Kharkiv Project Management Day Вадим Давидов та Людмила Гребенюк “LEAN: Dream Maker Developments”

1. leanagile
LEAN:
Dream Maker Developments
“Превращение мечты в реальность”

2. leanagile Lucy Grebenyuk
Delivery Manager
S-PRO
“We must either find a way, or make one”
Полное погружение в IT сферу с 2007 года, опыт
Customer Relation Supervisor в Ecommerce решая
высокоприоритетные проблемы, хорошо работаю с
требованиями к продукту и умею находить подход,
творчески решаю проблем.
Два факта о себе::
• Не смотрю телевизор
• Во всем вижу позитив

3. leanagile Vadim Davydov
"Creating an environment in which great ideas
can happen!"
Сертифицированный Scrum Master (PSM I) и Agile
Project Manager (ICP-APM),
Agile Project Manager в компании S-PRO,
Опыт в трансформация IT и смежных компаний,
выстраивание эффективных процессов в компании и
командах, формирование Agile mindset ;),
имплементирование Scrum в IT и non-IT. Внедрение
принципов Lean manufacturing на производстве.
Два факта о себе::
• Воспитываю двух принцесс или они меня
• Не умел завязывать шнурки до 12 лет ;)
Agile Project Manager
S-PRO

4. 41%50% 50%
68%
45%
71%
51%
72%
agile
agile
predictive
predictive
hybrid
hybrid
low agility
high agility
ALL PROJECT MANAGEMENT APPROACHES LEAD TO SUCCESSFUL
OUTCOMES::
Organizations with high agility report more projects successfully meeting
original goals and business intent-whether they use predictive (71%), Agile
(68%), or hybrid (72%) approaches - than those with low agility using the
same approaches (see the Figure 2).
Figure 2: Percentage of projects
meeting original goals and business
intent by most common approach
to projects within the organization

5. leanagile
2.2 Agile & Lean Philosophy/Mindset

6. Buid
Feedback
New idea
Explore
Lean Agile

7. Agile project delivery is based on four values
People Processes and toolsover
Working prototypes Excessive documentationover
Customer collaboration Rigid contractsover
Responding to change Following the planover

8. Regular Adaptation Customer satisfaction
Self organizing teams Changing requirements
Simplicity Frequent delivery
Technical excellence Measure of progress
Face to face converstion Sustainable development
Motivated individuals Close Cooperation
12
Agile
Principles

9. Data
Learn Build
Measure
Code
Ideas
Minimize total
time through
the loop
Build Faster:
Unit Tests
Usability Tests
Continuous Integration
Incremental Deployment
Free & Open-Source
Cloud Computing
Cluster Immune System
Just-in-time Scalability
Refactoring
Developer Sandbox
Minimum Viable Product
Measure Faster:
Funnel Analysis
Cohort Analysis
Net promoter Score
Search Engine Marketing
Predictive Monitoring
Learn Faster::
Split Tests
Customer Deployment
Five Whys
Customer Advisory Board
Product Owner
Accountability
Customer Archetypes
Split Tests
Continuous Deployment
Usability Tests
Real-time Monitoring & Alerting
Customer Liaison

10. Learn Measure
Build
The lean
startup
Accelerate this feedback loop!
• Experiment to move numbers
close to plan
• Go and see for yourself
• Split-test to find cause
and effect
• Which activities create value?
Which are waste?
• The Five Whys:
Find and Fix root causes
• Minimum Viable Product
• Simulate with people
Pivot:
• Zoom in
• Zoom out
• Customer need
• Platform
• Business architecture
• Value Capture
• Engine of growth
• Chanel

11. Entrepreneurs are everywhere
Entrepreneurship is management
Practice validated learning
Set up build-measure-learn process
Use innovation accounting system
Agile project delivery is based on four values

12. Pursue
Perfection
Specify
value
Customer
pull
Flow
Identity value
stream

13. Elimate waste
Amplify learning
Decide as late as possible
Deliver as fast as possible
Build integrity team
Empower the team
See the whole
Seven Principles
of Lean Software
Development
1
2
3
4
5
6
7

14. Reduce the DOWN TIME
1. Elimate Waste

15. 1. Elimate Waste
Mass production
Project 1
Week 1 Week 2 Week 3
One piece flow

16. 1. Elimate Waste
Project 1
Week 1 Week 2 Week 3 Week 4

17. 1. Elimate Waste
Don`t be busy
be PRODUCTIVE

18. 2. Amplify learning
Create KNOWLEDGE
Amplify LEARNING

19. 2. Amplify learning
Kaizen Boards
Back Log In Process Complete
Team
Practice
Inspect & Adapt
Gather date
Root cause analysis
Multiple counter measure
Time-boxed experiments
Task 4 Task 1
Task 5
Task 7
Task 6
Task 3 Task 2

20. 2. Amplify learning

21. 3. Decide as late as possible

22. 3. Decide as late as possible
• For decisions that are irreversible or
impractical to reverse
• Keep the options for as long as possible
You will know a lot more by the time the
decision needs to be made
• Too early and you are limited by the choice
you could have made without enough information

23. 4. Deliver as fast as possible
• Speed is critical for learning - the shorter the
feedback loops, the more can be learned and the
better our decision-making.
• Speed also assures that customers get what they
need now, not what they needed yestreday

24. 5. Empower the team
These 6 tips will help your team willing step up and
happily help move the organization forward:
• Recognize personal lives are important
• Implement structure and processes
• Recognize and acknowledge team member’s
efforts and successes
• Encourage safe failure
• Promote open communication
• Trust your employees

25. 6. Build quality in
“If you routinely find defects in your verification process,
your process is defective….”- Mary P

26. 6. Build quality in
The plan
The reality
Plan Development Test
Testing at the end doesn’t work

27. 6. Build quality in
Inspect for quality
Build quality in
Plan Development Test
Building quality in vs. inspecting for it at end

28. 7. See the whole
Evaluation
Monitoring
Implementation Presentation
Appraisal
Preparation
Identification
The project
cycle

29. 7. See the whole
Some of the ingredients might be nice
on their own but we’d rather eat
PIZZA

30. Summary