Lean Mastery Collection

by Jeffrey Ries

  Begin with the correct Project

  Agile methodologies are perfect for use in any kind of project. However, the most successful implementation depends on the type of project. By beginning with the right project, it creates more opportunities.

  Using Agile methodologies on classic projects does not produce positive results. Usually, one might lose control with members of a team that may want to go back to methods that they already used. On the other hand, presenting a narrow scope or highly dynamic scope can prove effective with Agile methodologies.

  Define the role of the Team

  The role that a team delivers when working on a predictive project is different from the team that is working on Agile projects. In the traditional model, project managers have total control over the projects. However, in the Agile framework, the project manager is like the driver.

  In an Agile project, there must be great discipline and organization among the team. This is one of the hardest areas to organizations that employ management and control method. Realizing the importance of such a team is valuable. Creating a cohesive team that shares a similar goal can be the right way to succeed.

  Approximation of efforts is important

  The most common problem when implementing Agile methodology is the idea that estimation is not that important. While it is not necessary to have project estimates, it is recommended to develop an estimate to show when tasks are expected to be finished. This helps keep the team on their toes to complete the work on time.

  If a given task is not realized within a given sprint, there is a chance that there is a mistake in the estimate and that must be corrected. The task has to be subdivided into manageable sections and the level of commitment revised. A flexible management will ensure that each reflects on the tasks which offer the largest value.

  Learn and manage the limitations

  Agile methodologies come with certain limitations that must be considered. These include scope, deadline, cost, and issues related to quality. It is okay to negotiate on the scope but maintain limitations related to the deadline, cost, and quality. These methods dictate that a given task should not go past a specific effort. Additionally, a time-box should be created to help make use of the sprints.

  It is important that limitations remain the same and not even slightly changed because they are a critical section of the model. Making any changes may let one lose control.

  Control tension

  There are certain organizations that look at Agile approaches as a rapid way of moving things. However, for these methods to last, tension in the team has to be controlled. If you can create a team that is motivated, self-managed, results-focused, and efficient, one can be sure to be successful with Agile methodology. In addition, every team must develop the right attitude towards productivity to realize a positive change.

  Stick to the methodology

  Agile methodologies come with a few standards, rules, and products. Therefore, it’s right to adhere to the method correctly. It is always a good thing not to change anything so that you can provide room for experience. If there is anything odd, be patient and offer another chance.

  Scrum methodologies create a sequence of stages and meetings that have to be maintained so that the methods can operate correctly. You can move from less to more by applying these methods. However, one must follow the instructions precisely.

  Quality

  Quality refers to improving the speed of delivery and controlling the estimates. It is vital that products are delivered right on time when you use Agile methodologies. One thing that must be ensured is that the products delivered must work. The products have to fulfill what it was meant to do.

  For this reason, no one should try to abandon quality in the process of product development until the end is attained.

  Remember that power without control is nothing

  These methods are very powerful. They have the ability to inspire teams to have better results in a short time. Agile methodologies mainly emphasize measuring, analyzing, and constant improvement.

  Metrics refer to ways of taking charge of project management depending on the actual data instead of opinions, intuition, and emergencies. Speed, dedication, flow, and compliance refer to metrics that need to consider in improving teams and processes.

  Optimize on Visibility

  This is a key element when it comes to the success of a methodology. Implementation of these methods never happens publicly in some of the organizations. However, it is recommended that this type of implementation should be made open so that both the public and the whole of the organization can see everything that is being done.

  It is important to refrain from using private Kanban methods when you have the project sponsor showing up. Gain courage and present it. Explain and make use of the clear advantages. Usually, there is no better friend than a project sponsor getting involved in the management. In fact, this reinforces the idea of transparency when dealing with Agile projects.

  Handle expectations

  Most teams and organizations that take this approach believes that their problems will be addressed and that the client will never have a different mindset. They have this belief that the products will forever be perfect. It is good to understand that Agile methodologies don’t provide a one-stop solution to every problem. How you are going to deal with the various expectations right from the managers to your team will define the success of your methodology.

  The method might fail to work correctly in the first round, which may make teams feel uncomfortable with certain features of the method. This is very common and should be worried about. Soon, progress will start to show up. This is significant, and the results are going to be positive.

  Choose the correct tools

  Using support tools to implement Agile methodologies helps create success in the implementation process. Creating a centralized support to share information, monitor progress, and deliver project control is very important.

  You should be careful not to fall into the trap of using free tools that aren’t connected to your organization. Agile methodologies are never implemented by teams that have unprofessional tools. It should be the responsibility of the organization to look for the right tools that will help in the adaptation of a given methodology.

  Revise and improve the method

  Once a given methodology is adopted correctly, the next thing to think about is adjustments. Create reviews that allow one to see what is working and what is not working in the organization. These reviews help an individual make relevant change. However, make sure you do this after you have done some trial with the standard models.

  Agile methodologies are adaptable and flexible. This makes them easy to use in different projects in an organization. With some little experience, one can identify imbalances and respond accordingly.

  Become an effective Product Owner

  In every single Agile project, a product owner is one of the most important people that can make a project successful or fail. This section looks at some of the popular scenarios that product owners face in Agile environments.

  To understand and manage stakeholders

  One of the most common problems that product owners go through is dealing with stakeholders and some of their expectations. For the product owner to be effective at representing stakeholders to the developers, the stakeholder must have complete trust and believe in the product owner. They have to trust the product owner and represent their needs to the developers.

  Well, how can one gain the trust of the stakeholders? The first important thing is to learn to listen and learn from stakeholders. It is an upper hand if you already know the stakeholders. However, if you don’t know them, get time to familiarize with them. Begin by introducing yourself, your expectations and roles. The next thing to do is to ask them questions related to their job and needs. Listen to some of their disappointments and expectations for the new solution. Usually, people are open to speak about their processes and share their leve
l of expertise.

  Their certain cases where you will encounter detractors, these are people who do not support the new product and aren’t willing to change or work for you.

  Understand and control the Storyboard

  The storyboard has your requirements and what developers should create. When the stories aren’t straight or effectively written out, the chances of the project being successful is rare. Therefore, a product owner must be focused on controlling the product backlog and sprints. A feedback submitted by stakeholders should be reviewed in detail. Accept feedback that has been defined clearly and has business value. The remaining feedback should be rejected or examined. To get clean feedback and effective stories, ensure that the stakeholders know what a great story and feedback must look like. When the project starts, get in touch with the stakeholders and walk them through the process of creating a story and feedback. When demonstrating, present them with a link between their stories and what has been created by the developers. As they continue to familiarize and learn the process, you should start to improve the process even further.

  Understand and choose the correct Product owner

  No matter the type of project, it should have multiple product owners. This will remain a challenge and has a chance to succeed or fail. Multiple product owners are likely not going to be effective. Why? It becomes difficult to make a decision. Stakeholders will have a big problem with whom they should approach. Scrum Masters and developers won’t know whom they should address their questions. What if there are two opposing views from product owners? Who is going to be responsible or become the real owner of the product? Multiple product owners in a project create assumptions and conflicting viewpoints. Besides that, it may create unnecessary confusion when it comes to decision making.

  That is why it is important to have one product owner for any project. When it comes to choosing the right product owner, pick one who is ready to take full control of the whole product and commit a majority of their time on it. They need to know what should be developed and have a goal of the final product. They should be ready to speak with stakeholders and Scrum masters. Finally, the right product owner is the one who prioritizes the functionalities and features of a project and communicates the reasons behind all his or her decisions.

  Remain calm and Automate

  A product owner has the role to manage many people alongside their expectations. This is a lot of work that needs more effort and time. There are times when you may feel extremely tired. During such occasions, it is advised to take a break. You can ask others to even assist you. Another way that you can do to remain effective is to automate communication. The most important thing is to learn to ask for support from a higher management when you don’t feel fine to make decisions.

  Conclusion

  Adopting Agile practices can be the most significant change in the project team’s management. A successful incremental and iterative development calls for an adaptive and progressive approach to be taken in the project management. In addition, the whole team has to embrace the change and the subsequent improvement that this change delivers.

  For any change, it is important to demonstrate the significance of the change to help avoid resistance immediately. The only way to realize this is by delivering the right business and technical results efficiently and quickly. The best way to attain these results is to bring the change as part of getting the work done. Iterative development of the Agile practices is not hard. However, changing how people work is hard. This book provides you with the right knowledge needed to implement Agile Software Development practices. Hopefully, the information about Agile techniques and methodologies presented in this book will help anyone in an organization or to build a project successfully. Furthermore, this will help your organization not only succeed but also thrive in using Agile best practices.

  Kanban

  The Complete Step-by-Step Guide to Agile Project Management with Kanban

  Introduction

  Congratulations on getting a copy of Kanban: The Complete Step-by-Step Guide to Agile Project Management with Kanban and thank you for doing so.

  This book is your guide to learning the in’s and out’s of Kanban and how you can implement it successfully into your business. Kanban’s simplicity is the major factor in how your teams can work together efficiently and produce effective projects in less time and for less money. You may have heard rumors that Kanban is “dead,” but what you need to learn is how the world has evolved and implemented Kanban and other methodologies to improve their workplaces and workflows. Not all industries and organizations are suited to the Kanban system!

  Are you a manufacturer looking to create a more lean process? Or are you developing software and want to deliver quality product faster? Or maybe you are a healthcare system struggling with inventory management? All of these scenarios are great situations for trying out Kanban. It is a simple, visual system that helps teams communicate effectively and take on only the work they can do within a desired time frame. When you are ready to roll it out to your team and stakeholders read over Chapter 6 to learn how Kanban improves workflow at your workplace so you can garner their buy in.

  You are at the doorstep of learning not just what the core principles and practices of the Kanban system are, but how you can implement it well in your company. Read on to learn tips and techniques for creating digital boards, changing practices effectively, and gaining buy-in. Explore different approaches to a method with a long history of efficiency and productivity. If you are ready to save money, time and resources, then you are ready to implement Kanban.

  There are plenty of books on this subject on the market, thanks again for choosing this one! Every effort was made to ensure it is full of as much useful information as possible, please enjoy!

  Chapter 1: The Current Status of Kanban

  The word “Kanban” is Japanese and its translation means “signal,” “billboard,” or “sign.” The adaptation of the word “Kanban” describes a lean manufacturing process for delivering materials that need to be replenished by means of a signal, which is typically an empty space, empty bin, or a card. The system is designed for restocking materials when they are actually required; when a material has been completely consumed, thus creating a process founded on true need. Using this system correctly enables a company to minimize shortages, accomplish higher inventory turns, and tightly control their inventory.

  Kanban development is rumored to be from processes employed in supermarkets in America in the mid-1900’s. These stores would replenish products in smaller quantities based on their sales. In the 1950’s, executives from Toyota came to visit the United States and took notice of the streamlined process in the supermarkets. Today, a lot of the Kanban process is attributed to Toyota’s adaptation of this “supermarket” method.

  In the 1990’s, almost every business and industry was implementing Kanban lean methodology for delivering materials to their manufacturing line. For companies like Toyota, those that have a manufacturing system with an operator repeating their actions continuously, this was an ideal situation. For other industries, like machine shops or Aerospace, this was more of a challenge. These organizations like Aerospace and machine shops ended up employing other material delivery systems, like a pick-list or kitting system. Pick-list is a list of materials needed for an order that the operator should gather for production. Kitting is when a manufacturer groups different but connected items into a bin to be assembled into a product.

  It is important to remember that handling materials are wasteful, or as the Japanese say, "Muda." This is because handling materials do not add value to the end product. The touching of materials does not advance the final product’s value. It is necessary to handle the materials for manufacturing a product, but you need to find the most efficient method to keep it minimal and productive. Throughput and efficacy are important for the people handling the materials and the operators on the manufacturing line that consume the materials.


  There are five general situations when a Kanban method may not be the best for delivering materials:

  The operator, or the person on the manufacturing line using the materials to make the product, has to turn around to reach the materials or even walk to get what they need to complete their job. These additional activities create even more waste in the process.

  Sometimes two or more materials appear to be the same thing to the “naked eye” but they are different and mixing them up in the manufacturing process can cause a major error. If this is the case, like for similar-looking shims, a countermeasure is needed to prevent a mistake.

  The rate for product completion is too short. This is called the “takt” time. When there is a limited amount of time, a greater percentage of the time is required for part selection. This is true even if you have the products well distinguished and nearby.