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Intro to Lean Software Development
- 1. Trimming The Fat An Intro to Lean Software Development
- 2. Conduct Questions OK Raise Hand
- 3. Who Am I? Local Entrepreneur 1530 Technologies & A Part-Time CTO Organizer Lean Startup Circle Lean Proponent Since 2003
- 4. Assumptions Team based development vs. solo Ideology still valuable
- 5. Lean Software Development ( While touching on Lean Manufacturing )
- 7. Lean Origins 1.Started in Japanese Manufacturing & Auto Industries 2.Crystalized in Toyota Production System However, the TPS is Lean, but Lean is NOT the TPS
- 8. Software vs. Manufacturing Crucial Differences
- 9. Heterogeneous vs. Homogeneous Economies of Scale vs. Scope
- 10. Eliminate Failure Total Quality Management (TQM), etc...
- 11. Wrong! If you’re not failing, you’re not learning.
- 12. Donald G. Reinertsen “Failure is actually a good thing in learning systems, as this is one the most information is generated, so we actually want ways of generating an appropriate ratio of failure to success, if we have too much of either the system is not generating enough information to properly learn” - LeanSSC 2010
- 13. Reduce Variability Six Sigma, etc...
- 14. Wrong! Reduce Economic Impact of Variability Feature differentiation & Economies of Scope
- 15. Eliminate Bugs & Defects Sig Sigma, etc...
- 16. Wrong! Preventing defects has a cost. Need to weigh that cost with fixing
- 17. So There Are Some Critical Differences Lean Software Development Follows Spirit, Not Letter, of Lean
- 18. So what is Lean?
- 20. Waterfall Agile (XP, etc..) Vs. Lean Custom Process RUP
- 21. Forget your current Process / Methodology!
- 22. Lean Waterfall Lean Lean ( Not Really ) Agile (XP, etc..) RUP Lean Custom Process
- 23. Lean Principles Culture Kanban Practices
- 24. There is no ‘Finished‘ Kaizen or Continuos Improvement
- 25. Relies on Cultural Changes Internalization is key. It’s most important than any process you follow or certification.
- 26. Principles 1. Add nothing but value (Eliminate Waste) 2. Build Quality In 3. Create Knowledge (Focus on Learning) 4. Defer Commitment 5. Deliver Fast 6. Respect People 7. Optimize the Whole, Not the Parts
- 27. Waste “Reduce the time from Order to Cash.” - Taiichi Ohno
- 28. Bugzilla vs. Trac Should We Migrate?
- 29. 7 Types of Waste 1. In-Process Inventory - Anything other than the finished product 2. Over-Production - Anything produced but not sold / used. 3. Extra Processing - Rework, reprocessing 4. Transportation - Unnecessary movement of materials / product. 5. Motion - Extra steps. 6. Waiting - Downtime because an upstream activity is late. 7. Defects - Product not conforming to specs.
- 30. 1. Partially Done Work In-Process Inventory
- 31. 2. Extra Features Over Production
- 32. 3. Re-learning Extra-Processing
- 33. 4. Handoffs Transportation
- 34. 5. Task Switching Motion
- 35. 6. Delays Waiting
- 36. 7. Defects Defects
- 37. How can you identify waste?
- 38. Value Stream Mapping Identify Waste
- 39. Example: Text
- 40. 2. Build Quality In “Do not look where you fell, but where you slipped.” African Proverb
- 41. Build in Testing The job of QA is NOT to find defects.
- 42. 3. Create Knowledge “Do not look where you fell, but where you slipped.” African Proverb
- 43. Early, Rapid Feedback 1.Automated Builds 2.Automated Testing 3.Release Early w/ Minimum Feature Set (MVP)
- 44. PDCA - Dr. W. Edwards Deming Plan - Do - Check - Act
- 45. 4. Defer Commitment “Plans are nothing; planning is everything.” – Dwight D. Eisenhower.
- 46. OODA Loop - Col. John Boyd USAF Observe - Orient - Decide - Act
- 47. 5. Deliver Fast “A good plan, violently executed today, is better than a perfect plan next week.”- George S. Patton
- 48. Batch Size Reduction 1. Feature 2. Release 3. Iteration 4. Story / Requirement / Task 5. Source Control Check-Ins 6. Etc...
- 49. Example: Software Releases Def: Transaction Costs - Hand off / switching costs Def: Holding Costs - WIP before it’s released
- 50. Transaction Costs 1.Release Notes Creation 2.System Downtime 3.Customer Notifications 4.System Migrations 5.Source Control Churn 6.Employee Overtime
- 51. Holding Costs 1.Defects 2.Missed Migration Steps 3.Rework 4.Broken Regression Tests 5.Missed Customer Feedback 6.Source Control Churn
- 53. Continuous Deployment Seriously.
- 55. Push Decision Making Down Those with the most information should make decisions.
- 56. Respect All Opinions US Military: Lowest Ranking Member Speaks First
- 57. 7. Optimize the whole, not the parts “Local optimization leads to global inefficiencies” - Eliyahu M. Goldratt
- 58. Systemic Thinking Under how things influence one another within a whole.
- 59. Root Cause Analysis “At a fulfillment center recently, one of our Kaizen experts asked me, “I’m in favor of a clean fulfillment center, but why are you cleaning? Why don’t you eliminate the source of dirt?” - Jeff Bezos
- 60. 5 Whys Facilitates Root Cause Analysis
- 61. Theory Of Constraints Cost Accounting vs. Throughput Accounting
- 62. Theory of Constraints 1.Identify The Constraint 2.Exploit The Constraint 3.Subordinate Everything To Constraint 4.Elevate The Constraint 5.Repeat / Find New Constraint
- 63. (Create 10/day) (Process 8/day) Machine 1 Machine 2 Customer Day 1 10 8 8 ......... Day 5 10 8 8 End of Week Inventory: 10 Leftover Widgets
- 64. (Create 10/day) (Test 8/day) Dev QA Customer Day 1 10 8 8 ......... Day 5 10 8 8 End of Week Inventory: 10 Leftover Tasks
- 65. Flash Demo! Many many thanks to Tom Looy
- 66. Kanban Pull Based Product Production
- 67. Kanban Cards Physical cards signaling the need for an activity
- 68. Kanban Board
- 69. Divergence from Agile With pull-based product development, iterations become useless.
- 70. There’s a lot more Kaizen, Sensei, muda / muri /mura (waste)
- 71. Lean Startup Bringing Lean/Agile practices to Marketing / Sales
- 72. Resources
- 73. Questions? I love hearing from people, so please reach out: Email: gcaprio@1530technologies.com Twitter: gcaprio
- 74. Final Thought “In product development we want to trade-off variability with cycle time and we should focus on useful patterns rather than methodologies.” - Don G. Reinertsen, LeanSSC 2010
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