Home  Mind Map  Details

Agile Development Method - Lean Development

2025-02-10 15:36:00  166  0  Report

 0

 0

This mind map delves into the Agile Development Method with a focus on Lean Development, highlighting its objectives and management practices. Lean Development aims for a seamless value delivery process, ensuring high quality and valuable outcomes that align with market needs. Management practices such as Lean Startup, Lean Kanban, and Lean Requirements Analysis are employed to optimize workflow and minimize waste. The principles of Lean emphasize exploring valuable insights and enhancing the efficiency of value flow. Engineering practices like Automated Acceptance Testing and Continuous Integration support this methodology, promoting efficient and effective organizational performance.

Other creations by the author

Outline/Content

Principle

Explore and discover valuable insights

Explore

Uncertainty

Admit one's ignorance

Explore the accurate target audience

Discovery

Essential issue?

How to establish effective channels?

What kind of solution is it?

How can we get them to pay?

How to establish a reasonable cost and revenue model?

How to design the interaction process (scenario)

Focus on and enhance the efficiency of value flow.

Focus

Focus on flow efficiency, rather than resource efficiency.

Enhancement

Leverage collaboration between organizations to enhance organizational performance (quality, efficiency, measurability).

Engineering Practice

Automated Acceptance Testing

Test-Driven Development

Continuous Integration

Continuous Refactoring

Domain-Driven Design

Service Architecture

Deploy the pipeline

Automated Operations and Maintenance

Operation and maintenance as well as business data monitoring

Objective

Smooth: Refers to the value delivery process being seamless, completing the delivery of user value in the shortest time possible, rather than sporadically with constant issues.

High quality: meeting requirements, avoiding unnecessary errors, and engaging in necessary trial and error for exploration are not conflicting.

Valuable Outcome: The delivered value should meet market and user requirements and generate business impact, promoting organizational performance.

Management Practices

Lean Startup, Innovative Practice

Business Model Design

Verification step planning

Lean Product Design

Qualitative verification

Lean Analytics

Impact Map

Lean Requirements Analysis and Management

Scene Analysis

Test case design

Domain Modeling

Requirement Map

Release Planning

Instantiating requirements

Lean Kanban Methodology

Visualize the flow of value

Visualization of User Value

The end-to-end flow process of user value

User value flow issues and blockages

Materialize process rules

Flow rules

Collaboration Rules

Control the quantity of work in progress.

Help the team expose bottleneck issues.

Postpone the start, focus on completion.

Control the water and attack the sand.

Lake Rock Effect

Manage the flow of work

Requirement Pool Management

Readiness (Commitment) Meeting

Standard

The requirements are clear enough and will not change in principle.

The ability to analyze product requirements

Examine the capability to uncover product requirements

Examine the planning ability for product requirements

The requirements have been clarified to the development team and understood consistently.

Examine the instantiation capability of product requirements

Evaluate the user story writing ability

Evaluate the ability to decompose product requirements

The communication skills required to assess product requirements

Examine the product coordination and organizational capabilities.

The development team promises to complete the task as soon as possible.

Principle

The dangers of a too slow rhythm

Lower the perceived quality, lack of sufficient business information

Causes scope creep, which may be useful or arise from the demand plan, leading to many speculative requirements.

Does not support effective learning and innovation well, feedback after delivery is slow or even left unresolved.

Reducing the team's ability to respond flexibly to market changes, filling in many requirements at once, and having to wait for the next round of filling when changes occur.

Lower the focus on requirement clarification and the team, and it takes a long time to get started after the requirements are ready, making it difficult to ensure the effectiveness of the clarification.

High rhythm brings additional costs.

All relevant personnel need to prepare, as there are high coordination costs.

The higher the uncertainty in the market, technology, and development, the more frequently the queue needs to be refilled.

Select an appropriate number of requirements that meet the criteria.

Select high-priority requirements

Clarify requirements

Define acceptance criteria

When the demand is too large, it needs to be split.

Evaluate the technical risks of the requirements

Confirm related parties

Secondary Queue

The frequency of external information changes is low, and the demand pool is updated over a long cycle.

High internal frequency

Plan

Ready

Kanban Meeting

Prepare

Every day

Fixed time

Before the Kanban

The Kanban has been updated in advance.

Principle

Inspect from right to left

Pull from right to left

Bottleneck, the queue of backlogged itineraries

Interruption, insufficient input in a certain link

Demands that require special attention, involving significant commercial interests or risks

Demands that are hindered due to dependency (external or internal) cannot proceed normally.

Demands that are about to or have already expired, which have not been fulfilled in the commitment.

Demands with long-term lack of progress, extended periods of time spent.

Release Review

Establish feedback and continuously improve.

Little's Law

Average Delivery Week: The time from when a requirement enters the development team to when it is completed and delivered to the market.

Number of parallel requirements: The total number of parallel requirements in the entire system, which is the sum of the requirement documents at various stages.

Average delivery rate: refers to the number of requirements delivered per unit of time.

Obstacle Cause Distribution Matrix Chart

Y-axis: Cause Classification

The requirements are not clear.

Design

Third-party dependencies

Supplier

Tools, R&D

Other

Horizontal axis

The time required from the occurrence of an obstacle to its removal.

Lead Time Control Scatter Plot