.This talk, from the Lean Software and Systems Conference 2012 (LSSC12), discusses how to achieve multiple team collaboration in large scale software development. Self-organization is a key concept for all Lean-Agile methods. However, as projects expand across the enterprise and, more specifically, cut across multiple teams, teams clearly can’t just organize in any way they want to. A blend of top-down direction with bottom-up self organization is needed. Lean provides the insights necessary for teams to self-organize within the context of the value stream within which the teams work. A top-down perspective, created by driving from business value, can provide insights on how teams must organize and work together.
This presentation was given at the Lean Software and Systems Conference 2012 (LSSC12).
Lean works in today's companies ... sometimes. Agile works ... sometimes. Traditional methods used to work, but don't anymore. Over the last 47 years, across tens of thousands of companies and despite massive expansions in both management and technical theory, corporate Return on Assets (ROA) today is only 25% of what it was in 1965. Let that number sink in a minute.
How can companies be doing so poorly when they are more bottom-line focused than ever? It is because most people, at a deep level, still think of the world in much the same way people did a hundred years ago. Even many Lean and Agile people. Today we know much more about how the universe works than we did then. This session will explore how we can leverage the best current understanding of reality into a Lean Systems Framework that improves technical execution and business performance.
The Lean Systems Framework is built upon the foundations of Lean product development, cognitive science, physics, philosophy, complexity theory, and systems thinking. Kanban, Lean Startup and other proven systems streams fit naturally into this framework, and we shall discuss how and where they fit. The framework reinforces and integrates these approaches so they can work together even better than they do alone. The best companies today are already implementing elements of this framework. They have largely escaped the great economic slide of the last 47 years and are currently experiencing 1965-level returns. The framework as a whole gives even greater opportunities, creating synergy and adding performance leverage.
Come and find keys for moving your company and your technical work beyond historic norms to new levels of success.
Session presented at Lean Software and Systems Conference 2012 (LSSC12). As technology marches forward, system complexity continues to rise. Many of the most critical design decisions are made very early in projects, before the system designers can possibly know all that they need to know to make those decisions correctly. That inevitably results in what we call "loopbacks", where earlier decisions (that were thought to be final) must be re-made, resulting in a cascade of changes to portions of the design that were dependent on those earlier decisions. Avoiding that waste is a key driver of the Lean principle of delayed decision-making. However, putting that into action is not as simple as delaying decisions... it is often very hard to make progress on your design if you are waiting on various decisions to be made. This is where Set-Based Design comes to the rescue. Set-Based Design is often misrepresented as simply performing multiple Point-Based Designs in parallel so that you are more likely to have one good design. Rather, Set-Based Design will be described as a radical departure from traditional Point-Based Design, moving from the inefficient pattern of guess-then-test-to-validate to a highly efficient pattern of test-to-learn-then-design.