Actually, neither Agile nor Lean have a precise definition. Both cases are rather about a set of principles and practices – in the former case, basing on Agile Manifesto, whilst the latter is based on the Toyota Production System adapted to software/IT industry.
I would say that both Lean and Agile are two flavours of the same movement in the software industry – focusing on effective delivery of products which customers actually need (this is a vast generalization though). The difference lies in the ways this goal is achieved.
With Agile, the focus is placed on establishing a well-organized process, which allows frequent delivery and enables easy adjustments to the customers` needs during the course of development. Lean focuses more on limiting "waste" (including work in progress which is considered as one of types of waste) and making the production and delivery workflow as efficient as possible.
It is often that agile and lean approaches are put into the same bucket, so you will find all sorts of mixing – Scrum + Kanban is the most significant example; refer to Scrumban for more information. Unless you talk with an orthodox it shouldn't be a problem if you label Kanban as an Agile method.
To make some order in labels: Agile and Lean are general concepts. Scrum and XP are specific implementations of Agile, while Lean Software Development and Kanban are specific implementations of Lean.
At least this is how people usually perceive them. It is definitely possible to mix different approaches, or single practices thereof, into one method. Scrum+XP or Scrum+Kanban are probably the most popular combinations.
If you want to dig deeper, I can recommend a great mini-book which compares Kanban to Scrum: "Kanban and Scrum – Making the most of both". The eBook in PDF form can be downloaded for free.
The practices of Lean are quite different from the hands-on, practical tasks that programming-centric XP asks you to do in your project ("Automate everything", "Have tests", "Meet daily"). Value-stream analysis could give you some new insights and conceptual tools with which to reason about business and tasks to do.
Hope this helps navigating the process-speak. Best of luck!
At the risk of irritating purists, and from a practical perspective, Lean is the highest level of abstraction whose principles and (most) practices can be applied across the entire enterprise. Your CEO will understand and buy-in to Lean. In my experience, linking Agile at the tactical level to Lean at the enterprise level makes for a much easier sell to executives.
Kanban in manufacturing is an inventory queue management technique. As applied in knowledge work (not just IT) it is a workflow visualization and queue restriction technique designed to focus teams on the smallest batch of work possible at a time to speed flow. It can be as simple as sticky notes on a whiteboard with tape lines marking off process step left to right. Or there are electronic Kanban tools available (standalone or add-ons to all of the main ALM tools)
Kanban can be easily applied as a tool for Scrum teams simply by treating the kanban board as representing your iteration. You (try to) only allow work onto the board at the beginning of the iteration and it needs to be in the done lane by the end of the iteration. And, using horizontal swimlanes, you can effectively segment the board into sections for planned work in the iteration and the (sadly inevitable) operations support work that interrupts even the most disciplined teams. This make it very clear what work was committed and what snuck into the sprint.
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事实上，敏捷和精益都没有明确的定义。这两种情况都涉及一组原则和实践——前一种情况基于敏捷宣言，而后者则基于敏捷宣言。基于适合软件/IT 行业的丰田生产系统。
我想说，精益和敏捷是软件行业同一运动的两种风格——专注于有效交付客户实际需要的产品（尽管这是一个广泛的概括）。不同之处在于实现这一目标的方式。
敏捷的重点是建立一个组织良好的流程，允许频繁交付并在开发过程中轻松调整客户的需求。精益更注重限制“浪费”（包括被视为浪费类型之一的在制品）并使生产和交付工作流程尽可能高效。
通常，敏捷方法和精益方法被放在同一个桶中，所以你会发现各种各样的混合——Scrum + 看板是最重要的例子；请参阅 Scrumban 了解更多信息。除非您与正统人士交谈，否则将看板标记为敏捷方法应该不会有问题。
标签上有一些顺序：敏捷和精益是一般概念。 Scrum和XP是敏捷的具体实现，而精益软件开发和看板是精益的具体实现。
至少人们通常是这样看待他们的。绝对有可能将不同的方法或其中的单一实践混合到一种方法中。 Scrum+XP 或 Scrum+Kanban 可能是最流行的组合。
如果您想深入了解，我可以推荐一本很棒的迷你书，它将看板与 Scrum 进行了比较： “看板和 Scrum – 充分利用两者”。 PDF 格式的电子书可以免费下载。
Actually, neither Agile nor Lean have a precise definition. Both cases are rather about a set of principles and practices – in the former case, basing on Agile Manifesto, whilst the latter is based on the Toyota Production System adapted to software/IT industry.
I would say that both Lean and Agile are two flavours of the same movement in the software industry – focusing on effective delivery of products which customers actually need (this is a vast generalization though). The difference lies in the ways this goal is achieved.
With Agile, the focus is placed on establishing a well-organized process, which allows frequent delivery and enables easy adjustments to the customers` needs during the course of development. Lean focuses more on limiting "waste" (including work in progress which is considered as one of types of waste) and making the production and delivery workflow as efficient as possible.
It is often that agile and lean approaches are put into the same bucket, so you will find all sorts of mixing – Scrum + Kanban is the most significant example; refer to Scrumban for more information. Unless you talk with an orthodox it shouldn't be a problem if you label Kanban as an Agile method.
To make some order in labels: Agile and Lean are general concepts. Scrum and XP are specific implementations of Agile, while Lean Software Development and Kanban are specific implementations of Lean.
At least this is how people usually perceive them. It is definitely possible to mix different approaches, or single practices thereof, into one method. Scrum+XP or Scrum+Kanban are probably the most popular combinations.
If you want to dig deeper, I can recommend a great mini-book which compares Kanban to Scrum: "Kanban and Scrum – Making the most of both". The eBook in PDF form can be downloaded for free.
敏捷专家Mary Poppendieck 撰写了有关精益原则的文章。 在此处查找她的凭据。
不要让我写很多关于看板的内容，请阅读瑞典顾问 Crisp 对此的看法。
精益的实践与以编程为中心的 XP 要求您在项目中执行的实际任务（“自动化一切”、“进行测试”、“每日见面”）有很大不同。价值流分析可以为您提供一些新的见解和概念工具，用于推理业务和要做的任务。
希望这有助于引导流程。祝你好运！
Agile expert Mary Poppendieck wrote about the principles of Lean. Find her credentials here.
Instead of me writing a lot about Kanban, please read what Swedish advisors Crisp say about it.
The practices of Lean are quite different from the hands-on, practical tasks that programming-centric XP asks you to do in your project ("Automate everything", "Have tests", "Meet daily"). Value-stream analysis could give you some new insights and conceptual tools with which to reason about business and tasks to do.
Hope this helps navigating the process-speak. Best of luck!
冒着激怒纯粹主义者的风险，从实践的角度来看，精益是最高层次的抽象，其原则和（大多数）实践可以应用于整个企业。您的首席执行官将会理解并支持精益。根据我的经验，将战术层面的敏捷与企业层面的精益联系起来，可以更容易地向高管推销。
制造业中的看板是一种库存队列管理技术。在知识工作（不仅仅是 IT）中应用时，它是一种工作流可视化和队列限制技术，旨在让团队集中精力一次处理尽可能少的工作批次，以加快流程。它可以像白板上的便利贴一样简单，用胶带线从左到右标记流程步骤。或者有可用的电子看板工具（独立的或所有主要 ALM 工具的附加组件）。
只需将看板视为代表您的迭代，看板就可以轻松地用作 Scrum 团队的工具。您（尝试）只允许在迭代开始时在板上进行工作，并且在迭代结束时它需要位于完成通道中。而且，使用水平泳道，您可以有效地将董事会划分为迭代中计划工作的部分，以及（不幸的是不可避免的）运营支持工作，即使是最有纪律的团队也会中断。这使得我们非常清楚已提交的工作以及冲刺中包含的内容。
At the risk of irritating purists, and from a practical perspective, Lean is the highest level of abstraction whose principles and (most) practices can be applied across the entire enterprise. Your CEO will understand and buy-in to Lean. In my experience, linking Agile at the tactical level to Lean at the enterprise level makes for a much easier sell to executives.
Kanban in manufacturing is an inventory queue management technique. As applied in knowledge work (not just IT) it is a workflow visualization and queue restriction technique designed to focus teams on the smallest batch of work possible at a time to speed flow. It can be as simple as sticky notes on a whiteboard with tape lines marking off process step left to right. Or there are electronic Kanban tools available (standalone or add-ons to all of the main ALM tools)
Kanban can be easily applied as a tool for Scrum teams simply by treating the kanban board as representing your iteration. You (try to) only allow work onto the board at the beginning of the iteration and it needs to be in the done lane by the end of the iteration. And, using horizontal swimlanes, you can effectively segment the board into sections for planned work in the iteration and the (sadly inevitable) operations support work that interrupts even the most disciplined teams. This make it very clear what work was committed and what snuck into the sprint.