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Intro to Agile and Lean Software Development
This document provides an overview of agile and lean principles for software development. It discusses concepts like the agile manifesto, scrum, extreme programming (XP), kanban, and lean software development. The document aims to introduce audiences to fundamental agile and lean concepts and encourage them to continue learning through references and future events.
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Intro to Agile and Lean Software Development
- 1. AgileRigaDay 2012 Warm-upAgile and Lean Fundamentals http://www.agile-latvia.org
- 2. Audience Why areyou here today?
- 3.
- 4. What bothers youmost in your current situation?
- 5. Introductions Your hosts:eBIT.lv & agile-latvia.org
- 6. Aleksejs Truhans Programming,analysing, managing projects and teams, teaching software engineering
- 7.
- 8. Now at Citadelebanka, tsi.lv, nh.lv, javaguru.lv
- 9.
- 10.
- 11. Subject Software developmentprocess
- 12. Properties of a”good” process?
- 13.
- 14. Sample ”maturity” ideasSustainable completion of requested features on time and on budget
- 15. Supported by Experience
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- 17.
- 18.
- 19.
- 20.
- 21. Borrowing from industryCompare software development to manufacturing and engineering
- 22. Speicifics of softwareprocess: Producing one and the same car
- 23. The only detailedenough model is the program itself
- 24. We are producingdecisions
- 25.
- 26.
- 27.
- 28. How to improve?Creativity?
- 29.
- 30.
- 31.
- 32.
- 33.
- 34.
- 35.
- 36. Applicability: team size& cost of failure
- 37. How much effortdo you waste due to wrong assumptions, bad design, etc.?
- 38. How much timedo you waste due to inefficient process?
- 39. Agile Manifesto Weare uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more.
- 40. Agile Principles Ourhighest priority is to satisfy the customer through early and continuous delivery of valuable software. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. Business people and developers must work together daily throughout the project. From http://agilemanifesto.org/principles.html
- 41. Agile Principles Buildprojects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. Working software is the primary measure of progress. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. From http://agilemanifesto.org/principles.html
- 42. Agile Principles Continuousattention to technical excellence and good design enhances agility. Simplicity--the art of maximizing the amount of work not done--is essential. The best architectures, requirements, and designs emerge from self-organizing teams. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. From http://agilemanifesto.org/principles.html
- 43. Lean A recentproblem your team have encountered? Have you resolved the root cause or taken a workaround? How much time do you spend in ”test and fix” phase?
- 44. Lean The challengeToyota faced in post-war Japan Small batches, rapid machinery changeover Just-in-time, Kanban
- 45. Jidoka: Autonomation, Stopthe Line and Root Cause
- 46.
- 47. W. Edward Demingand Eliyahu Goldratt
- 48. E. Goldratt, ”TheGoal” Increase throughput (as sales)
- 49.
- 50. and decrease operatingexpense
- 51. all at thesame time
- 52. The longest queueis right before the bottleneck
- 53. Edward Deming, ”Out of the Crisis” Build quality into the product
- 54. Not the lowestprice but lower total cost through long-term relationships
- 55. Training on thejob, education and self-improvement
- 56. Leadership instead ofsupervision
- 57. Eliminate management byobjective
- 58.
- 59. Edward Deming, ”Out of the Crisis” Pride of workmanship
- 60.
- 61. Eliminate barriers betweendepartments
- 62. The Seven Wastes- ”Muda” Partially done work
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- 67.
- 68.
- 69. ? Which wasteis the worst offender at your company?
- 70. ? Would ithelp to even out the arrival of work?
- 71. minimize the sizeof things in process?
- 72. limit work tocapacity?
- 73. reduce utilization ofpeople's available time?
- 74. establish a regularcadence?
- 75. Lean Software DevelopmentStop maximizing local efficiencies, optimize the whole
- 76. Frequent information transferand integration
- 77.
- 78.
- 79.
- 80. Set-based concurrent engineeringFrom ”Implementing Lean Software Development: From Concept to Cash”
- 81. Lean Software DevelopmentEliminate waste
- 82.
- 83. Create knowledge throughdisciplined experimentation and retain it
- 84. Defer commitment, yetcommit
- 85.
- 86. Respect people From”Implementing Lean Software Development: From Concept to Cash”
- 87. Process performance Valueover time Total value of the product, not just software
- 88. Total time spent- from concept to cash A tool – value stream map From ”Implementing Lean Software Development: From Concept to Cash”
- 89. Value of softwareAccording to J.B. Rainsberger: Features
- 90.
- 91.
- 92. Value of afeature Helps to prioritize backlog
- 93. High-value items beforelow-value
- 94. High-risk high-value itemsbefore low-risk
- 95. Items that willcreate significant new knowledge before those already well understood
- 96. Items with lowercost to support and develop before higher cost
- 97.
- 98. Pull the work.Limit the capacity.
- 99. Visualization of theflow stimulates improvement and provokes change … even of ”waterfall” teams ;) Kanban board cartoon: http://blog.crisp.se/henrikkniberg/2009/06/26/1246053060000.html
- 100. Kanban Evolution ratherthan revolution Agnostic to software engineering and management practices When 1 week iteration is too long
- 101. Cadence taking formof average lead time
- 102. Estimations and targetdates to be used appropriately
- 103.
- 104. Scrum Sprint: Planning – sprint backlog
- 105.
- 106.
- 107.
- 108. Scrum Roles Productowner
- 109. Scrum master –removes obstacles
- 110.
- 111. Scrum Tools Informationradiator - whiteboard
- 112. Burndown chart ApplicabilityPeer pressure
- 113. Assuming developers areeager to do the job, scrum fully loads them with most valuable tasks
- 114. Extreme Programming Userstories
- 115.
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- 117.
- 118. XP Iteration PlanningEstimates by those taking the job
- 119. Project velocity Collectivecode ownership Pair programming
- 120.
- 121. XP Iteration QualityRefactor mercilessly
- 122.
- 123. Continuous integration LearningNew tests
- 124.
- 125. Extreme Programming Morehere: http://www.extremeprogramming.org/map/project.html
- 126. The journey goeson... Agile Riga Day 2012, Agile Tour, see more at http://lnkd.in/_7rMR2
- 127. Tom & MaryPopendiecks – Lean Sotware Development
- 128. Eliyahu Goldratt –Theory of Constraints
- 129. The journey goeson... Regarding people: Linda Rising Retrospectives Alistair Cockburn
- 130.
- 131. The journey goeson... Yasuhiro Monden (1998), Toyota Production System
- 132. Kanban – DavidAnderson http://www.se-radio.net/2010/02/episode-156-kanban-with-david-anderson/
- 133.
- 134. The journey goeson... Code J.B. Rainsberger
- 135.
- 136. Martin Fowler MikeCohn - User stories
- 137. Thank you! Materialsused in the presentation have their source cited and are copyrighted by their respective authors. Rest of the presentation Copyright ©2012 Aleksejs Truhans, licensed under a Creative Commons Attribution-NonCommercial 3.0 Unported License.