Lean Thinking for Agile Development


In this article, we will learn how simple it is to start the basic thinking of agile processes, that way, we will be able to break some initial barriers in the implementation of an agile model in our corporations.

One of the recent discussions that inhabit organizations that develop or consume software is the following: “Does this business of agile processes really work Or, how to start a lean software development project, using agile model ideas? ”

Many of us already use agile processes, however, many times, we do it without a bigger philosophy, and we end up just using the operational character of the existing agile processes and this limits the result that the process in question can offer, because while the inherent ideas do not are institutionalized, at all levels of an organization (operational, tactical and strategic), there will be a strong mismatch of results.

In fact, there is a proposed solution for this in shape of enterprise software development, imagine a company aligned with the ideas of agile processes for software development area and for other areas, their thoughts are aligned with the ideals of lean model of work, similar to the one proposed by Toyota, this would be a true paradise or a great utopia for those who want good results for their company.

Well, this is nothing out of this world, nor impossible to happen, since there is a great correlation between agile processes and lean management models that many organizations have used.

Thinking in this way, it is very easy for you to also be able to visualize the application of the same line of ideas at all levels of the company, creating a strong agile culture in the organization focused on solutions that effectively add value to the universe of the corporation.

Did you see any difference? Did you see how simple the idea is? If you answered yes to these last two questions, welcome to the thought of agile software development, now try to do the same with the software process you use today.

However (there is always a catch), this is where many of us fail, as eliminating unnecessary tasks comes up against some problems such as:

– Comfort zone – Sometimes unnecessary tasks create a comfort zone, which we are very afraid of losing;

– Production Capacity – There is an eminent danger in eliminating tasks, because many times, we do not know what the real production capacity we have, so we underestimate or overestimate our productive model.

– Speed – As well as the production capacity, we have difficulties in knowing our real speed, thus creating points of waiting for demands or points of deviation from efforts.

– Lack of clarity of the tasks – Sometimes, the tasks are not clear, and we have difficulty identifying them in our projects (this really is a big problem).

See that many times, we do these practices not because we are bad, but because we believe that that is correct for that moment, the big problem of these approaches is that besides consuming a lot of efforts, they delay the delivery of tasks that really add value to the project.