Suche senden
Hochladen
Joe Little - What's Lean got to do with it - The Lean within Scrum
•
0 gefällt mir
•
634 views
SFA
Folgen
presented at Southern Fried Agile 2010. southernfriedagile.com
Weniger lesen
Mehr lesen
Technologie
Melden
Teilen
Melden
Teilen
1 von 23
Jetzt herunterladen
Downloaden Sie, um offline zu lesen
Empfohlen
The Lean within Scrum
The Lean within Scrum
Octav Druta
Intro to BV Engineering Atlanta
Intro to BV Engineering Atlanta
LeanAgileTraining
Scrum Hates Technical Debt
Scrum Hates Technical Debt
LeanAgileTraining
Agile Tour Montréal 2010 - The Lean within Scrum par Joe Little
Agile Tour Montréal 2010 - The Lean within Scrum par Joe Little
Agile Montréal
Intro to BV Engineering Montreal
Intro to BV Engineering Montreal
LeanAgileTraining
Death By Scrum Meeting 2009
Death By Scrum Meeting 2009
Pete Behrens
Bbl what is_leadership-mod_1_17_july2008
Bbl what is_leadership-mod_1_17_july2008
Kimberly Wiefling
Enterprise 2.0 by Dr Yves Caseau
Enterprise 2.0 by Dr Yves Caseau
Operae Partners
Weitere ähnliche Inhalte
Was ist angesagt?
The Secret Sauce for Innovation (shortform)
The Secret Sauce for Innovation (shortform)
Laszlo Szalvay
Bv Eng & Agile Specs For Scrum U.Key
Bv Eng & Agile Specs For Scrum U.Key
LeanAgileTraining
Going All XP On Your Business
Going All XP On Your Business
Craig Smith
Learnings from founding a Computer Vision startup: Chapter 8 Software Enginee...
Learnings from founding a Computer Vision startup: Chapter 8 Software Enginee...
Till Quack
Agile Project Management - coClarity
Agile Project Management - coClarity
Gerard Hartnett
Introduction_to_Scrum_Agile_Values
Introduction_to_Scrum_Agile_Values
Laszlo Szalvay
The Secret Sauce for Innovation (longform)
The Secret Sauce for Innovation (longform)
Laszlo Szalvay
Experience Driven Agile - Developing Up to an Experience, Not Down to a Feature
Experience Driven Agile - Developing Up to an Experience, Not Down to a Feature
kalebwalton
Learnings from founding a Computer Vision startup: Chapter 10: Competition & ...
Learnings from founding a Computer Vision startup: Chapter 10: Competition & ...
Till Quack
Demystifying Lean: Going to Gemba
Demystifying Lean: Going to Gemba
Sigma Consulting Resources, LLC
Agile Resiliency: How CMMI can make Agile thrive and survive
Agile Resiliency: How CMMI can make Agile thrive and survive
Jeff Dalton
Going All XP On Your Business
Going All XP On Your Business
Craig Smith
Scrum - What Is Next?
Scrum - What Is Next?
skipangel
Model-Based Testing to Help You Enhance Your Agile Testing Process
Model-Based Testing to Help You Enhance Your Agile Testing Process
Frederic Oehl
Learnings from founding a Computer Vision Startup: Chapter 1 & 2: Why a startup?
Learnings from founding a Computer Vision Startup: Chapter 1 & 2: Why a startup?
Till Quack
Mary Poppendieck: Agile under contract
Mary Poppendieck: Agile under contract
Agile Lietuva
New Challenges in Could Adoption - The Users!
New Challenges in Could Adoption - The Users!
Tri Tuns
New Challenges in Cloud Adoption - The Users!
New Challenges in Cloud Adoption - The Users!
Khazret Sapenov
Was ist angesagt?
(18)
The Secret Sauce for Innovation (shortform)
The Secret Sauce for Innovation (shortform)
Bv Eng & Agile Specs For Scrum U.Key
Bv Eng & Agile Specs For Scrum U.Key
Going All XP On Your Business
Going All XP On Your Business
Learnings from founding a Computer Vision startup: Chapter 8 Software Enginee...
Learnings from founding a Computer Vision startup: Chapter 8 Software Enginee...
Agile Project Management - coClarity
Agile Project Management - coClarity
Introduction_to_Scrum_Agile_Values
Introduction_to_Scrum_Agile_Values
The Secret Sauce for Innovation (longform)
The Secret Sauce for Innovation (longform)
Experience Driven Agile - Developing Up to an Experience, Not Down to a Feature
Experience Driven Agile - Developing Up to an Experience, Not Down to a Feature
Learnings from founding a Computer Vision startup: Chapter 10: Competition & ...
Learnings from founding a Computer Vision startup: Chapter 10: Competition & ...
Demystifying Lean: Going to Gemba
Demystifying Lean: Going to Gemba
Agile Resiliency: How CMMI can make Agile thrive and survive
Agile Resiliency: How CMMI can make Agile thrive and survive
Going All XP On Your Business
Going All XP On Your Business
Scrum - What Is Next?
Scrum - What Is Next?
Model-Based Testing to Help You Enhance Your Agile Testing Process
Model-Based Testing to Help You Enhance Your Agile Testing Process
Learnings from founding a Computer Vision Startup: Chapter 1 & 2: Why a startup?
Learnings from founding a Computer Vision Startup: Chapter 1 & 2: Why a startup?
Mary Poppendieck: Agile under contract
Mary Poppendieck: Agile under contract
New Challenges in Could Adoption - The Users!
New Challenges in Could Adoption - The Users!
New Challenges in Cloud Adoption - The Users!
New Challenges in Cloud Adoption - The Users!
Andere mochten auch
Mike Cottmeyer - How to Own a Really big complex Product
Mike Cottmeyer - How to Own a Really big complex Product
SFA
Rosemary Carter
Rosemary Carter
rosemarycarter
Rosemary Carter
Rosemary Carter
rosemarycarter
Create a Customized GMF DnD Framework
Create a Customized GMF DnD Framework
Kaniska Mandal
Rosemary Carter (2)
Rosemary Carter (2)
rosemarycarter
Rosemary Carter (2)
Rosemary Carter (2)
rosemarycarter
Machine Learning Comparative Analysis - Part 1
Machine Learning Comparative Analysis - Part 1
Kaniska Mandal
Core concepts and Key technologies - Big Data Analytics
Core concepts and Key technologies - Big Data Analytics
Kaniska Mandal
Andere mochten auch
(8)
Mike Cottmeyer - How to Own a Really big complex Product
Mike Cottmeyer - How to Own a Really big complex Product
Rosemary Carter
Rosemary Carter
Rosemary Carter
Rosemary Carter
Create a Customized GMF DnD Framework
Create a Customized GMF DnD Framework
Rosemary Carter (2)
Rosemary Carter (2)
Rosemary Carter (2)
Rosemary Carter (2)
Machine Learning Comparative Analysis - Part 1
Machine Learning Comparative Analysis - Part 1
Core concepts and Key technologies - Big Data Analytics
Core concepts and Key technologies - Big Data Analytics
Ähnlich wie Joe Little - What's Lean got to do with it - The Lean within Scrum
Lean within scrum montreal oct 2010
Lean within scrum montreal oct 2010
LeanAgileTraining
Workshop Business Value Engineering Mar 2010
Workshop Business Value Engineering Mar 2010
LeanAgileTraining
More Business Value Now - Triad
More Business Value Now - Triad
LeanAgileTraining
Scrum & UX
Scrum & UX
Paul Goddard
Technical debt
Technical debt
LeanAgileTraining
Overview of Agile for Business Analysts
Overview of Agile for Business Analysts
Sally Elatta
12 things you could do right now to take 60 days off your job search
12 things you could do right now to take 60 days off your job search
Ken Lazar, CTS
Amit Monovitch RSA Case Study - Agile SCRUM - The good, the bad and the ugly
Amit Monovitch RSA Case Study - Agile SCRUM - The good, the bad and the ugly
AgileSparks
Agile transformation longform
Agile transformation longform
Laszlo Szalvay
Scrum Out Of The Nutshell
Scrum Out Of The Nutshell
DougShimp
Scrum Out Of The Nutshell V3
Scrum Out Of The Nutshell V3
Doug Shimp
Agile Bill.Lean Primer.0906a
Agile Bill.Lean Primer.0906a
Agile Dimensions LLC
The Long March
The Long March
LeanAgileTraining
40 Agile Methods in 40 Minutes
40 Agile Methods in 40 Minutes
Craig Smith
Scrum101
Scrum101
LeanAgileTraining
Systematic Inventive Thinking - SIT
Systematic Inventive Thinking - SIT
Peter Frank
Going agile with scrum
Going agile with scrum
Mayur Sand
Why Scrum fails for some, and not for others.
Why Scrum fails for some, and not for others.
David Griffin
40 Agile Methods In 40 Minutes
40 Agile Methods In 40 Minutes
Craig Smith
Business Analytics Forum 2012 TM1 in Macquarie
Business Analytics Forum 2012 TM1 in Macquarie
Amendra Pratap
Ähnlich wie Joe Little - What's Lean got to do with it - The Lean within Scrum
(20)
Lean within scrum montreal oct 2010
Lean within scrum montreal oct 2010
Workshop Business Value Engineering Mar 2010
Workshop Business Value Engineering Mar 2010
More Business Value Now - Triad
More Business Value Now - Triad
Scrum & UX
Scrum & UX
Technical debt
Technical debt
Overview of Agile for Business Analysts
Overview of Agile for Business Analysts
12 things you could do right now to take 60 days off your job search
12 things you could do right now to take 60 days off your job search
Amit Monovitch RSA Case Study - Agile SCRUM - The good, the bad and the ugly
Amit Monovitch RSA Case Study - Agile SCRUM - The good, the bad and the ugly
Agile transformation longform
Agile transformation longform
Scrum Out Of The Nutshell
Scrum Out Of The Nutshell
Scrum Out Of The Nutshell V3
Scrum Out Of The Nutshell V3
Agile Bill.Lean Primer.0906a
Agile Bill.Lean Primer.0906a
The Long March
The Long March
40 Agile Methods in 40 Minutes
40 Agile Methods in 40 Minutes
Scrum101
Scrum101
Systematic Inventive Thinking - SIT
Systematic Inventive Thinking - SIT
Going agile with scrum
Going agile with scrum
Why Scrum fails for some, and not for others.
Why Scrum fails for some, and not for others.
40 Agile Methods In 40 Minutes
40 Agile Methods In 40 Minutes
Business Analytics Forum 2012 TM1 in Macquarie
Business Analytics Forum 2012 TM1 in Macquarie
Kürzlich hochgeladen
Secure your environment with UiPath and CyberArk technologies - Session 1
Secure your environment with UiPath and CyberArk technologies - Session 1
DianaGray10
Linked Data in Production: Moving Beyond Ontologies
Linked Data in Production: Moving Beyond Ontologies
David Newbury
UWB Technology for Enhanced Indoor and Outdoor Positioning in Physiological M...
UWB Technology for Enhanced Indoor and Outdoor Positioning in Physiological M...
UbiTrack UK
Empowering Africa's Next Generation: The AI Leadership Blueprint
Empowering Africa's Next Generation: The AI Leadership Blueprint
Mahmoud Rabie
UiPath Solutions Management Preview - Northern CA Chapter - March 22.pdf
UiPath Solutions Management Preview - Northern CA Chapter - March 22.pdf
DianaGray10
Artificial Intelligence & SEO Trends for 2024
Artificial Intelligence & SEO Trends for 2024
D Cloud Solutions
Cybersecurity Workshop #1.pptx
Cybersecurity Workshop #1.pptx
GDSC PJATK
VoIP Service and Marketing using Odoo and Asterisk PBX
VoIP Service and Marketing using Odoo and Asterisk PBX
Tarek Kalaji
NIST Cybersecurity Framework (CSF) 2.0 Workshop
NIST Cybersecurity Framework (CSF) 2.0 Workshop
Bachir Benyammi
ADOPTING WEB 3 FOR YOUR BUSINESS: A STEP-BY-STEP GUIDE
ADOPTING WEB 3 FOR YOUR BUSINESS: A STEP-BY-STEP GUIDE
Liveplex
201610817 - edge part1
201610817 - edge part1
Jamie (Taka) Wang
The Data Metaverse: Unpacking the Roles, Use Cases, and Tech Trends in Data a...
The Data Metaverse: Unpacking the Roles, Use Cases, and Tech Trends in Data a...
Aggregage
Connector Corner: Extending LLM automation use cases with UiPath GenAI connec...
Connector Corner: Extending LLM automation use cases with UiPath GenAI connec...
DianaGray10
20230202 - Introduction to tis-py
20230202 - Introduction to tis-py
Jamie (Taka) Wang
UiPath Studio Web workshop series - Day 8
UiPath Studio Web workshop series - Day 8
DianaGray10
Videogame localization & technology_ how to enhance the power of translation.pdf
Videogame localization & technology_ how to enhance the power of translation.pdf
infogdgmi
Using IESVE for Loads, Sizing and Heat Pump Modeling to Achieve Decarbonization
Using IESVE for Loads, Sizing and Heat Pump Modeling to Achieve Decarbonization
IES VE
IaC & GitOps in a Nutshell - a FridayInANuthshell Episode.pdf
IaC & GitOps in a Nutshell - a FridayInANuthshell Episode.pdf
Daniel Santiago Silva Capera
KubeConEU24-Monitoring Kubernetes and Cloud Spend with OpenCost
KubeConEU24-Monitoring Kubernetes and Cloud Spend with OpenCost
Matt Ray
Crea il tuo assistente AI con lo Stregatto (open source python framework)
Crea il tuo assistente AI con lo Stregatto (open source python framework)
Commit University
Kürzlich hochgeladen
(20)
Secure your environment with UiPath and CyberArk technologies - Session 1
Secure your environment with UiPath and CyberArk technologies - Session 1
Linked Data in Production: Moving Beyond Ontologies
Linked Data in Production: Moving Beyond Ontologies
UWB Technology for Enhanced Indoor and Outdoor Positioning in Physiological M...
UWB Technology for Enhanced Indoor and Outdoor Positioning in Physiological M...
Empowering Africa's Next Generation: The AI Leadership Blueprint
Empowering Africa's Next Generation: The AI Leadership Blueprint
UiPath Solutions Management Preview - Northern CA Chapter - March 22.pdf
UiPath Solutions Management Preview - Northern CA Chapter - March 22.pdf
Artificial Intelligence & SEO Trends for 2024
Artificial Intelligence & SEO Trends for 2024
Cybersecurity Workshop #1.pptx
Cybersecurity Workshop #1.pptx
VoIP Service and Marketing using Odoo and Asterisk PBX
VoIP Service and Marketing using Odoo and Asterisk PBX
NIST Cybersecurity Framework (CSF) 2.0 Workshop
NIST Cybersecurity Framework (CSF) 2.0 Workshop
ADOPTING WEB 3 FOR YOUR BUSINESS: A STEP-BY-STEP GUIDE
ADOPTING WEB 3 FOR YOUR BUSINESS: A STEP-BY-STEP GUIDE
201610817 - edge part1
201610817 - edge part1
The Data Metaverse: Unpacking the Roles, Use Cases, and Tech Trends in Data a...
The Data Metaverse: Unpacking the Roles, Use Cases, and Tech Trends in Data a...
Connector Corner: Extending LLM automation use cases with UiPath GenAI connec...
Connector Corner: Extending LLM automation use cases with UiPath GenAI connec...
20230202 - Introduction to tis-py
20230202 - Introduction to tis-py
UiPath Studio Web workshop series - Day 8
UiPath Studio Web workshop series - Day 8
Videogame localization & technology_ how to enhance the power of translation.pdf
Videogame localization & technology_ how to enhance the power of translation.pdf
Using IESVE for Loads, Sizing and Heat Pump Modeling to Achieve Decarbonization
Using IESVE for Loads, Sizing and Heat Pump Modeling to Achieve Decarbonization
IaC & GitOps in a Nutshell - a FridayInANuthshell Episode.pdf
IaC & GitOps in a Nutshell - a FridayInANuthshell Episode.pdf
KubeConEU24-Monitoring Kubernetes and Cloud Spend with OpenCost
KubeConEU24-Monitoring Kubernetes and Cloud Spend with OpenCost
Crea il tuo assistente AI con lo Stregatto (open source python framework)
Crea il tuo assistente AI con lo Stregatto (open source python framework)
Joe Little - What's Lean got to do with it - The Lean within Scrum
1.
THE LEAN WITHIN
SCRUM “What of Lean is already within Scrum?” © Joe Little 2009 1 With help from... With help from Accenture, ADI LLC, Alliance Global Services, American Greetings Interactive, AOL, Applied Physics Laboratory, Argonaut Group, Asurion, Avid Technology, Booz Allen Hamilton, CA, CAE, Canada Post, Capital One, Charles Schwab, Citigroup, CNN/Turner, Comcast, Compuware, Cornell, Crisp, Dell, DST, EDR, Exigen Services, FedEx, GE Power Systems, Georgia Institute of Technology, Gilbarco, Google, HP, Huawei, IBM, iContact, INM, Intersect, J Ray McDermott, Mantech, McKesson, McKinsey & Co, Medco, Microsoft, Morrison Management, Motley Fool, MySpace, Nationwide, NC State University, NEA, Nortel, Northrop Grumman, NYSE Euronext, Ontario Legislative Assembly, Pearson, Philips, Polycom, Rally, RealTravel, Red Hat, REMITData, S1, SAIC, Scripps Network Interactive, Scrum Training Institute, Siemens, SirsiDynix, Smart Online, SolutionsIQ, Sonic Boom Media, SteamTheWorld, Sungard, Systematic Software Engineering, The Hartford, The Library Company, The New Teacher Project, Tradeware, Travelocity, Trifork, Ultimate Software, Vanguard, Version One, Vignette, Wake Forest University, Wells Fargo/Wachovia, Wireless Generation, Xebia, and others. © Joe Little 2009 2
2.
Attributions
Taiichi Ohno Mary & Tom Poppendieck Jeff Sutherland Jim York Many others © Joe Little 2009 3 Joe Little • Agile Coach & Trainer • 20+ years in senior level consulting to well-known firms in New York, London and Charlotte • Focus on delivery of Business Value; interest in Lean • CST, CSP, CSM; MBA • Was Senior Manager in Big 6 consulting • Head of Kitty Hawk Consulting, Inc. since 1991 • Head of LeanAgileTraining.com • Started trying to do [Agile] before reading The Mythical Man-Month – http://agileconsortium.blogspot.com – jhlittle@kittyhawkconsulting.com © Joe Little 2009 4
3.
6 Blindmen and
an Elephant © Joe Little 2009 5 Is this subject important? 5x-10x improvement in velocity (times) 3x-5x improvement in Business Value © Joe Little 2009 6
4.
Scrum is a
Simple Framework Product Backlog Scrum Product Owner Sprint Backlog Artifacts Roles ScrumMaster Burndown Chart Team Working Meetings SW Imped Sprint Daily Sprint Retro- List Planning Scrum Review spective © Joe Little 2009 7 © Joe Little 2009 8
5.
What’s the most
important thing about Lean? Respect people? No one thing? Taiichi Ohno’s attitude? © Joe Little 2009 9 A set of Attitudes Scrum is a simple, basic set of “things” that must be adapted to the situation at hand. It is not one thing, it is “The Scrum Way” that really counts. A team that is continuously improving. Practical, empirical...and yet also spiritual. © Joe Little 2009 10
6.
Kaikaku Means: Lean
production term which in Japanese means radical overhaul of an activity to eliminate waste and create greater value. Also called breakthrough kaizen. eg, When we implement Scrum initially. © Joe Little 2009 11 Use of Sensei For initial setup For ongoing discussions Why? © Joe Little 2009 12
7.
Kaizen Means: Good
change or improvement. Usually used to mean small continuous changes. So, “opposite” of Kaikaku, in a way. Scrum: Removing small impediments all the time via the Daily Scrum or the Retrospective. Required: Same “Michael Phelps” attitude every day. © Joe Little 2009 13 Attitude Watanabe (then President of Toyota): ”There’s no genius in our company. We just do whatever we believe is right, trying every day to improve every little bit and piece. But when 70 years of very small improvements accumulate, they become a revolution.” Dan Markovitz: “Kaizen is boring and laborious. Kaikaku is sexy and exciting. Kaizen is your spouse of 15 years. Kaikaku is the smoking hot blonde on the barstool next to you.” © Joe Little 2009 14
8.
Yes, and...
© Joe Little 2009 15 Minimize inventory Toyota says that inventory is waste. Why? How fast does knowledge decay? Compared to a car? In Scrum, we also minimize inventory and work-in-process. © Joe Little 2009 16
9.
Kanban Meaning: Visual
card, or signboard. Ohno created the use of kanban as a means to attaining minimal inventory, and better flow. Probably idea borrowed from Pigglywiggly. Implements a pull system. Scrum board of tasks and stories is simple version of kanban. © Joe Little 2009 17 Flow The flow of single-pieces in fulfillment of the customer’s request. The focus is on the speedy flow; process cycle time. Other things are much less important. Similarly, in Scrum, we want the speedy flow of stories © Joe Little 2009 18
10.
Work as a
team Ohno uses the metaphor of a rowing team In Scrum we have a team of 7, plus/minus 2 And we want the Team to self-organize, to reach their higher potential © Joe Little 2009 19 genchi genbutsu Meaning: “Go and see for yourself”. Also, more loosely: “Don’t manage from behind the desk” This is similar to the concern about managers interrupting the Scrum team. In Scrum, we want the managers to come to the Team room, and see what is really happening there © Joe Little 2009 20
11.
Go to the
Gemba © Joe Little 2009 21 Mura, Muri, Muda Mura: Unevenness of flow In Scrum, we get the small user stories to flow through the team Muri: Overstressing the system In Scrum, we want the team not to take on more story points than they can do Muda: Waste In Scrum, we eliminate the impediments that cause waste © Joe Little 2009 22
12.
“Half of what
we know is wrong” This is a quote from Taiichi Ohno’s book “Workplace Management”. The idea is that, to change, we must take the attitude that half of what we take as true is wrong And, thus, we must relentlessly pursue perfection. This is shown concretely in Scrum by the never-ending removal of impediments © Joe Little 2009 23 Stop the line The Toyota culture that says “as soon as we find a problem, we must fix it”. And by slowing down to fix the root cause, they get very fast. They improve the cycle time to customer satisfaction. Scrum does this partly by a high standard for “definition of done”. And by an insistence that the Team never dig into Technical Debt. © Joe Little 2009 24
13.
Stop the line
culture - 2 © Joe Little 2009 25 Stop the line culture - 3 No bug escapes the Sprint. Impediments mentioned every Daily Scrum. Strong use of Retrospective. Every problem is an opportunity to improve. The 5 Whys. © Joe Little 2009 26
14.
Defer commitment This
is a lean phrase attributed to the Poppendiecks. Meaning: Don’t commit until the last responsible moment. (When you know more.) Example: Set-based innovation © Joe Little 2009 27 Key Terms Pull system Value stream map Optimize cycle time Just-in-time TPS; The Toyota Way Kaizen “relentless pursuit of SMED (Single minute perfection” exchange of die) one-piece flow Poka-Yoke visual management Production leveling zero inventory Mura, muri, muda challenge everything Workcell respect for people Andon make the process visible Genchi genbutsu stop the line culture Gemba Sensei 5 Whys © Joe Little 2009 28
15.
The essence?
“The essence of [the Toyota system] is that each individual employee is given the opportunity to find problems in his own way of working, to solve them and to make improvements.” © Joe Little 2009 29 Toyota Way: Learn by Doing Fujio Cho, Board Chairman • We place the highest value on actual implementation and taking action. Agile Principle #1 • There are many things one doesn’t understand, and therefore we ask them why don’t you just go ahead and take action; try to do something? Agile Principle #3, #11 • You realize how little you know and you face your own failures and redo it again and at the second trial you realize another mistake … so you can redo it once again. Agile Principle #11, #12 • So by constant improvement … one can rise to the higher level of practice and knowledge. Agile Principle #3 "Anyone who has never made a mistake has never tried anything new." Albert Einstein © Joe Little 2009 30
16.
Make fact-based experiments
This is the Deming Cycle © Joe Little 2009 31 What is the goal? Lean thinkers reason this way: “By greatly reducing the cycle time from customer identification of need until the need is satisfied (and we get the cash), we learn to give the customer better, more, faster, and cheaper.” Most of the delay is in wait time. This remains a paradox to many. We optimize cycle time, not anything else. © Joe Little 2009 32
17.
The baton, not
the runners © Joe Little 2009 33 What’s the foundation? The Toyota Way Managers-teachers imbued with Lean Thinking You cannot “phone in” your support for The Toyota Way © Joe Little 2009 34
18.
What is “respect
for people”? Challenging Listening Demanding Asking Testing Let them devise their own work methods, so they own them, and then can improve them Finally, deciding © Joe Little 2009 35 Standardize Standardize a lot (write down or draw how you do things) ...so the standards are easier to change © Joe Little 2009 36
19.
Visual Management
Make things visual...Andon boards, etc. Similar to Poka-Yoke © Joe Little 2009 37 3 roles • Product owner • Scrum master Preferred Scrum board style • Team 3 artifacts • Product backlog • Sprint backlog • Sprint burndown 4 activities • Sprint planning • Daily scrum • Sprint review • Retrospective Source: Mike Cohn www.mountaingoatsoftware.com © Joe Little 2009 38
20.
3 roles
• Product owner • Scrum master • Team Sprint burndown chart 3 artifacts • Product backlog • Sprint backlog • Sprint burndown 4 activities • Sprint planning • Daily scrum • Sprint review • Retrospective Source: Henrik Kniberg © Joe Little 2009 123 39 How does one learn process improvement? Learn by doing. Practice, practice, practice. Who does it? Everyone. How often? Always, all-the-time. Is it chaos? No. There are rules. Changes must be reviewed. Changes must be proven. Etc. Is this the same as 6Sigma process improvement? © Joe Little 2009 40
21.
3 roles
• Product owner • Scrum master Sprint retrospective • Team Long term effect 3 artifacts • Product backlog • Sprint backlog • Sprint burndown 4 activities • Sprint planning • Daily scrum Velocity • Sprint review • Retrospective 1 2 3 4 5 6 7 8 9 10 11 12 13 Sprint Effective velocity over time Effective velocity over time (with retrospectives) (without retrospectives) Source: Henrik Kniberg © Joe Little 2009 41 The Goal Toyota generally wants to be 4x the industry average Scrum wants to raise that a bit for software dev teams. © Joe Little 2009 42
22.
Action I hope
you will take one or two of these ideas, and start acting on them tomorrow. © Joe Little 2009 43 Questions? © Joe Little 2009 44
23.
The Test What
is one most memorable thing? What will you act on tomorrow? (If anything.) How could this be improved? Thanks! © Joe Little 2009 45 Contact Info Joseph Little Kitty Hawk Consulting, Inc. LeanAgileTraining.com jhlittle@kittyhawkcnsulting.com 704-376-8881 © Joseph Little 2010 46
Jetzt herunterladen