What’s wrong with our traditional ways of working? How can we stay relevant and successful in an environment with high pace of change that requires speed, enormous productivity and consistent commitment? Please come and join me: I’ll share briefly with you the foundations of Lean & Agile thinking, mindsets required through an organization. I’ll go through Agile impacts on change in way of working: old versus new roles and new leadership style. A never-ending story “ Agile journey “: let’s have open discussions on impediments encountered and share experiences & lessons learned from transformation to continuous improvements.

1. Agile journey
change in way of
working
Network with a purpose

2. Agile journey
Change in Way of Working
Guylaine Thibault, Program Manager, Ericsson
What’s wrong with our traditional ways of working? How can we stay
relevant and successful in an environment with high pace of change
that requires speed, enormous productivity and consistent
commitment?
Please come and join me: I’ll share briefly with you the foundations of
Lean & Agile thinking, mindsets required through an organization. I’ll
go through Agile impacts on change in way of working: old versus
new roles and new leadership style.
A never-ending story “ Agile journey “: let’s have open discussions on
impediments encountered and share experiences & lessons learned
from transformation to continuous improvements.
Network with a purpose –participant material | 2014-11--13 | Page 2

3. presentation
› Tell me about yourself
› Are you familiar with Lean & Agile?
› Your expectation
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4. Part one:
What’s wrong with our
traditional ways …
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5. What’s wrong with
our traditional Ways of
developing Software ?
How successful are
our development teams?
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Building unused
features ?
Always'
7%'
O+en'
13%'
Some3mes'
16%'
Rarely'
19%'
Never!Used'
45%'
Source:
Standish
Group
Study
of
2000
projects
at
1000
companies
Source:
2013
IT
project
Success
Rate
Survey,
Ambysoft
.com/surveys/success2013.html
Copyrigth
2014
Scott
W.
Ambler
+
Associates
Source:
Managing
the
development
of
large
software
systems
-­‐
paper
Author
:
Dr.
Winston
W.
Royce
Why is
traditional
project mgt
failing?

6. WATERFALL VS. AGILE
waterfall agile
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delivery value
time time
delivery value
deadline
deadline
Source:
DUIB
Lean
&
Agile
program
-­‐2012
Ericsson

7. WATERFALL VS. AGILE
Learning Bugs inflow
System test progress System performance
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waterfall
agile
Source:
DUIB
Lean
&
Agile
program
-­‐2012
Ericsson

8. Part two:
lean and agile
principles
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9. Lean principles
1. Eliminate waste
2. Build quality in
3. Create knowledge
4. Defer commitment
5. Deliver fast
6. Respect people
7. Optimize the whole
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Toyota production
system
Lean SW
development

10. Agile
Agile manifesto (2001)
› We are uncovering better ways of developing software by doing it and
helping others do it. Through this work we have come to value:
› Individuals and interactions over processes and tools
› Working software over comprehensive docs
› Customer collaboration over contract negotiation
› Responding to change over following a plan
› That is, while there is value in the items on the right, we value the items
on the left more.
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Source: http://agilemanifesto.org

11. Agile principles
1. Highest priority is customer satisfaction
2. Welcome changing requirements
3. Frequent delivery of software
4. Business people & developers cooperating daily
5. Build projects around motivated people
6. Face-to-face conversation is best
7. Progress measured by working software
8. Sustainable development pace
9. Continuous attention to technical excellence
10. Simplicity
11. Self-organizing teams
12. Regular reflection & adaptation
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12. Part THREE:
reflections…
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13. WHAT MAKES YOU AGILE?
1.
2.
3.
4.
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14. Impact on roles
product owner
team
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!?
“ myself ” scrum master
Manager
Coach
6
4
5
3
2
1

15. Lean & agile practices
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Source:
Guide
to
Agile
practices
from
Agile
Alliance
[http://guide.agilealliance.org/subway.html}

16. Reflections
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Source:
7th
annual
state
of
Agile
development
Survey
Version
one

17. Part Three:
Examples of Lean and
agile implementations
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18. Kanban
Backlog Analysis Step 1 Step 2 Step N
Ongoing Done Ongoing Done
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Done
Ongoing Done
DoD 1
- Condition 1
- Condition 2
- Condition 3
DoD 2
- Condition 4
- Condition 5
- Condition 6
DoD N
- Condition 7
- Condition 8
- Condition 9
Source:
Ericsson
Lean
&
Agile
Foundation
course
Ericsson

19. SCRUM
product
backlog
sprint
backlog
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development
2 to 3 weeks
daily
meeting
sprint
planning
potentially
shippable
product
increment
Source:
Ericsson
Lean
&
Agile
Foundation
course
Ericsson

20. The Scrum Task Board
Not Checked
Out
Checked
Out Done
Make this
2d 3d
Make this
2d 3d
Do this
3d
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Project: ___
Iteration #
Goal:
__________
__________
Burn-Down
Unplanned Next
Story x
8d
Story y
4d
Story z
14d
Do that
1d
Tasks move this way
And in this order
Make this
Do that
2d 1d
User Story
Engineering
tasks (from
iteration
planning)
Estimates
can change
over time
Spontaneously generated
engineering tasks for this iteration
… and those for a
next iteration
Burndown
chart,
updated
every
daily
meeting
Source:
Ericsson
Lean
&
Agile
Foundation
course
,
Ericsson

21. List of recommended
books
1. “ Lean SW Development – An Agile Tool Kit ” from Mary
Poppendieck and Tom Poppendieck
2. ‘This is lean- Resolving the efficiency paradox” from
Niklas Modig & Par Ahlstrom
3. “The principles of Product Development Flow - 2nd
generation “ from Donald G. Reinertsen
4. ”Scrum-The Art of doing twice the work in half the time ”
from Jeff Sutherland, co-creator of Scrum
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22. thanks
Thanks to Ericsson Lean & Agile communities!
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