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The Lean-Agile Way

The Lean-Agile Way

By : Cecil 'Gary' Rupp, Richard Knaster, Steve Pereira, Al Shalloway
4.9 (41)
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The Lean-Agile Way

The Lean-Agile Way

4.9 (41)
By: Cecil 'Gary' Rupp, Richard Knaster, Steve Pereira, Al Shalloway

Overview of this book

In today’s fast-paced business landscape, efficiency is essential. Authored by industry experts Cecil ‘Gary’ Rupp, a Lean-Agile consultant with over three decades of executive experience; Richard Knaster, a SAFe® Fellow and transformation leader; Steve Pereira, a value stream consultant and board advisor; and Al Shalloway, creator of FLEX and PMI’s Disciplined Agile Value Stream Consultant workshop, the book offers proven strategies to streamline processes, enhance products, and improve service delivery. You’ll start with an introduction to foundational Lean and Agile practices, recognizing the significance of digital enhancements in modernizing business processes. As you progress, you'll learn VSM techniques to identify and prioritize work and investments to provide maximum value to customers. Moreover, you'll grasp Lean-Agile practices aimed at promoting collaboration among teams and ensuring the continuous flow of product-oriented deliveries tailored to address customer needs. Finally, you'll gain executive-level insights on how organizations must access timely information for decision-making and foster a culture of continuous business transformation. Armed with this knowledge and a robust toolkit, you'll be empowered to drive meaningful change, optimize resources, and stay ahead in the rapidly evolving marketplace.
Table of Contents (19 chapters)
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Part 1:Building on Lean-Agile Foundations: Mastering the Basics
5
Part 2: Attending to our Value Streams: Prioritize Improvements by their Value-Added Impact
10
Part 3: Achieving Lean-Agile and VSM Mastery: For Product-Oriented Business Transformations
13
Part 4: Driving Sustainable Transformation: Strategies to Achieve Lean-Agile Mastery

Optimizing Development Cadences and Value Deliveries

Cadences in Lean and Agile environments are not new concepts. Agile uses an Iterative and Incremental Development (IID) model to establish a rapid development and delivery cadence, exemplified by the Sprints in Scrum. In contrast, Lean focuses on value stream flows, with a production goal to establish a cadence that matches takt time. The German word takt means pulse or beat, conceptually aiming to align production capacities with customer demands.

This is where we begin to see inconsistencies between Scrum and Lean concepts of cadence. For instance, the Scrum Guide suggests a fixed length for Sprints of one month or less, emphasizing consistency in whatever length you choose. In contrast, Lean flows can vary significantly, being much quicker or longer depending on the size and complexity of the development effort. For example, tasks in a modern CI/CD line might be measured in seconds, minutes, or hours, while a Lean production...

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