AgileJapan2010 Alan Shalloway's keynote: What Is Next In the Agile World - Japanese subtitled
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Keynote by Alan Shalloway at Agile Japan2010 on Apr.10, 2010 in Tokyo Japan. http://AgileJapan.org/ See tweeted comments from the audience(mostly Japanese) at http://togetter.com/li/13577
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AgileJapan2010 Alan Shalloway's keynote: What Is Next In the Agile World - Japanese subtitled
- 1. What’s Next in the Agile World? The Case for Lean-Agile Software Development アジャイルの現状と 未来、次に来るもの リーン・アジャイル開発への展望 Copyright ©, 2010 Net Objectives
- 2. Net Objectives: Who We Are • Lean for Executives • Product Portfolio __Management ASSESSMENTS CONSULTING TRAINING COACHING • Kanban / Scrum / ATDD • Lean-Management • Design Patterns / TDD • Project Management
- 3. Net Objectives: 自己紹介 • 経営者へのリーン • 製品ポートフォリ オマネジメント アセスメント コンサルティング トレーニング コーチング • カンバン、スクラム、受 け入れテスト駆動開発 • リーンマネジメント • デザインパターン、TDD • プロジェクトマネジメント
- 4. Who are y ou Where do you work? Experienc e? Why are y ou here? Why make s you come to w ork every day? AlShall @NetObjectives.c om
- 5. Abstract • Brief history • What’s missing • How Lean’s view helps • What’s next – Enterprise view – Include management – New team methods - Kanban
- 6. 概要 • 歴史のふりかえり • 何が足りなかったか • リーンの考え方 • 次にくるもの – エンタープライズ視点 – マネジメントを包含 – 新しいチーム手法 - Kanban（かんばん）
- 7. What is Agile? • Building software in stages to: – Speed up delivery of value to customers – Enable responsiveness – Avoid building what isn’t needed • Exists at different levels – Team agility – Business agility
- 8. Agile とは? • ソフトウェアを徐々に開発する。なぜなら、 – 顧客への価値提供を スピードアップ – 変化への対応 – 必要ないものを開発することを避ける • いくつかのレベルで存在する。 – チームのアジリティ – ビジネスのアジリティ
- 9. 60s: Software Crisis 70s: Software 80s: PCs Eng/Waterfall 90s: Internet 80s: 4th Gen Language 00s: Agile methods 90s: Rigorous Process / Y2K
- 10. 60s: ソフトウェア危機 70s: ソフトウェア工学/ 80s: PC ウォーターフォール 90s: インターネット 80s: 第四世代言語 00s: アジャイル 90s: しっかりしたプロセス/ Y2K
- 11. Consider the Software Value Stream Concept Business Leaders Regional Coordinators New Customers Consumption Trainers & Educators Requirements Product Managers Customer Business Product Champion(s) Capabilities Software Software Product Release Support Product Related Shared Components Product Related Shared Components Product Related Development
- 12. ソフトウェアのバリューストリーム コンセプト Regional Coordinators Business Leaders Trainers & Educators New Requirements Customers 利用 Product Managers 顧客 ビジネス Product Champion(s) Capabilities Software Software Product Release Support Product Related Shared Components Product Related Shared Components Product Related 開発
- 13. First Generation Methods • XP – Paired programming – Continuous Integration – Technically oriented • Scrum – 1-4 week sprints – Most popular – Technical practices only recently
- 14. 第一世代の方法論 • XP – ペアプログラミング – 継続的インテグレーション – 技術指向 • Scrum – 1-4 週のスプリント – もっともよく使われている – 技術プラクティスは最近になっ て追加された
- 15. XP Circa 1999 Regional Coordinators New Business Leaders Customers Trainers & Educators Requirements Product Managers Customer Business Product Champion(s) Capabilities P Software Software Product Release Support Product Related X Product Related Shared Components Shared Components Product Related Development Benefits Very popular for a – High quality few years 99-?? – Focused on customer need Took special mindset Why?
- 16. XP Circa 1999 Regional Coordinators New Business Leaders Customers Trainers & Educators Requirements Product Managers Customer Business Product Champion(s) Capabilities P Software Software Product Release Support Product Related X Product Related Shared Components Shared Components Product Related Development 利点 99年から数年間はと – 高品質 ても人気があった。 – 顧客ニーズ重視 ユニークな考え方 なぜ?
- 17. Scrum – Currently Most Popular Regional Coordinators New Business Leaders Customers Trainers & Educators Requirements Product Managers Customer Business Product Champion(s) Capabilities Software Software Support Scru Product Release Product Related m Product Related Product Related Shared Components Shared Components Development Benefits Practice based – High speed Protect the team – exclude – Focused on team and their customer management
- 18. Scrum – Currently Most Popular Regional Coordinators New Business Leaders Customers Trainers & Educators Requirements Product Managers Customer Business Product Champion(s) Capabilities Software Software Support Scru Product Release Product Related m Product Related Product Related Shared Components Shared Components Development 利点 プラクティス主体 – 高速 チームをマネジメント から保護。 – チームとその顧客重視
- 19. Agile Is Growing ☺ • Agile has brought much success at the team level • But has proven inconsistent at the enterprise level • We want Business agility, not just team agility
- 20. Agile は成長している☺ • アジャイルはチームレベルでは、大きく 成功した。 • しかし、エンタープライズレベルでは一 貫性がない。 • 私たちが必要なのは、ビジネス・アジリ ティであり、チームアジリティではない。
- 21. What’s Missing? • Explicit principles of product development • Coordinated vision across all levels • Product Portfolio Management • Management
- 22. 何が足らない? • プロダクト開発の明示的な原則 • すべてのレベルでの、ビジョンの共有 • プロダクトポートフォリオマネジメント • マネジメント
- 23. Enterprise Agility Ability to value quickly エンタープライズアジリティ すばやい価値提供能力 Copyright ©, 2010 Net Objectives
- 24. RE SPO NS I SS VENE
- 27. What is slowing us down?
- 28. Lean-Thinking Foundation / Attitude Principles / Practices リーン思考 基礎 / 心構え 原則 / プラクティス Copyright ©, 2010 Net Objectives
- 29. Lean Foundations • Respect people • Look to system for failures • Optimize the whole • Drive from business value • Value stream must be managed • Avoid delays to avoid creating work – At enterprise level (product portfolio management) – At team level (Kanban)
- 30. リーンの基礎 • 人間性の尊重 • システムを見る • 全体を最適化する • ビジネス価値から導く • バリューストリーム(価値流)を管理 • 「遅れ」を避けることは、「仕事」を作る のを避けること – エンタープライズレベルで(プロダク トポートフォリオマネジメント） – チームレベルで (Kanban)
- 31. Toyota and Lean • The world should forever be thankful to Toyota for creating Lean • And Lean can be thought of as separate from Toyota
- 32. トヨタとリーン • 全世界はリーンを作ったトヨタに永 遠に感謝しなければならない • その上で、トヨタと切り離してリー ンを考えることができる
- 33. Lean Principle Manage Work-In-Progress リーン原則 「仕掛り」を管理する Copyright ©, 2010 Net Objectives
- 34. focusing on productivity causes Delays for any particular product 生産性に焦点を当てると、 逆に遅れが生じる
- 35. Busy Doesn’t Mean Productive 「忙しい」というのは 生産性が高い、のではない
- 37. Product Portfolio Management • Focus on Business Value • Prevents overloading teams
- 39. What Work Do You Do? Getting Remo Faste Re-doing ve De Requirements r met lays hods requirements requirements Planning Design Working from old requirements ove Rem ays Collaboration Programming D el “Finding” bugs e Integration mov Re ys Testing “Integration” Dela Autom errors ation Deployment Remo ve De lays Where do you spend more of your time? How could you lower the work required?
- 40. どんな仕事がある? 遅れを 要求獲得 速くや 除去 る方法 要求みなおし 計画 設計 古い要求から 協働 再作業 を 除去 遅れ プログラミング バグを見つける 去 を除 テスティング 統合 遅れ 統合時のエラー 自動化 デプロイ 遅れを 除去 どこに多くの時間がかかっているか? 必要な作業をどうやったら減らせるか?
- 41. Consider the Software Value Stream Regional Coordinators New Business Leaders Customers Trainers & Educators Requirements Product Managers Customer Business Product Champion(s) Capabilities Software Software Product Release Support Product Related Managing Product Related Shared Components Shared Components here Product Related Can reduce Development induced waste here Product Portfolio Management
- 42. ソフトウェアのバリューストリーム Regional Coordinators New Business Leaders Customers Trainers & Educators Requirements Product Managers Customer Business Product Champion(s) Capabilities Software Software Product Release Support Product Related ここを管理 Product Related Shared Components Shared Components して、 Product Related Development ここでムダ が取れる Product Portfolio Management
- 43. Trends for Business Value Realization ビジネス価値実現 のトレンド Copyright ©, 2010 Net Objectives
- 44. Business value realized release Classic Pareto 古典的なパレート Time release release
- 45. Business value realized 投資が必要 release Time release Some Investment Required release
- 46. Business value realized Waterfall? release ウォーターフォール? Time release release
- 47. 混合 Blend Business value realized release Time release release
- 49. Putting It Together 合わせると Copyright ©, 2010 Net Objectives
- 50. Lean: A New Paradigm 2000 現場の考える人： 4 industrial paradigms リーン 4つの産業パラダイム 1900 交換可能な人： 組み立てライン 1800 交換可能な部品 1800 工芸
- 51. 価値 ビジネス チーム マネジメント 開発 フロー
- 56. FLOW •VALUE STREAM VISUALIZATION •IMPEDIMENT IMPACT •WORKFLOW AS PROCESS ACCOUNTABILITY •MANAGE (LIMIT) QUEUES •VISUAL CONTROLS •MANAGE FLOW (PROCESS)
- 58. Lean-Agile Works Lean provides the Enterprise and Business Perspective Gives mantra of eliminating waste to reduce delays Results in faster time to market, higher quality, lower costs Provides guidance for product portfolio management – Key business capabilities – Developed faster Agile enables teams to work in their best way – Not ad hoc – Process is the best they know, but they will continue to improve it
- 59. リーン・アジャイルは、うまくいく リーンが、エンタープライズとビジネスの視点を提供し、 「ムダどり」から「遅れの削減」へ それがTTMを速く、品質を高く、コスト削減に結びつき プロダクトポートフォリオマネジメントを提供する – キービジネスケーパビリティが、 – すばやく開発される アジャイルが、チームにとってベストのやり方で働くこと ができるようにする。 – その場の思いつきではない – プロセスは現場が自身のベストを作り、それを改善していく
- 60. Optimize the Whole Concept Regional Coordinators New Customers Consumption Business Leaders Requirements Trainers & Educators Product Managers LEAN Customer Business Product Champion(s) Capabilities Software Software Product Release Support Product Related Shared Components Product Related Shared Components Product Related Development
- 61. 全体を最適化する Concept Regional Coordinators New Customers Consumption Business Leaders Requirements Trainers & Educators リーン Product Managers Customer Business Product Champion(s) Capabilities Software Software Product Release Support Product Related Shared Components Product Related Shared Components Product Related Development
- 62. Summary Take an Enterprise view – Look at entire flow – Use Lean-Thinking – Not team thinking expanded Take advantage of known principles Removing waste will speed time to market while improving quality and lowering cost
- 63. サマリー エンタープライズの視点を – フロー全体を見る – リーン思考を使う – チーム思考を拡張するのではない 既知の原則を利用する ムダどりはタイム・トゥ・マーケットを速く、品質を改善し コストを削減する
- 64. Questions
- 65. Thank You! … and following is more to help you plan your next steps Copyright ©, 2010 Net Objectives
- 66. Resources Resources: www.netobjectives.com/resources – Webinars/Training Videos (PowerPoint with audio) – Articles and whitepapers – Pre/post course support Supporting materials – Quizzes – Recommended reading paths Blogs and podcasts: blogs.netobjectives.com Annotated Bibliography After-Course Support (students only) Additional Training Two User Groups – http://tech.groups.yahoo.com/group/leanagile – http://tech.groups.yahoo.com/group/leanprogramming Join our e-mail list to receive regular updates and information about our resources and training of interest to you
- 67. Tailored Bibliography Scott Bain, Emergent Design: The Evolutionary Nature of Professional Software Development Ken Pugh, Prefactoring Don Reinertsen, The Principles of Product Development Flow: Second Generation Lean Product Development Don Reinertsen, Managing the Design Factory Shalloway, Beaver, Trott: Lean-Agile Software Development: Achieving Enterprise Agility Corey Ladas, Scrumban and Other Essays on Kanban Systems for Lean Software Development
- 68. A Short List of Books - Lean Related Womack and Jones: Lean-Thinking Mary & Tom Poppendieck – Lean Software Development – Implementing Lean Software Development: From Concept to Cash Jeff Liker: The Toyota Way Michael Kennedy: Product Development in the Lean Enterprise Taiichi Ohno: Toyota Production System Ronald Mascitelli: Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management Kennedy, Harmon, Minnock: Ready, Set, Dominate: Implement Toyota's Set-based Learning for Developing Products and Nobody Can Catch You See http://www.netobjectives.com/resources/bibliography for a full bibliography _s 68 11 April 2010
- 69. Lean Management and Other Relevant Books Peter Scholtes: The Leader’s Handbook: Making Things Happen, Getting Things Done David Mann: Creating A Lean Culture: Tools to Sustain Lean Conversions William Bridges: Managing Transitions Weick and Sutcliffe: Managing the Unexpected: Assuring High Performance in an Age of Complexity See http://www.netobjectives.com/resources/bibliography for a full bibliography 69 11 April 2010
- 70. A Short List of Books - Technical Mugridge & Cunningham: Fit for Developing Software Michael Feathers: Working Effectively with Legacy Code Shalloway & Trott: Design Patterns Explained, A New Perspective on Object-Oriented Design Bob Martin: Agile Software Development: Principles, Patterns and Practices Freeman, Freeman, Bates, Sierra: Head First Design Patterns Martin Fowler, Refactoring: Improving the Design of Existing Code Ken Pugh, Prefactoring Scott Bain, Emergent Design: The Evolutionary Nature of Professional Software Development See http://www.netobjectives.com/resources/bibliography for a full bibliography _s 70 11 April
- 71. Net Objectives Services Training in Sustainable Product Development Certification Programs by Net Objectives Net Objectives offers the most comprehensive Net Objectives offers certification programs that Lean-Agile training in the world. Our offerings provides a road-map of knowledge as well as include Lean, Agile Analysis, Scrum, Design Patterns, resources to get there. Test-Driven Development, and Lean-Agile Testing. •Scrum Certification Our approach is a blend of principles and practices •Scrum Master Certification to provide a complete team and/or enterprise wide •Product Owner Certification training solution. Net Objectives is not affiliated with the Scrum Alliance Assessment Services Lean-Agile Coaching An effective way to embark on an enterprise level While training provides foundational knowledge transition to Lean-Agile methods is to start with an and is a great jump start, coaching is another assessment of where you are, where you want to effective way to increase the abilities of teams. go and options on how to get there that are right Our coaches work with your teams to provide for you and your budget. guidance in both the direction your teams need to go and in how to get there. Coaching provides the knowledge transfer while working on your own problem domain.
- 72. Best Practices Curriculum Lean Agile Exec Overview for Senior Management Mgmt Leaders Scrum Master IT Mgmt Agility for Lean IT Management Practitioner Managers Software (if not taking Development Implementing Scrum for Your For Business Team course) Management Lean-Agile Business Management Mgmt Enterprise Business Release Product Planning Owner Analyst OR Analyst Agile Planning Lean-Agile Implementing and Testing Scrum for Scrum Master Estimating Practices Your Team (if not taking Advanced Process Certification with User Process Implementing Agile By Net Stories Scrum for Your OR Lean Objectives Team course) Software Implementing Development Agile Tester Development Effective Tester With VSTS for Object- Acceptance Agile Teams Oriented Test-Driven Design Patterns Analysis and for Agile Emergent Development Advanced Design Design Developers Developer (if needed) Software Technical Sustainable Design Test-Driven Technical Training: C++, C#, Java TDD Database Boot Camp Development
- 73. Net Objectives Courses Lean Software Development Agile Software Development – Lean Software Development for Management – Design Patterns Explained – Lean Software Development – Emergent Design: Effective Agile Software – Lean-Agile Software Development Development Agile/Scrum – Design Patterns for Agile Developers – Implementing Scrum for Your Team – Sustainable Test-Driven Development – Implementing Scrum for Multiple Teams – Acceptance Test-Driven Development – Scrum Master Certification by Net Objectives – TDD Database Boot Camp – Lean-Agile Enterprise Release Planning – Advanced Software Design – Agile Planning and Estimating with User Stories – Lean-Agile Testing Practices – Agile Life-Cycle Management with VersionOne – Test-Driven ASP.NET – Product Owner Certification by Net Objectives – Effective Object-Oriented Analysis and Design – Implementing Agile Development with Microsoft™ Visual Studio Team System™ A Top 5 Course A New Course For more information, see: www.netobjectives.com/training