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

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

38. プロダクト・ポートフォ
リオ・マネジメント
• ビジネス価値に注目
• チームに負荷をかけす
ぎない

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

48. Release View cont’d.

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

52. MAKE
•INCREMENTAL
DELIVERY
•CREATIVE PROBLEM
SOLVING
•QUALITY BUILT IN

53. 開発
•印栗メンタルなデリバリ
•創造的な問題解決
•品質の作りこみ

54. VALUE
•PRIORITIZATION
•BUSINESS
ITERATIONS
•RELEASE PLANNING

55. 価値
•優先順位付け
•ビジネスも反復
•リリース計画

56. FLOW
•VALUE STREAM
VISUALIZATION
•IMPEDIMENT IMPACT
•WORKFLOW AS PROCESS
ACCOUNTABILITY
•MANAGE (LIMIT) QUEUES
•VISUAL CONTROLS
•MANAGE FLOW
(PROCESS)

57. フロー
•バリューストリームの見える化
•障害物
•ワークフローをプロセスとして
アカウンタビリティ
•キュー管理
•見える化
•フローを管理

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

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Our coaches work with your teams to provide
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72. Best Practices Curriculum
Lean Agile
Exec
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Mgmt
Leaders
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73. Net Objectives Courses
Lean Software Development Agile Software Development
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Agile/Scrum – Design Patterns for Agile Developers
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– Scrum Master Certification by Net Objectives – TDD Database Boot Camp
– Lean-Agile Enterprise Release Planning – Advanced Software Design
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For more information, see: www.netobjectives.com/training