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![We believe that
• [doing this]
• for [these people]
• will achieve [this outcome].
We’ll know this is true when we see
• [this market feedback].
Jeff Gothelf, Author “Lean UX”
Testable Hypothesis
35](https://image.slidesharecdn.com/mathiaseifert-usingleanthinkingtoincreasethevalueofagile-150613222217-lva1-app6891/75/Using-Lean-Thinking-to-Increase-the-Value-of-Agile-37-2048.jpg)
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Using Lean Thinking to Increase the Value of Agile
The document discusses how lean thinking can enhance agility in software development by eliminating waste, optimizing flow, and achieving sustainability through practices like value stream mapping and continuous improvement. It highlights the integration of lean principles with agile methodologies, emphasizing the importance of validated learning, risk management, and user-centered design. Key takeaways include the need to focus on solving the right problem and adapting to change while employing lightweight tools and engaging in conversations about value.
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Using Lean Thinking to Increase the Value of Agile
- 1. Using Lean Thinking to Increasethe Value of Agile Mathias Eifert
- 2. • Basic conceptsof Lean • The case of the missing brain • Closing the value loop • Implications and take-aways Agenda 2
- 3. About Me 3 • SolutionsArchitect and Consultant • Applied Lean principles for 15+ years – Statistical Process Control – Process Improvement – Software Development – Agile Coaching [email protected]
- 4. What is Lean? ToyotaProduction System
- 5. What is Lean? ToyotaProduction System Highest quality, lowest cost, shortest lead time
- 6. • Eliminate waste •Optimize flow • Achieve sustainability Basic Ideas 5
- 7. Waste Any non-value addedactivity in a process Type 1: Enablers, (currently) required Type 2: Truly unnecessary
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- 9. Features That NobodyWants… 8
- 10. • Reduce variabilityof work load • Limit work in progress • Optimize the whole value stream • Minimize lead time Optimize Flow 9
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- 12. • Cross-functional teams •Team sets pace • Avoid constant task switching • Automate manual tasks • Knowledge work doesn’t scale well Achieve Sustainability 11
- 13. HOW do we getthere?
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- 15. Kaizen 15 Continuous improvement through rapid,iterative learning.
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- 23. • Created byengineers • No consideration for – Product management – Design – User Experience Jeff Gotthelf, Author “Lean UX” Agile Manifesto 24
- 24. AGILE doesn’t have a BRAIN BillScott, VP, Business Engineering and Product Development at PayPal
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- 30. Sense & Respond BusinessAgility
- 31. The Cost ofChange 29 Cycle Time
- 32. Agile is necessary butnot sufficient
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- 35. Where is theValue? 33 Features Outcome User Behavior Impact Organizational Goals Output
- 36. TDD Build the RightThing Build the Thing Right BML/HDD ATDD
- 37. We believe that •[doing this] • for [these people] • will achieve [this outcome]. We’ll know this is true when we see • [this market feedback]. Jeff Gothelf, Author “Lean UX” Testable Hypothesis 35
- 38. Impact Mapping 36 Gojko Adzic,impactmapping.org
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- 42. Not all Softwareis Equal 40 Process Support Product Development Uncertainty Requirements Unmet Needs Unrealized Needs
- 43. When you know whatyou need, building to requirements works great!
- 44. When you’re sureyou know exactly what you need, building to perfect requirements works great!
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- 46. Uncertainty: The lack ofcomplete certainty, that is, the existence of more than one possibility. Risk: A state of uncertainty where some of the possibilities involve a loss, catastrophe, or other undesirable outcome. Douglas Hubbard, Author “How to Measure Anything” Risk Management 44
- 47. Surfacing assumptions is riskidentification. Validated learning is active risk mitigation.
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- 49. A business casesummarizes a set of assumptions. These assumptions are usually: • Hidden • Unvalidated The Dread Business Case 47
- 50. Defer Commitment… 48 … untilthe last responsible moment
- 51. Start Small andLightweight 49 ObserveDesign Value Proposition Canvas ©Strategyzer AG
- 52. • Embrace change& uncertainty • Have conversations about value • Resist the temptation to fix scope • Quantify business goals • Understand hypothesis testing • Speak the language of UX • Find lighter-weight tools Takeaways 50
- 53. Solve the correctproblem Then solve the problem correctly Jeffrey L. Taylor
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