3 hours 55 minutes
hello and welcome to lessen three point to lean.
I am your instructor cane and let's go ahead and get started.
So if you remember from the beginning of the course, when we talked about some of the lean methodologies that were made popular during the 19 eighties and nineties,
it was the idea that we had
individuals that were part of the manufacturing process that would actually
from within the process itself a room.
They would see you areas for improvement and to reduce ah waste reduced, reduced cost it takes to produce items
in agile. When we start talking about lean, agile, we're focusing on that same concept, but we're bringing it to software development.
So the goal of lean is to make the software development process itself
sustainable, to minimize the cost to that development process
and can use additional types of flavors of agile like we talked about before there.
If it works, then it's good, I guess, is the best way to think about it in some cases, with agile so you conover layer and modify these different frameworks in order to
find the right style of agile for you. So like scrum, we have a lot of customer feedback we are looking at, including the customer in the process. We can even use scrum or combine boards or other things when we're actually doing a project.
The difference is that when we sit down, for example, to do like a Sprint retrospective,
in addition to looking at the product at the software that you're producing and whether or not it's meeting the customer's expectations, you're also focusing on the process itself. So you might have a Sprint retrospective where you, uh,
maybe take 30 minutes to talk about what was accomplished during the Sprint.
What is still in the backlog plan for the future, all that kind of stuff. And then you would have a separate segment that would be devoted to
that. The process itself. What can we do to really reduce waste, reduce dead time with anybody not productive or have non productive working time in that sprint? Things of that nature so that we start talking about ad, uh, lean, agile.
That's really kind of adding that additional focus to the process that's devoted solely to
reducing cost and continuously improving the process. So we've taken something that came from the manufacturing section, and we brought it into
the software manufacturing section. If you want to think about it in those kind of terms, um,
one of the big improvements and focuses that lean brings to strategy execution is that additional? I that's focused solely on
productivity improvement and cost reduction of the process. So it may sound,
ah, somewhat counter intuitive toe. Have an additional person on the project team in some cases, if it's a very big project or giving somebody on the project team this new role that they have to deal with
called uh four for the lean version or the leans
roll that you've you've created within your agile project. But what value that they bring is by analyzing those other processes and providing continuous improvement.
So again lean can be bolted on or modified or married to plenty of other agile type
methodologies because there are no rules. Quote unquote, no hard roles in agile on, and it's there to help reduce costs and provide continuous improvement.
So in this video, we've looked at lean as a flavor of agile. If you look at the graph to your right of the screen here, what we're seeing is that we're
doing interactive software development. We're doing that iterative strategy execution within our agile project.
But as part of each of those in orations were focusing on continuous improvement and cost reduction.
That concludes the lesson.
I hope everybody has a great day.
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