1. WorkshopLean DevelopmentMartin van Amersfoorth, Freek Leemhuis, Maarten MetzJava & Oracle Practice, C&PS, Logica Original idea by Francisco Trindade & Danilo Sato

2. Workshop | Lean Development

3. Agility

4. AgilityAgile ManifestoIndividuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan …Craftsmanship over crap

5. Agility | Methods A group of software development methodologies that promotes development iterations, open collaboration, and process adaptability throughout the life-cycle of the project.

6. Agility | Methods Bron: 3rd Annual ”State of Agile Development” Survey June-July 2008 3061 respondents from 80 countries

8. Business Designer

9. Business-Model Reviewer

10. Business-Process Analyst

11. Capsule Designer

12. Change Control Manager

13. Code Reviewer

14. Configuration Manager

15. Course Developer

16. Database Designer

17. Deployment Manager

18. Design Reviewer

19. Designer

20. Graphic Artist

21. Implementer

22. Integrator

23. Process Engineer

24. Project Manager

25. Project Reviewer

26. Requirements Reviewer

27. Requirements Specifier

28. Software Architect

29. Stakeholder

30. System Administrator

31. System Analyst

32. Technical Writer

33. Test Analyst

34. Test Designer

35. Test Manager

36. Tester

37. Tool Specialist

38. User-Interface Designer

39. Architectural analysis

40. Assess Viability of architectural proof-of-concept

41. Capsule design

42. Class design

43. Construct architectural proof-of-concept

44. Database design

45. Describe distribution

46. Describe the run-time architecture

47. Design test packages and classes

48. Develop design guidelines

49. Develop programming guidelines

50. Identify design elements

51. Identify design mechanisms

52. Incorporate design elements

53. Prioritize use cases

54. Review the architecture

55. Review the design

56. Structure the implementation model

57. Subsystem design

58. Use-case analysis

59. Use-case design

60. Analysis model

61. Architectural proof-of-concept

62. Bill of materials

63. Business architecture document

64. Business case

65. Business glossary

66. Business modeling guidelines

67. Business object model

68. Business rules

69. Business use case

70. Whole team

71. Coding standard

72. TDD

73. Collective ownership

74. Customer tests

75. Pair programming

76. Refactoring

77. Planning game

78. Continuous integration

79. Simple design

80. Sustainable pace

81. Metaphor

82. Small releases

83. Scrum Master

84. Product Owner

85. Team

86. Sprint planning meeting

87. Daily Scrum

88. Sprint review

89. Product backlogt

90. Sprint backlog

91. BUrndown chart

92. Visualize the workflow

93. Limit WIP

94. Measure and optimize lead time

95. Business use case realization

96. Business use-case model

97. Business vision

98. Change request

99. Configuration audit findings

100. Configuration management plan

101. Data model

102. Deployment model

103. Deployment plan

104. Design guidelines

105. Design model

106. Development case

107. Development-organization assessment

108. End-user support mateirla

109. Glossary

110. Implementation model

111. Installation artifacts

112. Integration build plan

113. Issues list

114. Iteration assessment

115. Iteration plan

116. Manual styleguide

117. Programming guidelines

118. Quality assurance plan

119. Reference architecture

120. Release notes

121. Requirements attributes

122. Requirementsmanagement plan

123. Review record

124. Risk list

125. Risk management plan

126. Software architecturedocument

127. Software developmentplan

128. Software requirements specification

129. Stakeholder requests

130. Status assessment

131. Supplementary business specification

132. Supplementary specification

133. Target organization assessment

134. Test automation architecture

135. Test cases

136. Test environment configuration

137. Test evaluation summary

138. Test guidelines

139. Test ideas list

140. Test interface specification

141. Test plan

142. Test suite

143. Tool guidelines

144. Training materials

145. Use case model

146. Use case package

147. Use-case modeling guidelines

148. Use-case realization

149. Use-case storyboard

150. User-interface guidelines

151. User-interface prototype

152. Vision

153. Work order

155. Agility | XPExtreme ProgrammingXP = Engineering Process TestingSmall ReleasesRefactoringSimple DesignPlanning GamePair Programming Onsite CustomerSystem MetaphorCollective Code OwnershipContinuous IntegrationCoding ConventionsSustainable Pace

156. Performance

157. Performance Source: Ross Petitt, Restructuring IT: The Detroitification of IT (2009)

158. Performance

159. Performance | ToyotaJust In Time (ジャストインタイム) – JITJidoka(自働化)Autonomation – automation with human intelligenceHeijunka(平準化)Production SmoothingKaizen(改善)Continuous ImprovementPoka-yoke (ポカヨケ)fail-safing – to avoid inadvertent errorsKanban(看板, also かんばん) Sign, Index CardAndon(アンドン)SignboardMuri(無理)OverburdenMura(斑 or ムラ)UnevennessMuda(無駄, also ムダ)WasteGenchiGenbutsu(現地現物)Go and see for yourself

160. Performance | BoeingDetailed customer knowledge and focusWe will seek to understand, anticipate and be responsive to our customers' needs. Large-scale systems integrationWe will continuously develop, advance, and protect the technical excellence that allows us to integrate effectively the systems we design and produce. Lean enterpriseOur entire enterprise will be a lean operation, characterized by the efficient use of assets, high inventory turns, excellent supplier management, short cycle times, high quality and low transaction costs. Boeing’s core competencieshttp://boeing.com/aboutus/culture/index.html

161. Performance | ZaraIn fashion, stock is like food, it goes bad quick(=> 35-40% sold at discounts)New styles manufactured in Europe (@ 17-20 x higher labor costs than Asia) Small batches to avoid oversupply (higher avg. selling price) Designers in daily contact with store managers to discover bestselling itemsSpends 5-10 x less on IT than its rivals

162. Performance | Southwest Airlines Excellent Customer Service Reliable Performance Point-to-Point Routing Consistent Low Fares No “Nuisance Charges” Lots of FlightOptions Most Punctual Lost the LeastBags Had the FewestComplaints Rated “Most Admired” US Airline Made a profiteveryyear Operates at LowestLoad Factor

163. Performance | New BalanceA Boston company and just about the onlyathletic footwear maker left manufacturing in the USDeploys lean manufacturing principles to keepits domestic production (25%) globally competitive30% of NB shoes sold in European market are manufactured at the New Balance facility in EnglandReduced replenishment cycle from 110 to 5 daysallowing it to match stock levels to demandand prevents from manufacturing unwanted shoes

164. Run #1 | Briefing1. Table 1: sort on color. Move sorted bricks to table 22. Table 2: sort on color and form. Move sorted bricks to table 33. Table 3: collect bricks that are necessary to build 1 house. Move collection to table 44.Table 4: assemble house according to instructionsYou’ve got 1 minute per table!

165. Run #1 | Debriefing Winston W. Royce, Managing the Development of Large Software Systems (1970)

166. Lean Thinking

167. Lean Thinking | GuidelinesSpecify value: value is defined by the customer in terms of specific products and servicesIdentify the value stream: map out all end-to-end linked actions, processes and functions necessary for transforming inputs to outputs to identify and eliminate wasteMake value flow continuously, having eliminated waste, make remaining value-creating steps “flow”Let customers pull value: customer’s “pull” cascades all the way back to the lowest level supplier, enabling just-in-time productionPursue perfection: pursue continuous process of improvement striving for perfection James Womack and Daniel T. Jones, Lean Thinking, 1996

168. Lean Thinking | ValueSpecify value: value is defined by the customer in terms of specific products and servicesIdentify the value stream: map out all end-to-end linked actions, processes and functions necessary for transforming inputs to outputs to identify and eliminate wasteMake value flow continuously, having eliminated waste, make remaining value-creating steps “flow”Let customers pull value: customer’s “pull” cascades all the way back to the lowest level supplier, enabling just-in-time productionPursue perfection: pursue continuous process of improvement striving for perfection

169. Lean Thinking | ValueAgile Manifesto: “Our highest priority is to satisfy the customer through early and continuous delivery of valuable software”“Business people and developers must work together daily throughout the project.” Practices: Onsite Customer (XP), Product Owner (Scrum)

170. Lean Thinking | Value Agile Manifesto: “Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.” Practices: Team (Scrum), Scrum Master (Scrum) © 2007 Poppendieck LLC

171. Lean Thinking | ValueValue Added ActivityTransforms or shapes material or information or peopleAnd it’s done right the first timeAnd the customer wants itNon-Value Added Activity – Necessary WasteNo value is created, but cannot be eliminated based on current technology, policy, or thinkingExamples: project coordination, regulatory, company mandate, lawNon-Value Added Activity – Pure WasteConsumes resources, but creates no value in the eyes of the customerExamples: idle/wait time, inventory, rework, excess checkoffs Lean Thinking v6.3 © MassachusettsInstitute of Technology.

172. Run #2 | Briefing1. Table 1: sort on color. Move only value adding sorted bricks to table 22. Table 2: sort on color and form. Move only value adding sorted bricks to table 33. Table 3: collect bricks that are necessary to build 1 house. Move collection to table 44.Table 4: assemble house according to instructionsYou’ve got 1 minute per table!

173. Run #2 | Debriefing

174. Lean Thinking | Value Often or always used: 20%, rarely or never used: 64%. Source: Standish Group Studyreported at XP2002 by Jim Johnson (Chairman) Muda(無駄, also ムダ)Waste

175. Lean Thinking | Value StreamSpecify value: value is defined by the customer in terms of specific products and servicesIdentify the value stream: map out all end-to-end linked actions, processes and functions necessary for transforming inputs to outputs to identify and eliminate wasteMake value flow continuously, having eliminated waste, make remaining value-creating steps “flow”Let customers pull value: customer’s “pull” cascades all the way back to the lowest level supplier, enabling just-in-time productionPursue perfection: pursue continuous process of improvement striving for perfection

176. Lean Thinking | Value StreamAgile Manifesto: “Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.”“Working software is the primary measure of progress” The Planning Game, Small Releases (XP), Sprints and Sprint Planning Meeting, Sprint Backlog (Scrum)

177. Lean Thinking | Value Stream Agile Manifesto: “Simplicity – the art of maximizing the amount of work not done – is essential”“The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.” Simple Design, System Metaphor, Coding Conventions (XP)

178. Value Stream | Example Bron: via www.poppendieck.com

179. Value Stream | Example

180. Lean Thinking | FlowSpecify value: value is defined by the customer in terms of specific products and servicesIdentify the value stream: map out all end-to-end linked actions, processes and functions necessary for transforming inputs to outputs to identify and eliminate wasteMake value flow continuously, having eliminated waste, make remaining value-creating steps “flow”Let customers pull value: customer’s “pull” cascades all the way back to the lowest level supplier, enabling just-in-time productionPursue perfection: pursue continuous process of improvement striving for perfection

181. Lean Thinking | Flow “Thismaybe the single most import device ever created to help controltrafficsafely and smoothly” (Discover, June 2001).

182. Run #3 | Briefing1. Table 1: collect bricks that are necessary to build 1 house. Move collection to table 2 2. Table 2: assemble house according to instructions You’ve got 2 minutes per table!

183. Overproduction, Cash forClunkers Run #3 | Debriefing

184. Lean Thinking | Flow Agile Manifesto: “Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.” Testing, 40-Hour Week, Continuous Integration, Collective Code Ownership, Sustainable Pace (XP), Daily Scrum (Scrum) Muri(無理)Overburden S.J. Chapman, Hours of Labor, The Economic Journal, 1909

185. Lean Thinking | PullSpecify value: value is defined by the customer in terms of specific products and servicesIdentify the value stream: map out all end-to-end linked actions, processes and functions necessary for transforming inputs to outputs to identify and eliminate wasteMake value flow continuously, having eliminated waste, make remaining value-creating steps “flow”Let customers pull value: customer’s “pull” cascades all the way back to the lowest level supplier, enabling just-in-time productionPursue perfection: pursue continuous process of improvement striving for perfection

186. Lean Thinking | PullLittle’s Law: Time Through System = # Things in Process / Avg Completion RateOptimize Throughput – Not Utilization- Minimize # Things in Process- Minimize Size of Things in ProcessLimit Work to Capacity- Timebox, Don’t Scopebox- Pull – Don’t PushLevel the Workload- Even out the Arrival of Work- Establish a Regular Cadence Source: Poppendieck LLC Heijunka(平準化)Production Smoothing

187. Lean Thinking | Pull Kanban(看板, also かんばん) Sign, Index Card

188. Run #4 | Briefing1.Use KanBan cards to build houses according to customer demand.You’ve got 4 minutes!

190. Limit WIP (work in progress)

191. Measure & optimize flowTo do Dev Release Test Done! 3 3 5 2 F H C D A I E G B J K FLOW

192. Run #4 | Debriefing Source: Henrik Kniberg

193. Lean Thinking | PullAgile Manifesto: “Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.” OnsiteCustomer(XP), Product Owner, Product and Sprint Backlog(Scrum)

194. Lean Thinking | PerfectionSpecify value: value is defined by the customer in terms of specific products and servicesIdentify the value stream: map out all end-to-end linked actions, processes and functions necessary for transforming inputs to outputs to identify and eliminate wasteMake value flow continuously, having eliminated waste, make remaining value-creating steps “flow”Let customers pull value: customer’s “pull” cascades all the way back to the lowest level supplier, enabling just-in-time productionPursue perfection: pursue continuous process of improvement striving for perfection

195. Lean Thinking | Perfection Agile Manifesto: “The best architectures, requirements, and designs emerge from self-organizing teams”“Continuous attention to technical excellence and good design enhances agility” Pair Programming, Testing, Refactoring (XP), Sprint Review / Retrospective, Burndown Chart (Scrum) Argentina vs. Serbia and Montenegro (6-0), World Cup 2006

196. Resources| Lean Thinking

197. Resources| Lean Development http://blog.crisp.se/henrikkniberg/2009/04/03/1238795520000.html

198. Done.