This is the third of a three part series. The first two were:
The key to improving software quality lies in selecting the right products to build and removing the delays in the workflow. Understanding Lean-Flow can be incredibly valuable in taking action on starting this.
Lean-Agile methods focus on reducing time to market by:
All of these improve time-to-market since they focus on removing delays to the overall process. Lean-software suggests that to do this we must remove the delays between the steps. Removing delays between the steps has the dual benefit of shortening time to market as well as improving quality. Quality improves because errors will be detected sooner and less work will be created from the delays (see How Delays Cause Waste: A Main Tenet of Lean).
When more than a team is involved, Lean-Agile must work at four levels:
Where to start requires an holistic view of the entire system. One must consider:
The answers to these questions will inform your method of starting. Very often an assessment is advisable. Other times spinning up a team with Kanban or Scrum is great. Changing how your product portfolio management is being done can also be the key. The question is, what's going to provide the biggest return for the effort you can make? I'd caution against following anyone's suggestion that they always feel is applicable. As context changes, approaches must change as well.
Some things we've seen almost always help are:
See Where to Begin Your Transition to Lean-Agile for more on selecting where to start.
And, of course, I always like to be contacted for help as well.
CEO, Net Objectives