1. Lean Principles, Agile Techniques and Team System Joel Semeniuk Imaginet Microsoft MVP – Team System Microsoft Regional Director

2. History Lesson Kiichiro Toyoda Son of Sakichi Toyoda Taiichi Ohno Answered the Challenge – Developed a Method Evolved Into Toyota Production System 1927: Toyoda Automatic Loom Works revolutionized the Loom – key, high precision, interchangeable parts 1945: Challenge Company to catch up to America

3. Two Pillars of TMS Just-in-Time Flow Completely against conventional wisdom Found it to be the only model to effectively manage complexity Autonomiation Jidoka Work is organized such that the slightest abnormality is immediately detected Once detected, work stops, cause of problem remedied before work resumes Organization has reflexes – respond instantly and correctly to events without having to go to the “brain” for instruction.

4. From Then to Now TPS was ignored until oil crisis of 1973 Slowdown filtered out average companies Soon, Japan was out producing America

5. Evolution TPS Just In Time Lean Supply Chain Prod Dev Lean Software Development

6. Team System Review

7. Myth 1: Early Specs Reduce Waste Tell me everything you need up front because it will save us time reworking mistakes.

8. Principle 1: Eliminate Waste

9. Value Changes Constantly Value Changes Constantly

10. Principle 1: Eliminate Waste

11. P1: Partially Done Work Also Called “Inventory” Goal – develop, integrated, test, document, deploy in a single, rapid flow Examples : Uncoded documentation – stale requirements Unsynchronized code – unmerged branches in source control Untested code – writing code without a way to detect defects creates partially done work Undocumented code – done as code is written Undeployed code – deploying as soon as possible incrementally

12. P1: Partial Work – Good Practices

13. P1: Extra Features No Value? Don’t Develop It! What’s bad about extra features? Added Complexity Added Work Added Maint Added Debug

14. P1: Extra Features – Good Practices

15. P1: Relearning Forgetting People forget things Make the same mistake twice Rediscover things we have forgotten Ignoring Not involving the right people during the development process Problem Documenting all design decisions as they are made This documentation is never looked at again So, we just stop documenting all together

16. P1: Relearning – Good Practices

17. P1: Handoffs How do you hand off? Documentation? Tactical knowledge is key Handoffs degrade tactical knowledge

18. P1: Handoff – Good Practices

19. P1: Task Switching Distracting & detracts from the result of both tasks Wasting time “resetting” context - Human’s aren’t CPU’s Humans are most efficient at 2 concurrent tasks Over 3 tasks and overall proficiency goes down

20. P1: Task Switching – Good Practices

21. P1: Delays Waiting for people who have information is wasteful

22. P1: Delays – Good Practices

23. P1: Defects Code + set of tests that do not let defects back into code Proves that the code does what we think it should do and doesn’t fail the way we anticipate Sign of a healthy agile team – very low defects Mistake proof code Find defects early and ensuring they don’t come back Inspection to prevent defects is required Inspection to find defects is a waste Test harness allows safety net for further changes

24. P1: Defects – Good Practices

25. Reduce Waste and VSTS Unit Testing and Code Coverage* Continuous Integration & Extensible Build Code Review Work Item Traceability Triage Iteration Based Scheduling Alerts Unplanned Work Prioritization

26. Myth 2: The Job of Testing is to Find Defects

27. Principle 2: Build Quality In Build quality in from the start Avoid creating defects in the first place Inspection to prevent defects is required Inspection to find defects is a waste If you can’t prevent defects – inspect often When you find a defect Fix it immediately Put in a test so that it doesn’t come back

28. P2: Build Quality In – Good Practices

29. Built In Quality and VSTS Unit Testing and Code Coverage Check-in Policies Automated Web Testing Extensible Build and Deploy

30. Myth 3: Predictions Create Predictability Plans MUST be an accurate prediction of the future, that is what planning is for – to accurately predict the future!!!!

31. Principle 3: Create Knowledge Predictions about future will be wrong if: Complex Detailed About the Future About an Uncertain Environment You can still be reliable even with uncertainty Predictions are not facts

32. P3: Knowledge – Good Practices

33. P3: Knowledge – More Good Practices

34. Knowledge and VSTS Process Improvement WIKI Continuous Integration Process Template Modifications Tracking Variance with Work Items

35. Myth 4: Planning is Commitment Planning is required, especially on large government projects – how else can we get what we want?

36. Principle 4: Defer Commitment “In preparing for battle I have always found that plans are useless, but planning is indispensable” Dwight Eisenhower

37. P4: Defer Commitment – Good Practices

38. Defer Commitment and VSTS “Spike” Branches Tracking Options

39. Myth 5: Haste Makes Waste You must take your time, plan, and ensure you do it right the first time…

40. Principle 5: Deliver Fast Companies that compete on time usually have significant cost advantage over competitors

41. P5: Deliver Fast – Good Practices

42. Deliver Fast and VSTS Process Guidance Coding Conventions Code Build Deploy Code Analysis

43. Myth 6: There is one best way For everything….

44. Principle 6: Respect People There is no “one best way” There is no process that can’t get better Never-ending continuous improvement should be found in every team/organization Cornerstone to continuous improvement = PEOPLE Software engineering is primarily a PEOPLE process – embrace it

45. P6: 3 Cornerstones

46. Respect People Review Assigning Work Items to a Team

47. Myth 7: Optimize by Decomposition

48. Principle 7: Optimize the Whole Optimizing parts <> optimize the whole Find a higher measure that will drive the right results for the lower level metrics

49. P7: Optimize – Good Practices

50. Optimize the Whole and VSTS Continually evolve work items Continually Evolve Process Templates Reflect with Reports and Analytics

51. Recap: The 7 Principles Are Eliminate Waste Build Quality In Create Knowledge Defer Commitment Deliver Fast Respect People Optimize the Whole

52. Some things I didn’t say Eliminate waste ≠ no documentation Amplify Learning ≠ keep changing your mind Decide as late as possible ≠ procrastinate Deliver as fast as possible ≠ rush and produce sloppy results Empower the team ≠ abandon leadership Build in quality ≠ big, upfront design Optimize the whole ≠ ignore details

53. Other Related Practices Seeing Waste Value Stream Mapping Self-Based Development Pull Systems Queuing Theory Motivation Measurements

54. This All Fits Together Lean Prince2 Scrum FDD TDD

55. References For You

56. Of Course…. ME! Book signing at 5:30 on Thursday

57. Thoughts? Questions?