lean managing of software development
TRANSCRIPT
Lean Managing精益开发，用看板 (Kanban)管理项目
Why Chapter Ⅰ
Origin
Why A dream business model
...make an idea possible with the lowest amount of work
WhyUnfortunately, reality is a little bit different...
...you have to invest some money, you'll have to do some work as well
Building software is very expensive, so we need amethodology which makes it less expensive
Flow
Why Flow analysis
10
Why Waste in Operations
Why Waste in Operations
Why Waste in Operations
Why 软件开发中的 8大浪费
不必要的功能部分完成工作 再学习 /返工不同的任务间切换交接 延期 缺陷
Why This is the 10th slide and no Lean so far, you are talking about waste...
WHERE IS IT…
WhyMy apologies... it is there... at the X
Between 1940 and 1950, Japan and Toyotaweren't in the best economical condition
1、Maximize customer value while minimizing waste
2、 Improve the production process continuously
3、 Bring out the best from the people
But Toyota had a plan to survive
What
What Lean Production
JITJust in time
旨在需要的时候，按需要的量，生产所需的产品
PullContinuous FlowCustomer ValueWaste EliminationContinuous Improvement
Kanban is…
Kanban is translated as:“Visual Card”or “Signal Card”
What
Kanban is…
Kanban is a transparent work-limited, pull system
Pull value through the Value StreamLimit work in progressMike it visible
What
Why Chapter Ⅱ
Principles
First principle: visualize the flow
This is the flow, youractual process!
Your flow could be something like: Request → Dev → Verify → Release
What
We can visualize value flow in a more transparent way
...because "arrows" and non-visible process states won'thelp you find waste and improvement areas
What
What do you see on this picture?
I see a huge inventory (11 items), but no customer value
What
How Block your flow so that items will push each other out...
regular approach single piece flow
What
How Second Principle: Limit the actual work in progress(WIP)What
It's easy to get friction between different teams,especially when one is more performant...
What
How … and pushes more work than another one can actually handle.
How A solution to this is a pull system,where next team pulls work only when ready for it.
What
Start by putting limits on columns in which work is being performed
Don’t try to work more than three thingsat a time
What
Why Chapter Ⅲ
The rabbit's hole
Cumulative Flow Chart
This will produce a mountain-like looking chart, which gives insight into the process, shows past performance and allows to predict future results
What
You can implement pull system by adding a limited capacity buffer between teams.
What
Why Chapter Ⅳ
Implement
ScrumbanHow
Sprint planningHow
Kanban does not require all tasks must be completed within an iteration
User storyHow
Every increment is able to bring value for userindependently
SprintHow
PULL
Review Meeting How
DemoDone – by delivery criterionProblems and improvement will be accumulated to the backlogRelease
Retrospective MeetingHow
Reflect on what is working well and what isn’t, and decide what to change.
‘fist of five’ for vote
Continuous iterationHow
每个发布版本都是了解真相的最佳时刻——我们这时才能了解产品是否与用户的需求契合！两次发布的间隔时间越长，我们在代码中嵌入的缺陷和错误假设就会越多。如果发布频率高一些，补丁小一些，每个版本的问题和风险也就相应降低了许多。
How
Don't work on a feature that nobody wants
Don't write a document that nobody will read
Don't write code that nobody can/will test
Don't test a feature that cannot be deployed
Closing words
HowThank you very much for your attention!