Presentation I did at AgileNZ 2012 around approach that I take to designing Product Development processes, here in New Zealand.

1. Lean
System
Design
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By
Ant
Boobier

2. What
is
a
System?
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3. What
is
a
System?
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4. Some
Systems
Thinking
Source:
Donella
H
Meadows
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5. Some
Systems
Thinking
Source:
Donella
H
Meadows
©
Equinox
Limited

6. Some
Systems
Thinking
Metabolic
system...
With
lolly
cake
!
Source:
Donella
H
Meadows
©
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7. Some
Systems
Thinking
Metabolic
system...
With
lolly
cake
!
Source:
Donella
H
Meadows
Our
focus
is:
SoHware
Product
Development
Process:
Idea
through
to
ProducMon
©
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8. Are
all
Systems
the
same
?
‘Process
should
be
uniquely
tailored
to
each
Project/Value
Stream’
(Core
Kanban
Emergent
Behaviour)
-­‐
David
J
Anderson
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9. Agile
Buffet
“Today’s
typical
Agile
process,
no
ma6er
what
name
you
call
it,
takes
the
best
from
the
buffet
of
Agile
prac>ces”
-­‐
Jeff
Pa5on
©
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Source:
www.agileproduct
design.com

10. Lean
Principle
Descrip<on
Deliver
value
to
the
customer
quickly,
rapid
delivery;
high
quality;
low
cost
Deliver
Fast
Queuing
theory
to
Limit
Work
in
Process
(WIP)
and
context
switching
Managing
workflow
is
easier
than
managing
schedules,
using
repeatable
workflow
Waste
is
anything
that
does
not
add
value
to
the
customer.
The
three
biggest
wastes
in
Eliminate
Waste
soHware
development
are:
1. Building
the
wrong
thing:
building
features
that
aren’t
needed
2. Failure
to
learn:
policies
that
interfere
with
our
ability
to
learn
3. Thrashing:
anything
that
interferes
with
smooth
flow
of
value;
Handovers
Predictable
performance
is
driven
by
feedback:
rapidly
respond
to
change
Learn
Constantly
Maintain
op<ons;
keep
code
change
tolerant,
minimise
irreversible
decisions
Defer
commitment,
schedule
irreversible
decisions
to
Last
responsible
moment
Build
Quality
In
Final
Verifica<on
should
not
find
defects!
Prevent
with
executable
requirements
Mistake
proof
your
process
with
test
first
development
to
establish
correctness
(Integrate
Quality)
Break
dependencies:
architecture
should
support
addiMon
of
any
feature
at
any
Mme
Op<mize
the
Whole
Focus
on
the
en<re
value
stream
from
customer
request
to
deployed
soHware
Deliver
a
complete
product,
a
complete
team
delivering
not
just
the
soHware
(Value
the
Whole)
Think
long
term
rather
than
local
opMmizaMon
Autonomy:
Empowered
self-­‐organising
feature
teams
with
effecMve
leadership
Engage
Everyone
Mastery:
Provide
challenge
and
environment
which
enables
people
to
grow
Purpose:
Tie
the
work
to
value
and
a
common
vision
Keep
Geng
Be5er
Failure
is
a
learning
opportunity:
invesMgate
and
correct
them
as
they
occur
Standards
exist
to
be
challenged
and
improved
(Relentless
Improvement)
Use
the
scien<fic
method
Plan-­‐Do-­‐Check-­‐Act
process
©
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Source:
Mary
and
Tom
Poppendieck

11. OpMmize
output
from
the
enMre
system…
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Picture:
Stephen
Lewis
experiencinternet.co.uk

12. OpMmize
output
from
the
enMre
system…
but
we
have
system
hierarchies
so…
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13. OpMmize
output
from
the
enMre
system…
but
we
have
system
hierarchies
so…
…define
what
that
system
is
first…
know
your
limits
!
©
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Picture:
Stephen
Lewis
experiencinternet.co.uk

14. Frame
the
System
The
System
Current
State
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15. Systems
Journey
Frame
Current
System
Define
Current
State
Establish
New
System
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16. Steps
to
Frame…
1.
Roles
and
ResponsibiliMes
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17. Steps
to
Frame…
1.
Roles
and
ResponsibiliMes
2.
Work
Types
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18. Steps
to
Frame…
1.
Roles
and
ResponsibiliMes
2.
Work
Types
3.
Work
Size
and
Timing
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19. Steps
to
Frame…
1.
Roles
and
ResponsibiliMes
2.
Work
Types
3.
Work
Size
and
Timing
Then
our
Customer….
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20. Framework
for
Designing
Systems
The
System
Source:
Steven
J
Spear
©
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21. Framework
for
Designing
Systems
The
System
Output
Source:
Steven
J
Spear
©
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22. Framework
for
Designing
Systems
The
System
Pathways
Output
Source:
Steven
J
Spear
©
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23. Framework
for
Designing
Systems
The
System
Pathways
Connec>ons
Output
Source:
Steven
J
Spear
©
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24. Framework
for
Designing
Systems
The
System
Pathways
Connec>ons
Output
Methods
Source:
Steven
J
Spear
©
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25. The
System
Workshop
• Make
sure
every
area
is
represented
• No
one
has
an
end-­‐to-­‐end
picture,
they
learn
things
from
one
another
• RepresentaMon
of
how
work
flows
• Value
Stream
• Work
Flow
and
Work
Stages
• Polices
and
Procedures
• DefiniMon
of
Done
©
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26. Summary
of
System
Design
Item
Descrip<on
Outputs
• What
is
the
objec<ve?
• What
has
to
be
delivered
to
whom
and
by
when
to
ensure
success?
• Match
supply
with
demand
Pathways
• Sequencing
and
responsibility
• What
Work
Stages
need
to
be
completed
by
whom
in
what
order
to
achieve
the
desired
outcome
Connec<ons
• Conveying
informa<on
and
services
between
work
stages
• What
are
the
hand-­‐offs
between
the
different
Work
Stages
• What
informa<on
triggers
people
to
undertake
their
ac<vi<es
at
the
correct
<me
• Handovers
Methods
• What
is
each
Work
Stage’s
content,
sequence
and
<ming
• How
do
you
know
the
method
you
are
using
is
working?
• Policies
and
Procedures
©
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27. 1.
Outputs
(Purpose)
• What
is
the
objecMve?
• What
has
to
be
delivered
to
whom
and
by
when
to
ensure
success?
• The
biggest
source
of
waste
is
building
the
wrong
thing
or
building
things
people
don't
need
• Every
system
has
a
purpose
within
a
larger
system
• Purpose
of
Product
Development
is
to
generate
revenue
for
the
organizaMon
• Match
supply
with
demand
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28. 2.
Pathways
• Sequencing
and
responsibility
• What
Work
Stages
need
to
be
completed
by
whom
in
what
order
to
achieve
the
desired
outcome
• All
of
a
system's
parts
must
be
present
for
the
system
to
carry
out
its
purpose
opMmally
• A
system's
parts
must
be
arranged
in
a
specific
way
for
the
system
to
carry
out
its
purpose
• Systems
Thinking:
• Inflow,
Ouglow,
Stock
©
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29. 3.
ConnecMons
• IdenMfy
the
feedback
processes
and
dynamics
determining
overall
system
behaviour
• Conveying
informaMon
and
services
between
Work
Stages
• What
informaMon
triggers
people
to
undertake
their
acMviMes
at
the
correct
Mme
• What
are
hand-­‐offs
between
Work
Stages
• Source
of
waste
• Systems
Thinking:
• Feedback
Loops
©
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30. Watch
out
for
oscilla<ons…
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31. 4.
Methods
• What
is
each
Work
Stage’s
content
and
sequence
• How
do
you
know
the
method
you
are
using
is
working?
• Policies
and
Procedures
©
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32. Journey
from
‘Why’
to
‘How’
o PracMces
relate
to
mulMple
Principles
o Group
pracMces
into
Process
Pajern
areas
o Link
Process
Pajerns
to
System
Framework
©
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33. Process
Pajerns:
The
How
Item
Process
Pa5ern
Outputs
• Purpose
and
vision
• Product:
focus
on
the
product
rather
than
the
project
• Value:
is
value
created
and
delivered
early
Pathways
• Flow:
process
built
on
flow
to
eliminate
delay
(Itera<ons
or
Kanban)
• Visual
Control:
a5end
to
the
system
• Cycle
<me:
shorten
<me
work
starts
un<l
it
is
consumed
by
customer
• Specifica<on
by
Example:
(aka
ATDD
or
BDD)
Connec<ons
• Pull:
pull
based
capacity
planning
• Cadence:
small
batches
delivering
to
customer
and
geng
feedback
regularly
• Defini<on
of
Done:
well
defined
work
prac<ces
• WIP:
ensure
WIP
is
kept
as
small
as
possible
• Swarm:
team
support
Methods
• Well
defined
work
prac<ces
• Process
Improvement:
share
with
rest
of
organisa<on
• Technical
Prac<ces
• Low
Dependency
Architecture
• Coding
Standards
• Code
Reviews
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• Con<nuous
Integra<on
• Automated
Tes<ng

34. So
why
does
all
that
ma5er…?
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35. So
why
does
all
that
ma5er…?
“95%
of
varia+on
in
performance
is
due
to
the
system“
-­‐
W
Edwards
Deming
©
Equinox
Limited

36. So
why
does
all
that
ma5er…?
“95%
of
varia+on
in
performance
is
due
to
the
system“
-­‐
W
Edwards
Deming
“In
most
systems
95%
of
performance
can
be
a9ributed
to
the
system
and
as
li9le
as
5%
is
affected
by
the
individual
worker”
-­‐
John
Seddon
©
Equinox
Limited

37. So
why
does
all
that
ma5er…?
“95%
of
varia+on
in
performance
is
due
to
the
system“
-­‐
W
Edwards
Deming
“In
most
systems
95%
of
performance
can
be
a9ributed
to
the
system
and
as
li9le
as
5%
is
affected
by
the
individual
worker”
-­‐
John
Seddon
…well
that’s
95
good
reasons
!
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38. Further
Reading
and
References
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39. @antboobier
anthony@nomad8.com
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www.nomad8.com