Objectives, Inc. All Rights Reserved Lean-Kanban Lean-Scrum Webinar In a Nutshell Focus on flow Focus on Eco-System Kanban Scrum DisciplineRequired Lean-Thinking Leanban
- 7. © Copyright Net Objectives, Inc. All Rights Reserved 1. The Beginnings – Iterative Development 2. The Rise & Challenge of Flow-Only Based Agile 3. Contrasting Iterative and Flow-Only Based Agile 4. The Case for the Next Evolutionary Step for Agile 5. The Requirements for the Next Phase of Agile 6. Leanban – Continuing the Evolution of Agile Agile Evolution’s Next Step: Introducing Leanban
- 8. © Copyright Net Objectives, Inc. All Rights Reserved Lessons from Scrum Cross-functional teams are good Improve collaboration Eliminate waste Cadence coordinates different roles Iterations Create Discipline Short term planning can be accurate Principles are needed to learn Theory without experience is useless. Experience without theory is expensive. - Paraphrase of Deming
- 9. © Copyright Net Objectives, Inc. All Rights Reserved Lessons from XP Test-first and automated testing results in long-term high quality, maintainable code Continuous integration is important Small stories are important Collaboration is critical Shared understanding of Agility is critical If we have too high a bar for adoption – even when the practices are good – few teams will move forward.
- 10. © Copyright Net Objectives, Inc. All Rights Reserved 1. The Beginnings – Iterative Development 2. The Rise & Challenge of Flow-Only Based Agile 3. Contrasting Iterative and Flow-Only Based Agile 4. The Case for the Next Evolutionary Step for Agile 5. The Requirements for the Next Phase of Agile 6. Leanban – Continuing the Evolution of Agile Agile Evolution’s Next Step: Introducing Leanban
- 11. © Copyright Net Objectives, Inc. All Rights Reserved Challenges Implementing Agile • Can’t always form cross-functional teams • Unfamiliar roles are sometimes resisted • Too much change is bad • Lack of management inclusion • Lack of flexibility required in IT & product environments with heavy maintenance costs
- 12. © Copyright Net Objectives, Inc. All Rights Reserved Lessons from Kanban Use kanban to manage flow with or without cross- functional teams Visibility and explicit workflow greatly enhances learning It is important to include management How to affect change when one can’t do any change at start If we focus only on work flow, we will miss other opportunities for improvement. Flow when you can, pull when you must. – many Lean senseis
- 13. © Copyright Net Objectives, Inc. All Rights Reserved 1. The Beginnings – Iterative Development 2. The Rise & Challenge of Flow-Only Based Agile 3. Contrasting Iterative and Flow-Only Based Agile 4. The Case for the Next Evolutionary Step for Agile 5. The Requirements for the Next Phase of Agile 6. Leanban – Continuing the Evolution of Agile Agile Evolution’s Next Step: Introducing Leanban
- 14. © Copyright Net Objectives, Inc. All Rights Reserved Scrum Kanban Organize in cross-functional teams Use your current team organization. Team structure is orthogonal to some Kanban practitioners Create new roles: PO, SM, Team Use existing roles Just jump to Scrum and consider any impediments you face as issues to remove Start where you are. Avoid making eco-system changes until after a kanban system has been put into place Use time-boxed sprints for planning and guidance to finish things quickly Do not have sprints nor plan work ahead besides creating a product backlog Estimate work and use velocity based on estimates and work done to assist planning Do not estimate – considered wasteful activity Create visibility of work going into and out of sprint as well as status of work being done. But don’t explain workflow rules. Make all work visible to management including work status and workflow agreements. Have learning retrospections at the end of every sprint Have explicit workflow policies that enable the use of kaizen to improve flow on a daily basis Teams coached by a Scrum Master with no authority over them Teams use existing team-leadership approaches in place prior to Kanban Method
- 15. © Copyright Net Objectives, Inc. All Rights Reserved Framework/Method Tunnel Vision Frameworks and methods do not preclude others de jure But focusing on one thing precludes others de facto Scrum tends to preclude flow, explicit policies, management (doesn’t have to, but often does) Some Kanban methods tends to preclude teams (doesn’t have to, but often does) In theory, theory and practice are the same. But in practice they are different. Albert Einstein Men occasionally stumble over the truth, but most of them pick themselves up and hurry off as if nothing had happened. Winston Churchill
- 16. © Copyright Net Objectives, Inc. All Rights Reserved Scrum Kanban Organize in cross-functional teams Use your current team organization. Team structure is orthogonal to some Kanban practitioners Create new roles: PO, SM, Team Use existing roles Just jump to Scrum and consider any impediments you face as issues to remove Start where you are. Avoid making eco-system changes until after a kanban system has been put into place Use time-boxed sprints for planning and guidance to finish things quickly Do not have sprints nor plan work ahead besides creating a product backlog Estimate work and use velocity based on estimates and work done to assist planning Do not estimate – considered wasteful activity Create visibility of work going into and out of sprint as well as status of work being done. But don’t explain workflow rules. Make all work visible to management including work status and workflow agreements. Have learning retrospections at the end of every sprint Have explicit workflow policies that enable the use of kaizen to improve flow on a daily basis Teams coached by a Scrum Master with no authority over them Teams use existing team-leadership approaches in place prior to Kanban Method
- 17. © Copyright Net Objectives, Inc. All Rights Reserved 1. The Beginnings – Iterative Development 2. The Rise & Challenge of Flow-Only Based Agile 3. Contrasting Iterative and Flow-Only Based Agile 4. The Case for the Next Evolutionary Step for Agile 5. The Requirements for the Next Phase of Agile 6. Leanban – Continuing the Evolution of Agile Agile Evolution’s Next Step: Introducing Leanban
- 18. © Copyright Net Objectives, Inc. All Rights Reserved What’s Missing? • Transition Management • Learning theory • Double loop learning
- 19. © Copyright Net Objectives, Inc. All Rights Reserved What’s Missing? • Transition Management • Learning theory • Double loop learning
- 20. © Copyright Net Objectives, Inc. All Rights Reserved transition is a process
- 21. © Copyright Net Objectives, Inc. All Rights Reserved Transition happens at all levels Organization Management: Business & Technology Team Individual
- 22. © Copyright Net Objectives, Inc. All Rights Reserved The ideal rate of change depends on the ability of the organization to change Ability to change Amountofchangeattempted
- 23. © Copyright Net Objectives, Inc. All Rights Reserved What’s Missing? • Transition Management • Learning theory • Double loop learning
- 24. © Copyright Net Objectives, Inc. All Rights Reserved Novice – tell them what to do with a little why Advanced Beginner - tell them more why Competent – provide options Proficient – have them chose on their own Expert – have them make up new choices Phases of Learning It’s not about ‘being’ or ‘doing’ it’s about learning We need a way to start for novices that navigates people into competent and proficient.
- 25. © Copyright Net Objectives, Inc. All Rights Reserved What’s Missing? • Transition Management • Learning theory • Double loop learning
- 26. © Copyright Net Objectives, Inc. All Rights Reserved Double-Loop Learning – Chris Argyris Assumptions(underly ing beliefs form basis of actions) Actions Strategies & Techniques Results Single-Loop Learning Adjust actions based on results keeping approach you started with Double-Loop Learning Consider new actions by challenging assumptions you made based on results achieved
- 27. © Copyright Net Objectives, Inc. All Rights Reserved 1. The Beginnings – Iterative Development 2. The Rise & Challenge of Flow-Only Based Agile 3. Contrasting Iterative and Flow-Only Based Agile 4. The Case for the Next Evolutionary Step for Agile 5. The Requirements for the Next Phase of Agile 6. Leanban – Continuing the Evolution of Agile Agile Evolution’s Next Step: Introducing Leanban
- 28. © Copyright Net Objectives, Inc. All Rights Reserved It’s not enough to combine Scrum & Kanban. They must be put in the context of business value delivery.
- 29. © Copyright Net Objectives, Inc. All Rights Reserved thinking points Requirements for Team-Level Agile (at Scale) 1. Work in context of enterprise • Helps ensure teams do the core practices • Enables individuals to move around more easily • Facilitates cross-team learning • Facilitates management understanding
- 30. © Copyright Net Objectives, Inc. All Rights Reserved thinking points Requirements for Team-Level Agile (at Scale) 1. Work in context of enterprise 2. Business driven • All teams must focus on getting MBIs done in concert and not locally optimizing • Provides the mindset for coordination across teams
- 31. © Copyright Net Objectives, Inc. All Rights Reserved thinking points Requirements for Team-Level Agile (at Scale) 1. Work in context of enterprise 2. Business driven 3. Adopt core practices • Helps teams be effective without having to relearn the wheel • Increases quality, predictability and velocity • Take learnings from Scrum, XP, Kanban
- 32. © Copyright Net Objectives, Inc. All Rights Reserved thinking points Requirements for Team-Level Agile (at Scale) 1. Work in context of enterprise 2. Business driven 3. Adopt core practices 4. Practices tailored to the team • Variations must be accounted for • Whether have cross-functional teams • Whether need iterations • Level of team’s discipline • Discipline of team’s interacting with
- 33. © Copyright Net Objectives, Inc. All Rights Reserved thinking points Requirements for Team-Level Agile (at Scale) 1. Work in context of enterprise 2. Business driven 3. Adopt core practices 4. Practices tailored to the team 5. Attend to culture • Culture is unique to a company. • Requiring change may be a mistake but avoiding it usually is • Must attend to culture and what degree of change is appropriate
- 34. © Copyright Net Objectives, Inc. All Rights Reserved 1. The Beginnings – iterative development 2. The Rise & Challenge of Flow-Only Based Agile 3. Contrasting iterative and Flow-Only Based Agile 4. The Case for the Next Evolutionary Step for Agile 5. The Requirements for the Next Phase of Agile 6. Leanban – Continuing the Evolution of Agile Agile Evolution’s Next Step: Introducing Leanban
- 35. © Copyright Net Objectives, Inc. All Rights Reserved thinking points Requirements for Team-Level Agile (at Scale) 1. Work in context of enterprise 2. Business driven 3. Adopt core practices • Based on Lean principles • Helps teams be effective without having to relearn the wheel • Increases quality, predictability and velocity • Take learnings from Scrum, XP, Kanban
- 36. © Copyright Net Objectives, Inc. All Rights Reserved What Methods Profess Vs What Everyone Should Do eXtreme Programming Test-First Unit TDD Paired Programming Continuous Integration Automated testing Small batches Self-organization Daily standups Focus on finishing
- 37. © Copyright Net Objectives, Inc. All Rights Reserved Small batches Self-organization Daily standups Focus on finishing Everything visible eXtreme Programming Test-First Unit TDD Paired Programming Continuous Integration Automated testing What Methods Profess Vs What Everyone Should Do
- 38. © Copyright Net Objectives, Inc. All Rights Reserved Small batches Self-organization Daily standups Focus on finishing Everything visible Explicit workflow eXtreme Programming Test-First Unit TDD Paired Programming Continuous Integration Automated testing What Methods Profess Vs What Everyone Should Do
- 39. © Copyright Net Objectives, Inc. All Rights Reserved Small batches Self-organization Daily standups Focus on finishing Everything visible Explicit workflow Manage WIP eXtreme Programming Test-First Unit TDD Paired Programming Continuous Integration Automated testing What Methods Profess Vs What Everyone Should Do
- 40. © Copyright Net Objectives, Inc. All Rights Reserved Small batches Self-organization Daily standups Focus on finishing Everything visible Explicit workflow Manage WIP Use estimation & velocity eXtreme Programming Test-First Unit TDD Paired Programming Continuous Integration Automated testing What Methods Profess Vs What Everyone Should Do
- 41. © Copyright Net Objectives, Inc. All Rights Reserved Adopt Test-First at Acceptance Level Small batches Self-organization Daily standups Focus on finishing Everything visible Explicit workflow Manage WIP Use estimation & velocity ATDD XP Test-First Unit TDD Paired Programming Continuous Integration Automated testing
- 42. © Copyright Net Objectives, Inc. All Rights Reserved Adopt Other Practices When Able Small batches Self-organization Daily standups Focus on finishing Everything visible Explicit workflow Manage WIP Use estimation & velocity ATDD LEAN-XP Test-First Unit TDD Paired Programming Continuous Integration Automated testing Virtually everyone should be trying to do these Virtually everyone should be doing these.
- 43. © Copyright Net Objectives, Inc. All Rights Reserved thinking points Requirements for Team-Level Agile (at Scale) 1. Work in context of enterprise 2. Business driven 3. Adopt core practices 4. Practices tailored to the team • Variations must be accounted for • Whether have cross-functional teams • Whether need iterations • Level of team’s discipline • Discipline of team’s interacting with
- 44. © Copyright Net Objectives, Inc. All Rights Reserved call for Different Methods Different Situations Do we need iterations for planning? Do we need iterations for discipline? Can we adopt test-driven development? Are our developers willing to pair?
- 45. © Copyright Net Objectives, Inc. All Rights Reserved Determining Where to Start Can cross- functional teams be created? No Yes Are iterations needed for planning or discipline? Yes No Use Leanban with cross-functional teams and iterations Use Leanban with a pure flow model without cross- functional teams Use Leanban with a pure flow model with cross-functional teams
- 46. © Copyright Net Objectives, Inc. All Rights Reserved Plan decide on a practice (e.g., iterations) Do that practice Study the result (is it working out?) Act on the results. Keep doing it? Improve it? Do something new? How To: Plan-Do-Study-Act Plan Do Study Act Repeat
- 47. © Copyright Net Objectives, Inc. All Rights Reserved Practice Value Provided Challenge Presented Alternative Method of Getting Value Time Boxing Cadence for: • Input • Output • Demo • Retrospection Discipline Small batches Visibility In & Out Velocity Planning Method Focus Difficult to close out at end of time-box No real backlog, but rather small items come in on a regular basis making planning difficult Cost of time-box management high Can have independent cadences Must bring discipline to each story since they make take longer than should without it Use small batches / stories Use visual controls throughout workflow Measure velocity via cadence Plan ahead if valuable Take a value centric approach Cross- Functional Team Limits WIP Reduces Handoffs Improves Feedback Short term delays in workflow Improves Collaboration Improves learning Certain key people must be spread across several teams Attending to flow while using as close to a true team structure can achieve these values Kanban for key folks Dynamic Feature Teams Product owner Reduces unneeded features Team understands what needs to be done An equivalent “one-voice” is needed regardless of method How to Adopt a Better Practice
- 48. © Copyright Net Objectives, Inc. All Rights Reserved Practice Value Provided Challenge Presented Alternative Method of Getting Value Time Boxing Cadence for: • Input • Output • Demo • Retrospection Discipline Small batches Visibility In & Out Velocity Planning Method Focus Difficult to close out at end of time-box No real backlog, but rather small items come in on a regular basis making planning difficult Cost of time-box management high Can have independent cadences Must bring discipline to each story since they make take longer than should without it Use small batches / stories Use visual controls throughout workflow Measure velocity via cadence Plan ahead if valuable Take a value centric approach Cross- Functional Team Limits WIP Reduces Handoffs Improves Feedback Short term delays in workflow Improves Collaboration Improves learning Certain key people must be spread across several teams Attending to flow while using as close to a true team structure can achieve these values Kanban for key folks Dynamic Feature Teams Product owner Reduces unneeded features Team understands what needs to be done An equivalent “one-voice” is needed regardless of method How to Adopt a Better Practice
- 49. © Copyright Net Objectives, Inc. All Rights Reserved Practice Value Provided Challenge Presented Alternative Method of Getting Value Time Boxing Cadence for: • Input • Output • Demo • Retrospection Discipline Small batches Visibility In & Out Velocity Planning Method Focus Difficult to close out at end of time-box No real backlog, but rather small items come in on a regular basis making planning difficult Cost of time-box management high Can have independent cadences Must bring discipline to each story since they make take longer than should without it Use small batches / stories Use visual controls throughout workflow Measure velocity via cadence Plan ahead if valuable Take a value centric approach Cross- Functional Team Limits WIP Reduces Handoffs Improves Feedback Short term delays in workflow Improves Collaboration Improves learning Certain key people must be spread across several teams Attending to flow while using as close to a true team structure can achieve these values Kanban for key folks Dynamic Feature Teams Product owner Reduces unneeded features Team understands what needs to be done An equivalent “one-voice” is needed regardless of method How to Adopt a Better Practice
- 50. © Copyright Net Objectives, Inc. All Rights Reserved Focus on outcomes, not practices Outcome to Achieve Scrum Kanban What to Do Coordination with other teams Time-boxes all in synch Use cadence all in synch Use time-boxes or cadence Intra-Team Collaboration Cross-functional teams Insufficient, requires attempting to create teams Create teams to the extent possible Team in synch Daily standup Visual Control, daily standup Visual control, daily standup Reality check Things not done at end of sprint are clear Cycle time. Insufficient, requires tracking size of stories Manage Developer / tester relationship Skills, but not roles. End of sprint checkpoint Insufficient, ignores issue Time-boxing OR discipline with small stories ATDD highly recommended Predictability of work done Estimation and velocity Insufficient if don’t manage WIP Insufficient, requires estimation Estimation and velocity, Manage interruptions, Reduce technical debt Smooth transition Often insufficient if teams don’t exist prior to transition Can control rate of transition Use MBIs, create teams to the extent possible, sequence work, use ATDD Reduce Technical Debt Use XP style technical practices Ignores Use test-first methods (ATDD/TDD), Continuous integration, Emergent Design
- 51. © Copyright Net Objectives, Inc. All Rights Reserved Focus on outcomes, not practices Outcome to Achieve Scrum Kanban What to Do Coordination with other teams Time-boxes all in synch Use cadence all in synch Use time-boxes or cadence Intra-Team Collaboration Cross-functional teams Insufficient, requires attempting to create teams Create teams to the extent possible Team in synch Daily standup Visual Control, daily standup Visual control, daily standup Reality check Things not done at end of sprint are clear Cycle time. Insufficient, requires tracking size of stories Manage Developer / tester relationship Skills, but not roles. End of sprint checkpoint Insufficient, ignores issue Time-boxing OR discipline with small stories ATDD highly recommended Predictability of work done Estimation and velocity Insufficient if don’t manage WIP Insufficient, requires estimation Estimation and velocity, Manage interruptions, Reduce technical debt Smooth transition Often insufficient if teams don’t exist prior to transition Can control rate of transition Use MBIs, create teams to the extent possible, sequence work, use ATDD Reduce Technical Debt Use XP style technical practices Ignores Use test-first methods (ATDD/TDD), Continuous integration, Emergent Design
- 52. © Copyright Net Objectives, Inc. All Rights Reserved Focus on outcomes, not practices Outcome to Achieve Scrum Kanban What to Do Finish stories quickly Time boxes, small stories Managing WIP helps. Still insufficient as may not break stories down small enough Time boxes OR discipline to complete stories quickly. Decompose to small stories using <given> <when> <then> story format. Minimal delays in workflow Cross-functional Teams Use small stories Manage WIP Cross-functional teams, Manage WIP Use small stories Short feedback cycles Use small stories Product owner and cross- functional teams Manage WIP Insufficient – requires discipline Use small stories, Manage WIP Product owner and cross-functional teams Balanced workload Pull work based on velocity Manage WIP Pull work based on velocity Manage WIP
- 53. © Copyright Net Objectives, Inc. All Rights Reserved Create Checklists Practice What It Achieves Doing? Explicit workflow Enables everyone to know what’s happening. Facilitates learning Daily standups Keeps people informed (often not needed if co-located) Make everything visible Facilitates learning and management. Detect challenges. Common cadence/sprints Enables early synchronization of different teams Build incrementally and iterate on the increments Short feedback cycles and learning Focus on finishing Avoid too much WIP, look for opportunities to collaborate Do continuous integration Detect out of synchronization errors Estimate work items and compute velocity (unless a maintenance group) Validates understanding of items being worked on by the teams. Facilitates planning. Work in small batches Faster feedback. Easier to avoid workflow delays. Enables people moving around as needed. Use small stories Faster feedback. Easier to avoid workflow delays. Enables people moving around as needed. Manage work in process (WIP) Eliminate delay, speed up feedback Create cross-functional teams to the extent possible Eliminate delay, speed up feedback, learn faster Use test-first methods Better understand what is needed, convey this better, improve collaboration between dev and test, facilitate automation of test Paired Programming Collaboration, shared knowledge of code base, increased discipline
- 54. © Copyright Net Objectives, Inc. All Rights Reserved thinking points Requirements for Team-Level Agile (at Scale) 1. Work in context of enterprise 2. Business driven 3. Adopt core practices 4. Practices tailored to the team 5. Attend to culture • Culture is unique to a company. • Requiring change may be a mistake but avoiding it usually is • Must attend to culture and what degree of change is appropriate
- 55. © Copyright Net Objectives, Inc. All Rights Reserved Telling people “Just do it” just doesn’t do it
- 56. © Copyright Net Objectives, Inc. All Rights Reserved When an organization starts at the team level, the teams learn local optimizations which they later have to give up when they consider the entire value stream. When an organization starts with the whole in mind, the teams improve as much as they can within this larger context. Bottom up? Holistic? Consider …
- 57. © Copyright Net Objectives, Inc. All Rights Reserved thinking points Requirements for Team-Level Agile (at Scale) 1. Work in context of enterprise 2. Business driven 3. Adopt core practices 4. Practices tailored to the team 5. Attend to culture 6. How teams work together • Teams coordinate using Lean principles • Many approaches • Core teams • Dynamic Feature Teams • Shared backlogs
- 58. © Copyright Net Objectives, Inc. All Rights Reserved Challenge: Can only create a few cross-functional teams
- 59. © Copyright Net Objectives, Inc. All Rights Reserved Solution: use Kanban for others Create those you can,
- 60. review © Copyright Net Objectives, Inc. All Rights Reserved 60 Summary Scrum, XP and Kanban are all partial implementations of Lean that we can learn from If we drop the labels and certifications and come from Lean we can see what works best Leanban is based on Lean-Thinking It includes what everyone should be doing It provides a way to see how to tailor it It provides a way to see how to adopt new practices as needed
- 61. © Copyright Net Objectives, Inc. All Rights Reserved Lean Management Project Management technical Lean for Executives Product Portfolio Management Business Product Owner Product Owner Onsite SPC Leading SAFe® Agile Architecture Product Manager/PO Leanban / Kanban / Scrum ATDD / TDD / Design Patterns ASSESSMENTS CONSULTING TRAINING COACHING Questions? www.netobjectives.com/leanban