What next in the agile world - Alan Shalloway

What’s Next in the Agile
World

Why Lean / Kanban Matters

© copyright 2010. Net Objectives, Inc.

Lean for Executives
Product Portfolio
ASSESSMENTS
Management CONSULTING
Business
T RAINING
COACHING

Lean
Enterprise

Manage
Team
ment
process technical

Kanban / Scrum Lean Management
ATDD / TDD / Design Patterns Project Management

Abstract
• Brief history Agile
• What’s missing
• The Lean Perspective
• What’s next
– Enterprise view
– Include management
– New team methods – Kanban
• In a nutshell
– How do we do the right work?
– How do we do it right?
– How do we manage it?

What is Agile?
• Building software in stages to:
– Speed up delivery of value to
customers
– Enable responsiveness
THINKING POINTS
– Avoid building what isn’t
needed
• Exists at different levels
– Team agility
– Business agility

XP Circa 1999
Benefits Very popular for a few
– High quality years 99-??
– Focused on customer need Took special mindset
Why?

Concept
Regional Coordinators New
Business Leaders Requirements Customers
Trainers & Educators
Product Managers
Consumption
Business Product Champion(s) Customer
Capabilities

Support
Product Related
Software Software Shared
Product Related
Software
Product Software Components
Release Shared
Product Related
Software
Product Software
Release Shared
Components
Shared
Product RelatedProduct Release Components Components
Shared
Product Related
Product Related Development
Development
Components
Shared
Components

Development

Scrum – Currently Most Popular
Benefits Practice based
– High speed Protect the team –
exclude management
– Focused on team and their customer

Concept
Product Managers
Consumption
Capabilities

Support
Product Related
Product Related
Software
Release Shared
Product Related
Software
Product Software
Release Shared
Components
Shared
Shared
Product Related
Development
Components
Shared
Components

Development

60s: Software Crisis
70s: Software Eng/Waterfall
80s: PCs
80s: 4th Gen Language
90s: Internet
90s: Rigorous Process / Y2K
00s: Agile methods
Inspired by Mary and Tom Poppendieck

Rely on individual skills
Isolate from management
Let IT say what it can do

Rely on process
Micro-management
Business making demands

Agile movement has been succesfull

yet
75% of organizations using Scrum
“ will not succeed in
getting the benefits that they hope for from it.”
Ken Schwaber

www.agilecollab.com/interview-with-ken-schwaber

Corporate Agile anti-patterns
Business.
Poor prioritization, too many projects
Teams.
Poorly formed, don’t know Agile,
ineffective release process, technical debt
Management.
Not helping teams
Resistance to Change

Business Anti-Patterns
Poor prioritization
Too many projects

copyright © 2010 Net Objectives Inc.

An Easy Problem

1 stakeholder
1 request (240 person-days)
12 member team
1 month

An Easy Problem

Request 1

Scenario B

A Harder Problem
3 stakeholders
3 requests (240 person-days)
12 member team
(use 3 sub-teams to allow focus)

3 months

A Harder Problem

Request 1/Team 1

Request 2/Team 2

Request 3/Team 3

Why does something that used to
take 1 month, now take 3?

I’m willing to pay for 240 person-
days. Why do you want me to
spread it out over 3 months?

Now you want me to forecast 3
months ahead instead of just 1?

Look, the market changes a lot in 1
month as it is!

delay is waste

Well, this is complex stuff…
UI, mid-tier, dataflow, enterprise data,
security, use cases, business rules, workflow, object-oriented, ...

It would be more efficient for me if
we reorganize your work a bit...
Break it down into skill areas.

So this …

Request 1/Team 1

Request 2/Team 2

Request 3/Team 3

… becomes this!

Data Flow‐ Enterprise
UI‐ Request 1 Midtier‐Request 1
Request 1/Team 1
Request 1 Data Request 1
Midtier‐ Data Flow‐ Enterprise Data
UI‐ Request 2 Request 2/Team 2
Request 2 Request 2 Request 2
Data Flow‐ Enterprise Data
Request 3/Team 3
Request 3 Request 3

… becomes this!
Data Flow‐ Enterprise
Request 1/Team 1
Request 1 Data Request 1
Midtier‐ Data Flow‐ Enterprise Data
UI‐ Request 2 Request 2/Team 2
Data Flow‐ Enterprise Data
Request 3/Team 3
Request 3 Request 3

UI‐ Request 1 UI‐ Request 2 UI‐ Request 3 UI “Team”
Midtier‐
Midtier‐Request 1 Midtier‐Request 3 Midtier “Team”
Request 2
Data Flow‐ Data Flow‐ Data Flow‐
Request 1 Request 2 Request 3 Data Flow “Team”
Enterprise Enterprise Data Enterprise Data
Data Request 1 Request 2 Request 3 Enterprise Data “Team”

… becomes this!

UI‐ Request 1 UI‐ Request 2 UI‐ Request 3 ?
Midtier‐
Midtier‐Request 1 Midtier‐Request 3 ?
Request 2
?
?
Data Request 1 Request 2 Request 3

… with hidden delays

integration new
finding bug requirement
issue

? UI‐ Request 1 UI‐ Request 2 UI‐ Request 3 ?
Midtier‐
? Midtier‐Request 1 Midtier‐Request 3 ?
Request 2
? ?
? ?
Data Request 1 Request 2 Request 3

Yearly Planning - Project Driven

Big Bang Project Plan

Batching capabilities =
Projects

Yearly Planning - Project Driven

Projects Prioritized

HLE’s
Strawman Schedules
Resource Loaded

_1dd

PPM: Resource-Driven

Projects shifted to flatten resource load
Business-driven
New:
Idea
Opportunity
Threat

calendar year

Legacy Organization:
Matrix Resources to Projects

Project 1
Project 2

Project 3

Project 4

Project N

Team Anti-Patterns
Poor quality
Redoing work
Waste


how much of what you do is

valuable?
rework?

What Work Do You Do?

Getting
Requirements Re-doing
requirements
Planning
Design
Working from old
Collaboration requirements Building
Programming unneeded
features
Integration
Testing “Fixing” bugs

Deployment
Overbuilding
“Integration” frameworks
Documentation errors
Training

There is a difference between eliminating waste and not creating it in the first place.

Management Anti-
Patterns
Combination of looking at
wrong things
Stuck on the pendulum


What Do We Need to
Move Forward?


What Is Affect of One
Pipeline On the Other?

BUSINESS VA LUE
Give Feedback

Selecting what to work on Developing It

PIPELINE

Concept

Product Managers
Consumption
Capabilities

Support
Product Related
Software
Managing
Software Shared
Product Related
Software
Release Shared
Product Related
Software
Product Software
Release Shared
Components
here
Shared
Product Related
Development
Shared
Components
Shared Can reduce
Product Related
Development
Development
Components
induced
waste here

Product Portfolio Management

kanban by mapping value stream
enables teams
by using lean product
to start where
they are development flow

Lean-Science
Foundation / Attitude
Principles / Practices


Lean Foundations
• Respect people
• Look to system for failures
• Optimize the whole
THINKING POINTS
• Drive from business value
• Value stream must be managed
• Avoid delays to avoid creating
work
– At enterprise level (product
portfolio management)
– At team level (Kanban)

“ sometimes chaos is creative
but usually it’s just madness”

Lean-Management
A New Paradigm


Lean/Kanban: A New Paradigm
4 industrial paradigms

1900
Interchangeable
People –
Assembly Line

1800
Interchangeable
Parts

Craft

Tom and Mary Poppendieck

Lean thinking makes
Lean management possible

Lean/Kanban: A New Paradigm
4 industrial paradigms
2000 Engaged,
Thinking People –
Lean

1900
Interchangeable
People –
Assembly Line

1800
Interchangeable
Parts

Craft

Tom and Mary Poppendieck

change the
management
system

Lean-Learning
Continuous Process
Improvement: The True
Lean


Lean Knowledge
Stewardship
• Continuous Process Improvement
– Improving all processes all the time
– Requires visual controls
THINKING POINTS
– Requires team involvement
• Focus is on process improvement to
achieve a specified improvement not
a specified $ return

What Does It Take
to Learn Something?
“Theory by itself
Hunches,
teaches nothing. hypotheses,
guesses Theory
Application by itself
teaches nothing. Interaction

Learning is the result Data
Experience,
of dynamic interplay observation,
real life
between the two.”
True learning
Peter Scholtes, The Leader’s and improvement
Handbook: A Guide To
Inspiring Your People and
Managing the Daily
Workflow

Lean Lean
Science Management

Lean
Enterprise

Lean
Knowledge
Stewardship

Where Do We Go
From Here?


Flow Iteration
Kanban

Explicit Visible
Policies results

Inclusive Exclusive

Scrum
Value-
Team
stream

Smooth Abrupt
transition change

Discussion: Assume methods are neutral
Which is better as you get bigger?

Flow Iteration

Explicit Visible
Policies results

Inclusive Exclusive

Value-
Team
stream

Smooth Abrupt
transition change

Discussion: Assume methods are neutral
Which is better as you get bigger?
Flow enables easier
Flow Iteration coordination between
teams.

Explicit Visible Explicit policies
promotes learning and
Policies results assists management.

Including
Inclusive Exclusive management helps
entire value stream.

Value- Most impediments
Team outside of team
stream

Smooth Abrupt Avoids fear, enables
people to transition
transition change at proper rate.

The invisible purpose of kanban is to
support process improvement to provide a
target condition by defining a desired
systematic relationship between processes,
which exposes needs for improvement

Toyota Kata: Managing People for Improvement,
Adaptiveness, and Superior Results. Mike Rother

Kanban – Based on Lean and Reality

Concept

Product Managers
Consumption
Capabilities

Support
Product Related
Product Related
Software
Release Shared
Product Related
Software
Product Software
Release Shared
Components
Shared
Shared
Product Related
Development
Components
Shared
Components

Development
Benefits
– Quick transition Based on lean-flow
– Focused on value stream Continuous improvement
Includes management

Scaling
Agility Agility at Scale
using methods Focus on entire value
that work at
stream
team level to
get teams to Shortening cycle time
work together Avoid excessive WIP at
product level

The Nature of Software Development

Is Software Development a true "Profession?"
Is it Engineering?
Is it an Art?
Is it a Craft?
Is it Science?

What Is Missing?
Other Professions have:
– Specialized language
– Clear path to entry
– Defined mentoring
– Peer-review
– Standards & practices
A profession is an organism:
– There has been "medicine" for thousands of years, but no
particular doctor has been around that long

Professions begin with
understanding one’s problem
What would you want business to know before telling
a team what to build?
What would you want management to know before
leading their organization?
What would you want a programmer to know before
touching your code?
What would you want someone to know before
leading a Lean Transition at the team level?

Summary
Take an Enterprise view
– Look at entire flow
– Use Lean-Thinking
– Not team thinking expanded
We must bring in what we need to know – at all levels
Kanban does this at the team level
Lean product development does it at all levels
Lean Enterprise may be the goal, but improvement is
achievable in a step wise manner
Can we become a profession?

Thank You!
Register at www.netobjectives.com/register
Contact me at alshall@netobjectives.com
Twitter tag @alshalloway
Come see me at open space


Resources
Resources: www.netobjectives.com/resources
– Webinars/Training Videos (PowerPoint with audio)
– Articles and whitepapers
– Pre/post course support Supporting materials
– Quizzes
– Recommended reading paths
– Blogs
Annotated Bibliography
After‐Course Support (students only)
Additional Free On‐line Training
User Groups
– Business Driven Software Development
http://www.netobjectives.com/bdsdug
– Lean‐Agile User Group
http://tech.groups.yahoo.com/group/leanagile
– Lean Programming User Group
http://tech.groups.yahoo.com/group/leanprogramming

Join our e‐mail list to receive regular updates and information
about our resources and training of interest to you

A Short List of Books ‐ Lean Related
Lean‐Agile Software Development: Achieving Enterprise Agility. Shalloway, Beaver,
Trott
Managing the Design Factory: The Product Manager’s Toolkit. Reinertsen
Implementing Lean Software Development: From Concept to Cash. Poppendieck &
Poppendieck
Lean‐Thinking. Womack & Jones
The Toyota Way. Liker
Toyota Production System. Ohno
Lean Software Development: An Agile Manager’s Toolkit. Poppendieck &
Poppendieck
The Principles of Product Development Flow: Second Generation Lean Development.
Reinertsen

See www.netobjectives.com/resources/bibliography for a full bibliography

Lean Management and Other Relevant Books

Peter Scholtes: The Leader’s Handbook: Making Things Happen,
Getting Things Done
David Mann: Creating A Lean Culture: Tools to Sustain Lean
Conversions
William Bridges: Managing Transitions
Weick & Sutcliffe: Managing the Unexpected: Assuring High
Performance in an Age of Complexity
Alexander: The Timeless Way of Building
Shalloway & Trott: Lean‐Agile Pocket Guide for Scrum Teams


A Short List of Books ‐ Technical
Essential Skills for the Agile Developer: A Guide to Better Programming and
Design. Shalloway & Bain
Emergent Design: The Evolutionary Nature of Professional Software
Development. Bain
Design Patterns Explained, A New Perspective on Object‐Oriented Design.
Shalloway & Trott
Refactoring: Improving the Design of Existing Code. Fowler
Working Effectively with Legacy Code. Feathers
Agile Software Development: Principles, Patterns and Practices. Martin
Head First Design Patterns. Freeman, Freeman, Bates, Sierra
Prefactoring. Pugh
Fit for Developing Software. Mugridge & Cunningham


Upcoming Conferences
International Conference on Lean Enterprise Software and Systems
(LESS 2010)
October 17‐20
Helsinki, Finland
CEO Alan Shalloway will be giving a tutorial
Agile software development changed the way that software development is perceived today.
The journey continues now in the new era where the software business meets software
practice in a novel way. We are proud to present at the first International Conference on Lean
Enterprise Software and Systems (LESS) in collaboration with the Lean Software and Systems
Consortium, http://www.leanssc.org/.
Net Objectives Presentations
– Tutorial: Scaling Agile With the Lessons of Lean Product Development Flow –
Wed, Oct 20, 10:30 am – 12:30 pm

More information: www.netobjectives.com/conferences

Øredev 2010 Conference
November 8‐12
Malmö, Sweden
Senior Consultant Cory Foy will be giving a tutorial and two sessions
Agile Øredev is the Premier developer's conference in Europe, focused on the whole software
development process.  Øredev means both Quality and Quantity, by bringing the best
speakers and expert practitioners on a range of subjects, such as Java, .Net, Project
Management, Web development and Testing. Øredev reflects your universe, in motion.
– Tutorial: Koans and Katas Oh My! – Tue, Nov 9, 8:50 am  – 12:10 pm
– Tutorial: Delivering What's Right – Thu, Nov 11, 10:15 am  – 11:05 am
– Tutorial: Fostering Software Craftsmanship – Fri, Nov 12, 1:10 pm  – 2:00 pm


Agile Development Practices | East Conference & Expo
November 14‐19
Orlando, FL
Net Objectives is sponsoring the conference, as well as giving onsite courses
and concurrent sessions, and having a booth at the Expo
Discover Agile Development Practices and take back the latest in agile methods, technologies,
tools, and leadership principles from thought leaders who deliver inspiring keynote
presentations, in‐depth tutorials, and a wide range of conference classes. Join industry
experts and peers in the agile community for a week jam‐packed with learning sessions that
will help you make a powerful impact in your job role and for your organization.
– Session: Paying Down Technical Debt – Wed, Nov 17, 12:45 pm
– Session: Applying Lean Software Development Principles Throughout the
Organization – Wed, Nov 17, 2:45 pm
– Session: Serious Games: Product Planning and Prioritization Using Innovation
Games®– Thu, Nov 18, 12:45 pm


Upcoming Public Courses
Charlotte, NC
– Lean‐Agile Project Management Certification – Oct 25‐27
Orlando, FL
at Agile Development Practices | East 2010
– Practical Test‐Driven Development – Nov 14 ‐ 16
– Scrum Master Certification – Nov 14 ‐ 16
Philadelphia, PA
– Lean‐Agile Project Management Certification – Dec 7‐9

Conference Courses: 8:30am – 5:00pm
More information: www.netobjectives.com/courses/ Other Courses: 9:00am – 5:00pm

New Podcast Series

Podcast Series for Lean Agile Straight Talk
– First Podcast in the series available
– September 29
– www.netobjectives.com/blogs/new‐series
Alan Shalloway and Jim Trott talk about what is going on in the world of
Lean and Agile software development.
They introduce Net Objectives’ 2 newest books
– Lean‐Agile Pocket Guide for Scrum Teams
– Lean‐Agile Software Development: Achieving Enterprise Agility
– Later podcasts in the series
Focus on the Lean‐Agile Pocket Guide for Scrum Teams
A talk through each of the chapters in the Lean‐Agile Software
Development book.
– Each of these chapters has good, core concepts that we want you to know
and this approach gives us a game plan for covering all of them.

More blogs/podcasts: www.netobjectives.com/blogs

Net Objectives Services
Training in Sustainable Product Development Certification Programs by Net Objectives
Net Objectives offers the most comprehensive Net Objectives offers certification programs that
Lean‐Agile training in the world. Our offerings provides a road‐map of knowledge as well as
include Lean, Agile Analysis, Design Patterns, Test‐ resources to get there.
Driven Development, and Lean‐Agile Testing. • Lean‐Agile Project Management Certification
Our approach is a blend of principles and practices • Advanced Lean‐Agile Project Management for
to provide a complete team and/or enterprise wide Scrum Masters
training solution. • Lean Product Champion Certification
Net Objectives is not affiliated with the Scrum Alliance

Assessment Services Lean‐Agile Coaching
An effective way to embark on an enterprise level While training provides foundational knowledge
transition to Lean‐Agile methods is to start with an and is a great jump start, coaching is another
assessment of where you are, where you want to go effective way to increase the abilities of teams.
and options on how to get there that are right for
Our coaches work with your teams to provide
you and your budget.
guidance in both the direction your teams need to
go and in how to get there.
Coaching provides the knowledge transfer while
working on your own problem domain.


Best Practices Curriculum
Lean Agile
Exec
Overview for Senior Management
Mgmt
Leaders

Scrum Master
IT Mgmt
Agility for
IT Management
Lean Software Practitioner
Managers
(if not taking Development
Implementing For
Lean‐Agile for Management
Business Your Team) Lean‐Agile Business Management
Mgmt Enterprise
Release
Planning
Story Writing
Analyst OR & Acceptance Analyst
Tests
Lean‐Agile Bootcamp

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Advanced
Lean Product Lean‐Agile Lean‐Agile
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Implementing By Net Objectives Certification Training
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Patterns for Explained
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Business ‐ Management Technical Agility
– Lean Online Training – Design Patterns for Agile Developers
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Executives and Management – Emergent Design
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Objectives – Advanced Software Design
Team Agility – Design Patterns Explained
– Implementing Lean‐Agile for Your Team: Using – Lean‐Agile Testing Practices
Kanban, Scrumban and Scrum Effectively – Effective Object‐Oriented Analysis and Design
– Kanban for Lean‐Agile Teams
– Implementing Scrum for Your Team
– Lean‐Agile Project Management
– The Kanban/Scrumban/Scrum Team Bootcamp
– Acceptance Test‐Driven Development
– Lean‐Agile Enterprise Release Planning A Top 5 Course
– Lean‐Agile Project Management Certification by Net A New Course
Objectives
– Advanced Lean‐Agile Project Management for
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– Lean Product champion Certification by Net
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More information: www.netobjectives.com/training

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