Management Overview of Agile , Lean, Systems Thinking and Kanban

1. Management Overview of Agile, Lean, Systems Thinking and Kanban

2. Waterfall Delivery Method

3. Agile Delivery Method • Customer collaboration • Prioritisation by business value • Incrementally build, and release working systems • Respond to change faster • Better quality systems, faster, at lower cost and lower risk. Agile working very well for at the team level Can still result in building the wrong thing right http://en.wikipedia.org/wiki/Agile_Manifesto

4. Systems Thinking Often IT develop solutions based on sub optimised status quo If we build an IT system around a wasteful process, then we are locking in that process for longer. Projects often focus on the needs of a single business unit Software Project

5. Systems Thinking Focus on customer needs, and the organisation as a system Many of the previous problems that apparently required software projects may well have been ‘dissolved’ The improvement effort can be targeted to where it has most benefit.

6. A Summary of Lean • Developed by Toyota over 50 years ago as TPS • Using less to do more • Comes from observing best practice in workplace – not theory • Relentless focus on creating brilliant processes • Toyota say: • Continual Improvement + Engaged People = Amazing Results http://en.wikipedia.org/wiki/Toyota_Production_System

7. Core of Lean • Identify what creates value for the customer • Identify, then remove what is non-value adding • Make the value adding activities flow • Allow the customer to ‘pull’ the service or product from you

8. Review and Redesign • Record data from customer contact to delivery • Work out how to improve (pilot) • Make changes, measure results • Implement successes, repeat

9. Objectives, Deliverables & IT Align project deliverables with business strategy objectives Able to respond as the business strategy alters IT looks to pull work based on customer value IT focused on delivering better systems rather than better software

10. Where is Lean and Systems Thinking Being Applied? Within: • HBOS • NHS • BT • Power-Gen • West Midlands Police • Microsoft

11. What is Kanban? Implements Lean for Software delivery Focus on Quality Balance Demand against Capacity Reduce Work-in-Progress, Deliver Often Improve Flow; removing waste, bottlenecks, blockers Maximize value, minimize risk

12. Where Is Kanban Working Well? • IT Application Maintenance • Examples include Microsoft, Corbis, Robert Bosch, BBC Worldwide • Media Sites and Applications • Publishing houses, video, TV, radio, magazines, websites, books. Examples include Authorhouse, BBC, BBC Worldwide, IPC Media, NBC Universal and Corbis • Games Production and Design Agencies • Where there is a lot of specialisation and a lot of hand-offs, kanbanhelps them manage work in progress and flush out issues quickly.

13. Incremental Features & Funding Software systems can be deconstructed into units of value. A complex software product can deliver value even if it isn’t complete. These can be delivered not as a monolithic whole, but as a series ofincrementally deliverable features. This gives rise to the concept of incremental funding.

14. Incremental Features An Example

15. Rolling Wave Planning • Different planning buckets for different time horizons: • 6 week bucket: well-defined Features • 3 month bucket: loosely-defined features  • 6 month bucket: broad feature areas  • 1 year bucket: strategies, goals, market force [2]

16. In Summary • We recognise IT is about delivering business value and enabling business agility, not technology for the sake of it • We are constantly trying to better ourselves through innovation and building on industry best practice