SDLC blueprint

Handbook

Lean Software Development — ceremonies & rhythm (prescriptive)

Lean does not prescribe a fixed ceremony calendar. Instead, it provides **improvement practices** that teams schedule based on need. Below: common Lean practices mapped to ceremony intents.

Lean Software Development — ceremonies & rhythm (prescriptive)

Lean does not prescribe a fixed ceremony calendar. Instead, it provides improvement practices that teams schedule based on need. Below: common Lean practices mapped to ceremony intents.

1. Value-stream mapping workshop

Intent: C1 + C5 — understand current state, identify waste, design future state.
Inputs Current process flow, lead-time data, team observations
Outputs Current-state map, future-state map, prioritized improvement backlog
Participants Value-stream manager (R), team (R), Lean coach (R), stakeholders (O)
Timebox Half day to 2 days (depends on scope)

Agenda:

  1. Walk the process end-to-end (or use data if distributed).
  2. Identify value-adding vs non-value-adding steps; measure wait times.
  3. Mark the seven wastes on the map.
  4. Design future-state map; prioritize top 3 improvements.

2. Kaizen event (improvement sprint)

Intent: C5 — focused improvement on one value-stream segment.
Inputs Specific waste or bottleneck identified in value-stream map or retrospective
Outputs Implemented change, measured before/after, updated standards
Participants Lean coach (R, facilitate), team (R), value-stream manager (O)
Timebox 1–5 days (classic); lighter versions in 2–4 hours

Agenda:

  1. Define the problem (current condition, target condition).
  2. Analyze root causes (Five Whys, fishbone).
  3. Design and implement countermeasures during the event.
  4. Measure result; standardize if successful.

3. Stand-up / flow sync

Intent: C3 — flow focus, blockers, aging items.
Inputs Board / tracker state, aging metrics
Outputs Unblocked work, escalations
Participants Team (R); coach/manager (O)
Timebox 15 min

Lean twist: Focus on the work (board walk), not on individual status updates. Ask: "What is stuck?" and "What is aging?" before "What did you do yesterday?"

4. A3 problem-solving review

Intent: C5 + C6 — structured analysis and knowledge sharing.
Inputs A3 document (problem statement, analysis, countermeasures)
Outputs Approved countermeasures, follow-up plan
Participants A3 author (R), Lean coach (R), affected team members (R)
Timebox 30–60 min

Prescriptive rule: The A3 is a thinking tool, not a form. The review validates reasoning, not just the answer.

5. Gemba walk

Intent: C3 + C4 — managers observe actual work to understand reality.
Inputs Scheduled or triggered by signals (quality dip, lead-time spike)
Outputs Observations, questions (not directives), impediment awareness
Participants Management (R), team (R — showing work, not presenting slides)
Timebox 30–60 min

Lean rule: Go see, ask why, show respect. The Gemba walk is not an audit; it builds manager understanding.

6. Retrospective (Lean-flavored)

Intent: C5.
Inputs Flow metrics (lead time, cycle time, throughput), defect data, waste observations
Outputs 1–3 improvement experiments with measurable targets
Participants Team (R); Lean coach facilitates (R); management (O)
Timebox 1–2 hours

Lean twist: Use data (value-stream metrics) alongside feelings. Frame improvements as experiments with a target condition, not open-ended "try harder."

7. Quick I/O summary

Ceremony Primary output
Value-stream mapping Current/future state maps, improvement backlog
Kaizen event Implemented improvement, measured result
Stand-up / flow sync Unblocked work
A3 review Validated countermeasures
Gemba walk Management understanding, impediment awareness
Retrospective Improvement experiments

Canonical source

Edit https://github.com/autowww/blueprints/blob/main/sdlc/methodologies/lean/ceremonies-prescriptive.md first; regenerate with docs/build-handbook.py.