You must have come across the term Lean Startup several times. But, what exactly does it mean, and why is it vital for your business? This article explains what Lean Startup and the Minimum Viable Product (MVP) are and how they can help you to develop new products faster in an Agile way.
Mary and Tom Poppendieck summarize the objective of the “Lean Mindset” book in the introduction: “we present a mental model of how to design and deliver amazing products that delight customers”. Following the same idea that you should “be Agile” and not only “do Agile”, the book explains how to build the mental model to act in a lean way, discussing the creation of a favorable environment and process to deliver value to the customer.
In Kanban, the concept of work in progress (WIP) limit defines the maximum amount of work that can be performed by a team or that can exist in each active status of a workflow. In this article, Gerard Chiva explains why limiting WIP is an important decision for Agile teams.
Like the notion of technical debt, the concept of management debt relates to the leadership issues that prevent a successful Agile transformation. This article from Agile transformation expert Sriram Rajagopalan discusses the types of waste that can be eliminated using a Kanban approach and the role of management debt in perpetuating wasteful practices.
Scrum, Kanban, Scrumban: there are many approaches to manage product development and project in the Agile software development world. It is a good thing to have multiple Agile tools, but you should also know when to use them. In this article Brendan Marsh of Spotify explains why his team dropped Scrum for Kanban just before launching their product.
Learn how to achieve multiple team collaboration in large scale software development projects. Self-organization is a key concept for all Lean-Agile methods. However, as projects expand across the enterprise and, more specifically, cut across multiple teams, teams clearly can’t just organize in any way they want to. A blend of top-down direction with bottom-up self organization is needed. Lean provides the insights necessary for teams to self-organize within the context of the value stream within which the teams work. A top-down perspective, created by driving from business value, can provide insights on how teams must organize and work together.
Gunther Verheyen presents the the majors aspects of the distinct views of Lean and Agile, indicating the similarities. He elaborates on his statement that the houses of Lean and Scrum are similar houses, just built with different materials. His conclusion is that the open framework of Scrum aligns and blends the underlying thinking of Agile and Lean.
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