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Lean Software Development i Stockholm 6/10 2004

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En dag med lättrörlig utveckling

Tid & Plats:

Stockholm onsdag 6/10 2004
Kl 9:00-17:00
Royal Viking,
vid Centralen i Stockholm

Tema:

Implementing Lean Software Development
Practical approaches for applying lean principles to software development
Seminariet hålls på engelska

För vem:

Utvecklare, testare, projektledare, produktchefer, projektsäljare, linjechefer som vill lyckas bättre med programvaruutveckling

Presentatörer:

Mary & Tom Poppendieck
Erik Lundh

Pris:

Heldag: 5 995 kr
Inklusive kaffe, lunch och dokumentation
Alla priser exklusive moms

Anmälan

Senast den 27/9 2004 Registrera dig här!

Arrangör

Compelcon AB

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Lean Software Development

"Mary and Tom Poppendieck have provided us with a more understandable, robust, and everday framework for understanding the workings of agile processes." Ken Schwaber, chairman, Agile Alliance

Mary Poppendieck är IT och projektveteran från 3M. Under hennes tid på 3M fick företaget stora framgångar med Lean Thinking som bygger på best practices med ursprung i Toyota och andra framgångsrika japanska företag. Först när jag hörde talas of Lean Software Development utan någon bakgrund tänkte jag spontant: "Åh nej, inte en sälja-konsult-metod till" Det var lätt att vara skeptisk och tro att ännu en guru ville profilera sig med sin egen metod för att få en bra plats vid köttgrytorna. Men jag hade fel. Det Mary och hennes man Tom Poppendieck har gjort är att skapa en brygga mellan tänkesätt som gjort företag som 3M och Toyota framgångsrika och lättrörliga (agile) metoder som SCRUM och eXtreme Programming(XP). Mary är numera även SCRUM-master , dvs utbildad instruktör i SCRUM-metoden

Det Mary och Tom ger oss är ett systemtänkande som passar både i det lilla och stora företaget. Mary & Tom pekar i sin bok Lean Software Development -An Agile Toolkit på exempel som att Toyota startade som ett litet företag, det fanns helt enkelt ingen stor bilmarknad i efterkrigstidens sargade Japan. Men man tänkte på hur man skulle få ekonomi i att göra bra produkter, även i liten skala. Med det synsätt som Toyota grundades, blev resan till positionen som ett av världens största bilföretag väsentligt enklare. (Intressant är också Marys exempel när Toyota hjälpte GM att starta om en problemfabrik och fick den att bli en av USA:s absolut bästa. GM försökte sedan kopiera arbetsformerna moment för moment till andra fabriker, men förstod inte den bakomliggande filosofin. Naturligtvis fungerade det inte.)

Systemtänkade? Låter det tungt och jobbigt? Nej, det innebär inte att vi drar på oss en stor process-överrock. Det innebär att vi ser hela företaget, samt våra kunder och leverantörer som ett enda system. Det sundaste är att alla samarbetar för att få bästa resultat, eller hur? Våra agile-metoder för lättrörlig utveckling, som XP och SCRUM . Det var ingen överraskning efter att ha läst parets bok att jag hittade Eli Goldratts klassiska Målet (The Goal) bland referenserna. Mary & Tom visar varför XP, SCRUM och liknande slimmade metoder fungerar i ett system och hur vi kan gå vidare och tillämpa samma synsätt i fler delar av verksamheten, bara vi förstår systemet. Mary visar t ex utmärkta modeller för agile contracts, dvs hur man hanterar ex konsulters åtaganden och IT-projekt med lättrörlighet och flexibilitet, efter en framgångsmodell som Toyota skapade i relationen med sina underleverantörer.

Numera sitter Mary dessutom i styrelsen för internationella Agile Alliance (www.agilealliance.org) och har där fått förtroendet att ansvara för alliansens finanser.

Både i boken och under presentationerna ger Mary & Tom oss efter hand en verktygslåda med 22 verktyg. Några av dom, som Refactoring, känner vi direkt igen från XP. Andra verktyg som ex "Pull Systems" förklarar varför XP:s Planning Game fungerar så bra. Mary & Tom visar oss att Planning Game är en variation på det som japansk industri kallat kanban-kort i många, många år.

Vi får också handfasta exempel på lyckad lättrörlighet (dvs agile) i allt från USA:s marinkår ("Improvise and adapt", minns ni?) till börskändisar som Nucore och Xerox.

Lean Software Development är en verktygslåda för oss som vill veta varför och hur agile fungerar. Det är inget konkurreande alternativ till XP och SCRUM, men ytterst användbart för alla som vill jobba lättrörligt enligt XP, SCRUM eller liknande, precis som t ex Scott Amblers Agile Modeling. Se Lean Software Development som ett turbo-kit för lättrörlig utveckling.

Erik Lundh


XP2003: Ward Cunningham, Kent Beck, Mary Poppendieck och Erik Lundh spelar ett spel om XP av Joshua Kerievsky inför publik.

Innehåll

Implementing Lean Software Development


A good agile team can implement features in any order and deliver working, deployable software every two weeks or so. The question is not "Can this really be done?" (Indeed it can.) or "How can this be done " (With serious discipline). The question you should be asking is "How can my organization benefit from this remarkable opportunity?"

When manufacturers began to make products "Just-in-Time" and warehouses began to ship products the same day they were ordered and FedEx delivered them overnight, a revolution in productivity was sparked continues to this day. Agile development presents a similar opportunity to companies, but only if they can exploit its benefits. Agile development will not help a company that takes months to act on a customer request, nor will it help a company that fails to leverage the feedback of short iterations.

We tend to keep a large inventory of software-in-process - requirements that are not proven, analysis that is not reduced to code, code that is not tested, sub-systems that are not integrated, systems that are not released to production. Lurking in this partially done software are huge risks. We don't know that the software will actually work, that it will integrate easily with the rest of our software, that it will truly solve the business problem.

Not only is a large inventory of partially done software development risky, it contains a lot of waste. Waste is anything we do that customers don't perceive as value, anything that gets in the way of value flowing rapidly from customer request to customer satisfaction. How long does it take for a customer request to find its way through your software development process? How much extra baggage does it pick up on the way?

Lean thinking has let to dramatic improvements in manufacturing and product development. It can have similar impact on software development. This course explores key lessons of lean manufacturing, lean logistics, and lean product development to explore out how organizations can leverage the benefits of agile software development.

Implementing Lean Software Development

Practical approaches for applying lean principles to software development

Learn how to:

  • Identify the 20% of software development effort that delivers 80% of the value
  • Eliminate the real waste in software development
  • Increase quality and decrease cost through a learning-centric process
  • Reduce unnecessary complexity and avoid creating a legacy
  • Leverage your Lean or Lean Six Sigma Initiative

Course Description

This workshop covers practical tips and strategies for applying the key lean techniques of:

  • Customer Focus
  • Process Flow
  • Local Responsibility
  • Data-Based Decisions

Case studies and implementation tools will help participants apply lean principles to their own software development environments.

Who Should Attend

This program is designed for software development managers, team leaders and senior practitioners who would like to improve the way they develop software. It will be particularly useful to those looking beyond conventional approaches to software development for dramatic improvement in their processes.

Format

This one day program is presented with an even mixture of lecture and discussion/exercises. This format is most effective with a maximum class size of 30.

Course Outline

Principles of Lean Software Development

  • Increasing predictability by avoiding predictions
  • When failure is more valuable than being 'right the first time'
  • The myth that slower is better

Customer Focus

  • The myth of requirements and the critical role of learning
  • A multitude of customers: one for each software layer
  • Discovering waste by mapping the value stream

Process Flow

  • The five laws of Lean Six Sigma
  • Software in-process inventory and queues
  • The six basic disciplines required for rapid flow

Local Responsibility

  • The myth and the reality of software design
  • Creating the visual workplace
  • Responsibility-based planning and control

Data-Based Decisions

  • Why delaying decisions gives better results faster
  • Deciding when to decide
  • How to hit a moving target with simple software techniques

Roles & Responsibility

  • The Voice of the Stakeholders
  • The Voice of the Users
  • The Voice of the Technical Community
  • The Conductor:

Metrics

  • Measure UP
  • What's wrong with cost, schedule and scope?
  • If you only had 3 measurements, here are the ones to use.

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Mary PoppenDieck

Mary Poppendieck has been in the Information Technology industry for twenty five years. She has managed solutions for companies in several disciplines, including supply chain management, manufacturing systems, and digital media. As a seasoned leader in both operations and new product development, she provides a business perspective to software development problems.

As Information Systems Manager in a video tape manufacturing plant, Poppendieck first encountered the Toyota Production System, which later became known as Lean Production. She implemented one of the first Just-in-Time systems in 3M, resulting in dramatic improvements in the plant's performance.

Poppendieck's team leadership skills are legendary in 3M, where new product development is a core competency. One team commercialized a graphics interface controller three times faster than normal. Another team not only developed an image database system in partnership with a start-up company, but also set a new international standard for image formats.

Three times Poppendieck has partnered with small companies, twice negotiating and funding a multi-million dollar equity investment. But understanding small companies from the investor point of view was not enough; so she joined one of the start-ups to lead its R&D effort. Today Poppendieck is Managing Director of AgileAlliance and is a Senior Cutter Consortium Consultant.

A popular writer and speaker, Poppendieck's tutorials on managing software development offer a fresh perspective on project management. Her book Lean Software Development: An Agile Toolkit, was published by Addison Wesley in May, 2003, and won the Software Development Productivity Award in 2004.

Contact

Phone: +1 952-934-7998
Email: mary at poppendieck.com
Web:www.poppendieck.com

Expertise

· Lean Software Development

· Value Stream Mapping

· Software Kaizan Events

·Leading Development Teams

· Software Contracts

Education

Master of Science, Mathematics
University of Maryland
College Park, MD

Bachelors of Science, Mathematics
Marquette University
Milwaukee, WI

Publications

Software Development Magazine, May and June, 2001, Lean Programming (Two Part Article); May, 2002, Wicked Projects; August 2003, Concurrent Development

C/C++ User's Journal, October, 2003, Lean Software Development

Cutter IT Journal, September, 2002, Using XP for Safety-Critical Software

Cutter Executive Report, August, 2003, Lean Development and the Predictability Paradox

Cutter Executive Report, March, 2004, The Software Productivity Impeartive

Book: Lean Software Development: An Agile Toolkit, Addison Wesley, June 2003

Mary Poppendieck on Panel with Ken Schwaber, Martin Fowler, Kent Beck, and David Parnas.

Tom Poppendieck

Tom Poppendieck is an enterprise analyst and architect, and an agile process mentor. He focuses on identifying real business value and enabling project teams to realize that value. Tom specializes in upstream, customer side processes and in effective collaboration with the downstream, development side of a project team to maximize development efficiency, system flexibility, and business value.

Tom has delivered excellent results as mentor or coach of Agile RUP, Scrum, and XP teams in diverse business domains. Tom is a practitioner as well as a coach using agile methodologies that are use case/feature driven, domain model based, and component, and service-oriented architecture centered.

Tom Poppendieck led the development of a world-class product data management practice for a major commercial avionics manufacturer that reduced design to production transition efforts from 6 months to 6 weeks. He also led the technical architecture team for very large national and international Baan and SAP implementations.

Tom has 22 years of experience in computing including 8 years of object technology. His modeling and mentoring skills are rooted in his experience as a physics professor. Tom maintains a broad technical, process and management knowledge base to support productive collaboration with all project stakeholders and contributors. His early work was in IT infrastructure, product development, and manufacturing support, and evolved to consulting project assignments in healthcare, logistics, mortgage banking, and travel services.

Contact

Phone: +1 612-804-7217
Email: tom at poppendieck.com
Web:www.poppendieck.com

Expertise

· Training and Coaching
o XP
o Scrum
o Agile Modeling

· Customer Engagement
o Use Cases
o Conceptual Models
o Business Rules
o Value Stream Mapping

Education

PhD in Physics
University of Wisconsin
Madison, Wisconsin

Publications

Lean Software Development: An Agile Toolkit Addison Wesley, June 2003.

Erik Lundh

Erik Lundh har jobbat med produktorienterad utveckling av programvara i 20 år, sedan 90-talet med fokus på bättre sätt att utveckla. År 2000 fick Erik kontakt med eXtreme Programming(XP) och lättrörlig utveckling(Agile) via arbete med ett svenskt tvärindustriellt designcentrum. Erik var med på den första internationella XP-konferensen XP2000 och har deltagit varje år sedan dess. Designcentret lades på is, men XP väckte stort intresse. Sedan dess har Erik varit fullt upptagen med att propagera för bättre arbetsformer med XP som konkret metod, samt agera coach i nyckelprojekt när team och företag anammar XP som lättrörlig arbetsmetodik.

Erik har de senaste åren varit coach i ett antal XP-projekt med hög profil samt utbildat 100-tals utvecklare, testare, projektledare och linjechefer i lättrörlig utveckling med XP.

Eriks arbete med spridning och införande av XP och lättrörlig utveckling har uppmärksammats internationellt. På senare tid har han blivit inbjuden till flera expertpaneler på internationella konferenser: XP2002 och OOPSLA 2002 tillsammans med bl a Kent Beck, Ron Jeffreis, Rob Mee, Gay Pollice(Rational)

Erik är också en mycket aktiv medlem i det sydsvenska kostnadsfria förbättrings-nätverket SPIN-SYD med ett 40-tal företag (Ericsson, ABB, IKEA, mfl ) samt Lunds Tekniska Högskola som medlemmar.

Publikationer:

www.compelcon.se/publications

Mer om Erik:

www.compelcon.se

 

Erik Lundh

OOPSLA 02: Erik i panel med Kent Beck, Ron Jeffreis, Rob Mee mfl

TCRE02 workshop under RE02

XP2002: Erik presenterade sitt sätt att sprida XP via nätverk och satt i panel med Kent Beck

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Agenda

8:30

Registrering

9:00

Hur passar Lean Software Development in i Agile-familjen?

Erik Lundh - svensk pionjär inom XP-coaching

9:15

Principles of Lean Software Development

Mary Poppendieck

Comments by Erik:

Mary introduces the Lean prime directive: Eliminate Waste; and how that translates software development organizations. It is not about eliminating coffee breaks. It is among other things about not fragmenting time and resources. Those of you that enjoyed Eli Goldratts The Goal ("Målet" in swedish) will have a field day

10:00

Kaffe med smörgås

10:30

Customer Focus

Mary Poppendieck

Case Study: Small groups with similar development problems will choose a project currently being worked on by one of the group members and do a Value Stream Analysis on that project and evaluate whether the basic disciplines are in place.

Mary & Tom Poppendieck

12:00

Lunch

13:00

Process Flow; Local Responsibility

Mary Poppendieck

Case Study: The case study continues with an evaluation of the disciplines in place and visual workplace.

Mary & Tom Poppendieck

14:00

Data-Based Decisions

Mary Poppendieck

Discussion: The class will explore the details of set-based design in software development and discuss how late binding applies to the case studies.

Mary & Tom Poppendieck

15:00

Kaffe

15:30

Metrics

Mary Poppendieck

Case Study: The small groups apply the three high-level metrics to their case study.

Mary & Tom Poppendieck

16:30-

Sammanfattning, diskussion och frågor

17:00

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