Using Lean-Agile to Provide the Real Value of ALM

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Transitioning to Agile With Lean to Guide Us
Thus, Lean arms us with:

  • A foundation of respecting people
  • A scope of looking at the entire system
  • An awareness that we must attend to the emotional and learning aspects of a transition to Agile methods
  • A focus on time

We can combine these principles and insights of Lean to give us a roadmap for our Lean-Agile transition. Like any roadmap, we need to know:

  1. Where we are
  2. Where we want to go
  3. What our means are to get there
  4. What our suggested path is

Let’s see how Lean provides us with insights on each of these. 

Where we are: In Net Objectives’ experience in transforming medium (300-500) and large (1000+) development groups to Lean-Agile, we have seen the following major challenges facing an organization:

  • Business stakeholders not having clarity on what will add the greatest value to the customers of the development organization understanding
  • Teams not knowing how to coordinate with each other
  • Too many projects being dumped on the teams
  • Teams not knowing how to deliver value incrementally
  • Not being able to create well-formed teams across the organization

The prevalent assumption that the teams’ development methods are mostly always the primary problem is not founded in our experience. Lean’s analysis of the value stream helps you learn where to start, because it’ll tell you where you are. 

About the author

Alan Shalloway's picture Alan Shalloway

Alan Shalloway is the founder and CEO of Net Objectives. With almost forty years of experience, Alan is an industry thought leader, a popular speaker at prestigious conferences worldwide, a trainer, and a coach in the areas of lean software development, the lean-agile connection, Scrum, agile architecture, and using design patterns in agile environments. Alan is the primary author of Design Patterns Explained: A New Perspective on Object-Oriented Design and Lean-Agile Software Development: Achieving Enterprise Agility.

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