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The Lean-Agile Way
The Lean-Agile Way

The Lean-Agile Way: Unleash business results in the digital era with value stream management

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Profile Icon Cecil 'Gary' Rupp Profile Icon Al Shalloway Profile Icon Steve Pereira Profile Icon Richard Knaster
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Full star icon Full star icon Full star icon Full star icon Half star icon 4.9 (41 Ratings)
eBook Aug 2024 386 pages 1st Edition
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Profile Icon Cecil 'Gary' Rupp Profile Icon Al Shalloway Profile Icon Steve Pereira Profile Icon Richard Knaster
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eBook Aug 2024 386 pages 1st Edition
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The Lean-Agile Way

Navigating Lean-Agile Transformations

“The man who grasps principles can successfully select his own methods. The man who tries methods, ignoring principles, is sure to have trouble.”

- Harrington Emerson

Imagine a world where companies invest millions in business transformations and digital solutions but still struggle to meet customer demands and enhance products. This unfortunate reality is all too common today. Welcome to this book, where we’ll uncover the secrets of mastering Lean and Agile practices to improve the ability to efficiently deliver customer-centric value while enhancing business processes and products through digital solutions.

Lean principles boost productivity and efficiency, while Agile methodologies help manage change, solve problems, plan, and drive product development. This chapter explores why Lean and Agile are crucial complements for delivering high-value products and services. We’ll also emphasize the pivotal role of...

Charting the digital frontier

Part 1 of this book introduces the contemporary business landscape that requires the attention of all companies, government agencies, and non-profit organizations. Our global economy is undergoing rapid and disruptive change driven by digital technologies and digitally enhanced products. This section briefly introduces the concepts behind Lean, Agile, and VSM practices in a digital context.

Understanding the digital economy’s landscape

The concept of the digital economy is more than just a trend. It’s a new business paradigm. The term digital economy came into use in the 1990s and was the subject of Don Tapscott’s 1995 book, The Digital Economy: Promise and Peril in the Age of Networked Intelligence.1 As digital computing technologies and the internet have evolved, they’ve significantly transformed how businesses operate, particularly in eBusiness and eCommerce. Today, the lines between digital and traditional economies...

Exploring the hallmarks of Lean Thinking

The goal of Lean is to maximize customer value, quality, and efficiency by minimizing waste and non-value-adding costs while optimizing delivery speed and throughput. The elimination of waste is the hallmark of Lean principles, as depicted in Figure 1.1:

Figure 1.1 – Classic eight wastes of Lean

Figure 1.1 – Classic eight wastes of Lean

The essence of Lean is simple: organizations should refrain from investing in endeavors that produce excess work, features, or capabilities that customers neither desire nor find valuable. Failing to do so might drive external or internal customers to seek alternative products or services. The complexity lies in determining what customers need and the level of quality they anticipate while eliminating any elements that fail to align with their objectives. Lean practitioners refer to these excesses as waste.

A Lean enterprise’s imperative is continuously maximizing customer value at the lowest possible cost...

Embracing Agile methodologies

While Lean principles focus on enhancing efficiency and productivity, Agile practices serve as an effective approach to develop new solutions and address business challenges. Agile prioritizes enhancing business agility, enabling organizations to embrace changes to retain value and competitiveness.

Agile introduces methods and tools that facilitate proactive change, foster creativity, and promote innovation, allowing you to tackle complex problems. Unlike Lean’s continuous flow philosophy, Agile advocates an iterative and incremental timeboxed approach empowering teams to create new value in rapid development cycles that align work with customers’ evolving needs and the dynamic business landscape.

This book provides actionable insights into how Agile’s iterative development and incremental delivery mindset can accelerate problem-solving and innovation, benefiting your professional career by honing essential skills. Let’...

Combining Lean with Agile

As you explore the intricacies of Lean and Agile in this book, you’ll come to appreciate that each methodology brings a distinct set of principles, practices, and advantages to the table. Across industries, Lean’s strength lies in its ability to reduce waste and optimize processes. Conversely, Agile applies an iterative development and incremental delivery process that emphasizes adaptability, flexibility, and customer-centricity.

But here’s where it becomes interesting. The true magic unfolds when you bring these two approaches together, as described in the next section.

Living in a Lean-Agile house

So far, we have explored Lean and Agile principles and practices in isolation. Now, it’s time to bring them together. To do that, we need to grasp the characteristics that define a Lean-Agile enterprise.

To kick off our introduction, we’ll explore our House of Lean-Agile, as depicted in Figure 1.3. This figure depicts...

Unlocking value with Value Stream Management (VSM)

In this section, we’ll briefly introduce the concepts behind VSM, a Lean-oriented practice that stands as a cornerstone in facilitating continuous and highly impactful improvements to enhance customer-centric value deliveries across your organization.

The evolving nature of VSM

A modern-day definition of VSM, as highlighted in a Forbes Innovation article by Flint Brenton, describes it as an Agile business practice aimed at evaluating the worth of software development and delivery endeavors and resources.8 It’s important to recognize that VSM has been a key part of value stream improvement since the early 2000s, originating in non-IT domains. In this book, you will learn how to apply VSM methods and tools to enhance software development and also to optimize any value stream within your organization.

Describing the VSM methodology

The concepts behind modern VSM practices originally evolved to support other domains...

Leveraging IT for Lean-Agile transformation

Leveraging IT is crucial in driving Lean-Agile improvements across the organization. Digital enhancements play a pivotal role in enhancing business processes, products, and services. By focusing on IT, organizations can become leaner, improving productivity and efficiencies throughout their operations.

Additionally, the IT organization supports business agility by providing the necessary information to adapt and evolve rapidly, supporting emergent business focuses, changing market dynamics, and evolving customer needs. In essence, IT acts as a catalyst for organizational transformation, enabling businesses to stay competitive and responsive in today’s dynamic marketplace.

But how do we determine the specific information required and its sources, as well as where to place our IT investment priorities? We’ll cover that topic in Chapter 5, Introducing the VSM Implementation Roadmap. But let’s start with a quick introduction...

Summary

In this chapter, we delved into the foundational principles of Lean, Agile, and VSM. We explored their collective strength in enhancing product development, managing transformative changes, and driving continuous improvements, especially in a digitally evolving landscape. Through these lenses, we unveiled how Lean amplifies productivity, Agile aids in navigating complex challenges, and VSM provides a structured method for pinpointing and addressing pivotal improvement opportunities, ensuring that all endeavors are constantly aligned with customer perspectives.

As we advance to Chapter 2, Solving Complex Business Problems with Agility, we will dive deeper into Agile’s organizational role in responding to change. We’ll explore the intricacies of frameworks such as Scrum and emphasize the importance of inter-team collaboration across value streams. This upcoming chapter promises insights into achieving harmony among teams throughout product life cycles for optimal...

Questions

This section is offered for those who want to evaluate comprehension and retention of the information provided in this chapter. There are 9 questions. The answers are provided in the subsection that follows. Recalling the exact verbiage across this book is not important. Instead, it’s more important to recall the concepts and their applications.

Let’s start:

  1. Choose at least two of the four hallmarks of Lean
    • Foundational lean principles
    • Streamlining operations
    • Delivering customer value
    • Optimizing resources
  2. True or false: Do Lean and Agile practices share common objectives?
  3. What is another word that describes the iterative and incremental delivery process of mainstream Agile frameworks, such as Scrum and BLAST?
  4. What is the Basic Lean-Agile Solutions Team (BLAST)?
  5. What is the Business Agility System for the Enterprise (BASE)?
  6. How does this book compare the relative strengths of Agile and Lean practices?
  7. Identify the nine VSM steps...

Answers

  1. Two hallmarks are Lean are: Foundational lean principles and Delivering customer value.
  2. True: Lean and Agile practices share many common objectives, such as delivering customer-centric value, continuous improvements, making information visible, responsiveness, and respect for people.
  3. Timeboxed is another word that describes the iterative and incremental delivery process of mainstream Agile frameworks, such as Scrum and BLAST.
  4. A Basic Lean-Agile Solutions Team (BLAST) is a framework and pattern language that’s designed to help organizations orchestrate the activities of multiple teams involved in product delivery.
  5. Business Agility System for the Enterprise (BASE) is a conceptual model and pattern language that’s designed to help organizations orchestrate the activities of multiple teams involved in product delivery.
  6. This book compares the relative strengths of Agile and Lean practices as follows:
    1. Lean’s strength lies in its ability...

Further Reading

  1. Tapscott, D. (1995). The Digital Economy: Promise and Peril In The Age of Networked Intelligence (1st ed.). McGraw Hill.
  2. McChrystal, G. S. (2015). Team of Teams: New Rules of Engagement for a Complex World. Portfolio.
  3. Reinertsen, D. G. (2009). The Principles of Product Development Flow: Second Generation Lean Product Development. Celeritas Publishing.
  4. Kersten, M. (2018). Project to Product: How to Survive and Thrive in the Age of Digital Disruption with the Flow Framework. IT Revolution Press.
  5. Marquet, L. D. (2013). Turn the Ship Around!: A True Story of Turning Followers into Leaders. Portfolio.
  6. Nonaka, I., & Takeuchi, H. (1995). The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation. Oxford University Press.
  7. Deming, W. E. (2000). Out of the Crisis. MIT Press.
  8. Brenton, F. (2019, July 8). What Is Value Stream Management? A Primer For Enterprise Leadership. Forbes Innovation Article. Retrieved from...
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Key benefits

  • Learn how to apply Lean practices to eliminate waste and delays, ensuring value for your customers
  • Master Agile practices to address problems and create value-centric products and services
  • Explore VSM methods and tools to identify and prioritize improvement opportunities that maximize value addition
  • Purchase of the print or Kindle book includes a free PDF eBook

Description

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.

Who is this book for?

This Lean-Agile book is for business and technology professionals striving to optimize value delivery while minimizing costs. Whether you're a VSM manager, a member of a product delivery team, DevOps engineer, or an IT specialist, this book offers proven methods for effectively identifying and implementing improvement opportunities. Product owners looking to prioritize backlog items and corporate executives aiming to demonstrate positive returns on information technology investments will also find this book helpful.

What you will learn

  • Understand how to integrate the seemingly disparate practices of Lean and Agile
  • Integrate Lean, Agile, and VSM to accelerate value flow, enhance efficiency, and drive improvements
  • Drive product-oriented transformations with business increments, Lean-Agile teams, product lifecycles, VSM, and IT alignment
  • Leverage the VSM implementation roadmap to drive digital value stream enhancements
  • Investigate advanced VSM tools/platforms, AI insights, and VSMP selection criteria
  • Explore Lean-Agile/VSM success stories to gain implementation insights

Product Details

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Publication date : Aug 30, 2024
Length: 386 pages
Edition : 1st
Language : English
ISBN-13 : 9781835461471

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Publication date : Aug 30, 2024
Length: 386 pages
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Language : English
ISBN-13 : 9781835461471

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Table of Contents

18 Chapters
Part 1:Building on Lean-Agile Foundations: Mastering the Basics Chevron down icon Chevron up icon
Chapter 1: Navigating Lean-Agile Transformations Chevron down icon Chevron up icon
Chapter 2: Solving Complex Business Problems with Agility Chevron down icon Chevron up icon
Chapter 3: Establishing Lean Flows to Improve Productivity Chevron down icon Chevron up icon
Part 2: Attending to our Value Streams: Prioritize Improvements by their Value-Added Impact Chevron down icon Chevron up icon
Chapter 4: Driving Improvements with Value Stream Management Chevron down icon Chevron up icon
Chapter 5: Introducing the VSM Implementation Roadmap Chevron down icon Chevron up icon
Chapter 6: Navigating Value Stream Optimization Chevron down icon Chevron up icon
Chapter 7: Connecting the Value Stream Network Chevron down icon Chevron up icon
Part 3: Achieving Lean-Agile and VSM Mastery: For Product-Oriented Business Transformations Chevron down icon Chevron up icon
Chapter 8: Implementing the Basic Lean-Agile Solution Team (BLAST) Chevron down icon Chevron up icon
Chapter 9: Defining a Business Agility System for the Enterprise (BASE) Chevron down icon Chevron up icon
Part 4: Driving Sustainable Transformation: Strategies to Achieve Lean-Agile Mastery Chevron down icon Chevron up icon
Chapter 10: Enhancing Decision-Making in the Lean-Agile Organization Chevron down icon Chevron up icon
Chapter 11: Implementing Strategies for Organizational Transformation Chevron down icon Chevron up icon
Chapter 12: Building Lean-Agile and VSM Mastery Chevron down icon Chevron up icon
Index Chevron down icon Chevron up icon
Other Books You May Enjoy Chevron down icon Chevron up icon

Customer reviews

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Jayaram Hegde Oct 02, 2024
Full star icon Full star icon Full star icon Full star icon Full star icon 5
Wonderful read which comprises of Lean, Agile, VSM concepts together in one book . not many books currently talk about or highlight the importance of these concepts so refreshing to see this blend !Highly recommend..
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joeltrane Sep 26, 2024
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After reading through The Lean-Agile Way, I was blown away by how comprehensive and pragmatic the authors have made adopting Lean, Agile, and VSM principles. Although, if you are familiar with Gary, Steve, Richard and Al's work, then this should not be much of a surprise, as these gentleman are respected industry veterans.The first part of the book opens with an overview of the common challenges faced by today's business in our contemporary digital landscape. Additionally, you'll receive a brief review of Lean/Agile principles and fundamentals. While these concepts shouldn't be anything new to those that are seasoned practitioners, it is valuable reading for the newly initiated, or those wanting a refresher. This first part of the book wraps up by outlining the ways that Lean and Value Stream Management intersect, demonstrating how these practices help optimize productivity, efficiency, and quality, and accelerate your ability to deliver customer-centric value.Key topics in part one include: Key Elements of Lean Thinking, Three pillars of Lean-Agile, Describing the VSM methodology, Understanding the foundations of business agility, Understanding the Scrum Sprint cycle, Identifying waste and constraints, Mapping a value stream, and Prioritizing value flows.In the second part of the book, readers are offered a comprehensive overview of Value Stream Management, including VSM principles and practical ways to apply them. The authors do a great job of presenting all of the crucial principles of VSM in an easily digestible manner and without watering the concepts down, or overwhelming the reader. For those new to Value Stream Management, this sections is a joy to read and not to be missed. Later on, in part two of the book, the reader will become engrossed with a VSM deep dive. Not only does this section cover a brief history of how VSM has been implemented at organizations in the past, but it also offers a detailed roadmap that can be easily implemented by the reader. Further along in part two, the reader is shown the nuts-and-bolts of Value Stream Optimization. This includes strategies to steer an enterprise away from organizing work around projects and moving towards organizing work around products. Additionally, this section enlightens the reader on ways to orientate their organization around flow, holistically, through a big picture lens. At the conclusion of part two of the book, the reader is shown how to organize various value streams around what is referred to as a value stream network. Essentially, this means ensuring that each value stream is focused on producing individual products of superior quality and that each of them is synergistically connected. The aim of this is to be sure that no waste is accrued and the entire network of discreet value streams are orchestrated intelligently towards delivering customer value.Key topics in part two include: Understanding the taxonomy of value streams, Avoiding the pitfalls of local optimization, Defining the VSM process using the E9 methodology, Exploring reverse value stream mapping, Recognizing when a product or service has reached its EOL, Exploring the VSM Implementation Roadmap, Implementing Value Stream Management, Comparing VSM methodology and the VSM implementation roadmap, Shifting from projects to products, Understanding flow at organizational and individual levels, Identifying obstacles to streamlined workflows, Seeing the organization in terms of flow, Mapping flow, Balancing innovation and efficiency in value streams, Optimizing value streams, Synchronizing core and supportive workflows, Organizing value stream networks, Connecting value streams to customer journeys, Visualizing organizational workflow, Guiding value stream strategy and investments, Evolving a value stream network, Streamlining product and platform value streams.In the third part of the book, the reader is shown two powerful strategies that empower organizations to address the dual challenge of maintaining Lean and Agile practices while effectively delivering value. These two strategies are: Implementing the Basic Lean-Agile Solution Team (BLAST) and Defining a Business Agility System for the Enterprise (BASE). BLAST facilitates the development of point solutions by blending Lean efficiency with Agile adaptability across multiple small teams working in collaboration on a particular problem. It underscores the crucial role of domain experts, working collaboratively across Lean-oriented and Agile-oriented teams in enhancing various processes, products, and systems. On the other hand, BASE organizes, synchronizes, and integrates work across the enterprise to ensure the successful delivery of value-based products and services to external customers. It enables organizations to navigate evolving market demands by aligning investments with strategic goals and establishing a consistent cadence for product and service delivery. In my opinion, part three of this book is a real standout, showing the reader how to make real effectual change in their organization, but in an actionable way. I'm sure that these concepts will be new to many readers and a welcomed addition to their delivery strategies.Key topics in part three include: Implementing Basic Lean-Agile Solutions Teams (BLAST), Categorizing BLAST work activities, Integrating Lean-Agile development concepts, Optimizing Development Cadences and Value Deliveries, Facilitating collaboration at scale – the team-of-teams approach, Embracing Lean-Agile management practices, Defining the virtuous circle for continuous improvement, Understanding the four tenets of the BASE, Eight BASE business processes, Delivering value across the product life cycle, Continuously improving value delivery.In the fourth and final part of the book, the reader is shown how to bring everything together into actionable strategies. Consider this last segment of the book as a practical toolkit for taking theoretical knowledge and turning them into relatable implementation playbook. The focus here is on constructing a versatile business methodology that adapts to the many demands of modern enterprises, including commercial industries, non-profits, and government agencies.Key topics in part four include: Addressing Data challenges and opportunities , Organizing business objectives, Facilitating informed decision-making, Conducting BRIA workshops for strategic alignment, Leveraging AI-based tools to support BRIA workshops, navigating Lean-Agile implementation challenges, Fostering a culture of continuous learning and improvement, Building cross-functional teams and encouraging collaboration, Leveraging data and analytics for decision-making, Adopting a change management framework, Addressing labor’s declining share of GDP, Connecting cross-cutting themes and real-world examples , Reviewing real-world case studiesAt 386 pages in length, I think the authors did an incredible job of packing so much information into so little space. What is remarkable about this book is that it makes Lean, Agile, and VSM principles so clear and easy to understand, without diluting their meaning or boring the reader with too much detail. I think that anyone that is new to these concepts will enjoy how the information is presented, making it attainable to the reader. Even experienced enterprise leaders will have a world to gain by understanding the concepts in this book, as I'm sure there are some nuggets that will be fresh to them; there's something for everyone in here. I think the authors of this book provided everything that is needed for the audience to begin transforming their organizations towards adopting superior Lean, Agile, and VSM strategies. However, I do worry that many organizations might not have the discipline or political will to implement them. However, if the leadership at an enterprise does choose to implement these strategies, they have everything to gain and nothing to lose.
Amazon Verified review Amazon
Peter Sperling Oct 04, 2024
Full star icon Full star icon Full star icon Full star icon Full star icon 5
The authors masterfully “pull together” the concepts of Lean, Agile, Value Stream Management, Flow, and Theory of Constraints to provide a comprehensive guide to Product Management in the 21st century.
Amazon Verified review Amazon
Spikael Schnefly Oct 29, 2024
Full star icon Full star icon Full star icon Full star icon Full star icon 5
I received an advance copy of the book. I have good things to say about it but I haven't had time to write my review. I will though later and replace this with it.
Amazon Verified review Amazon
Robert Wen Oct 07, 2024
Full star icon Full star icon Full star icon Full star icon Full star icon 5
The past several years has seen a reckoning of any method of work described as Agile in the business world. Scrum masters and Agile coaches have faced layoffs, and their method have come into question as results have fallen far below expectations. This reckoning has exposed many faults including incomplete understanding of how to make work truly happen.Many have advocated for complementing Agile ways of working with Lean Thinking so that the work committed for evaluation by the customer can be done by eliminating waste and understanding the underlying processes and optimizing those processes. This is the key focus of Cecil “Gary” Rupp, Richard Knaster, Steve Pereira, and Al Shalloway in their latest collaborative effort, The Lean-Agile Way: Unleash Business Results in the Digital Era with Value Stream Management.In this book the authors understand that the instruction of Lean Thinking is a journey with many stops along the way. They format this journey by wisely dividing the book in several parts.Part 1 looks at the values and principles of Lean. The authors not only show the basic values and contexts of Lean, but where they can intertwine with Agile thought.The authors move from principle to practice in Part 2 by introducing Value Stream Management, a key tool for identifying and maintaining Flow. They teach methods for identifying the multiple types of value streams that may be present in an organization. Once identified, the authors deftly move to maintain and improving the identified value stream networks.Part 3 now takes what we have learned in Parts 1 and 2 and applies them into a transformation. The authors show the lessons of a Lean-Agile approach by introducing the BLAST (Basic Lean-Agile Solution Teams) framework, an abstracted structure for teams of teams to apply Lean-Agile precepts and utilize Value Stream Management to effectively deliver increments of value to customers.But the authors continue to show how to apply the Lean-Agile approach beyond development toward the enterprise. They showcase this approach in Business Agility System for the Enterprise (BASE) to bring in customer centricity.The authors then conclude by introducing tactics on incrementally steering organizational change in Part 4. They show how to prioritize the improvements, foster the change, and demonstrate its effectiveness through real world case-studies.This book is a comprehensive resource for those looking to move beyond normal Agile practices and frameworks to enable a higher level of performance for teams, programs, products, and eventually enterprises. It guides the reader to using Lean to compliment Agile frameworks such as Scrum for better outcomes that translate to real gains.
Amazon Verified review Amazon
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