What Happened at Lean & Kanban
The Lean & Kanban 2009 conference, wrapped up this week and there has been a lot of buzz about it. I like a summary by email from Dean Leffingwell over at The Agile Executive. Among Dean’s takeaways on the conference are:
I obviously think Lean Software will be big. It will be to the enterprise what Scrum is to teams.
I believe that Kanban (a subset of lean, being used as an agile team method now), will be more readily adopted in 3-5 years than Scrum.
He gives a number of reasons. I won’t list them all, (go read the post) but among them are:
- Easier to adopt at the team level.
- Far less overhead for planning and estimating, and fewer ceremonies (approaching zero in the edge case and with appropriate context).
- Support from industry stalwarts such as Lockheed Martin, who are applying proven lean manufacturing practices to software development for projects like the Joint Strike Fighter.
- Lean optimizes the whole enterprise and gives you tools to reason about the enterprise, from order to shipment, rather than just the team optimization.
I tend to agree in that Lean is the foundation for improvement in a wide variety of areas with software development being just the latest to embrace it with gusto. I differ some in that I have always thought of Agile and Lean as interwoven and perhaps make less of a distinction than Dean between them.