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Lean Software Strategies : Proven Techniques for Managers and Developers - James Sutton

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Lean Software Strategies

Proven Techniques for Managers and Developers

By: James Sutton, Peter Middleton

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Hardcover | 27 January 2005 | Edition Number 1

At a Glance

Hardcover
464 Pages

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23.0 x 15.9 x 2.7

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Winner Of The 2007 Shingo Prize For Excellence In Manufacturing Research!Lean production, which has radically benefited traditional manufacturing, can greatly improve the software industry with similar methods and results. This transformation is possible because the same overarching principles that apply in other industries work equally well in software development. The software industry follows the same industrial concepts of production as those applied in manufacturing; however, the software industry perceives itself as being fundamentally different and has largely ignored what other industries have gained through the application of lean techniques.Lean Software Strategies: Proven Techniques for Managers and Developers, shows how the most advanced concepts of lean production can be applied to software development and how current software development practices are inadequate.Written for software engineers, developers, and leaders who need help creating lean software processes and executing genuinely lean projects, this book draws on the personal experiences of the two authors as well as research on various software companies applying lean production to software development programs.

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You Can Find This Book In

Non-Fiction Computing & I.T.Computer Programming & Software Development Programming & Scripting Languages Engineering & Technology Industrial Chemistry & Manufacturing Technologies Other Manufacturing Technologies Business & Management Management & Management Techniques Management of Specific Areas Production of Quality Control Management Office & Workplace

Office Systems & Equipment Industry & Industrial Studies Manufacturing Industries Environmental Science Technology in General Engineering in General

Preface	p. xvii
Acknowledgments	p. xix
Introduction	p. xxi
Why Should You Take the Lean Journey?	p. xxiii
The Western and Eastern Perspectives of Lean	p. xxiv
How a Researcher and a Practitioner Came to See Eye to Eye	p. xxvii
What Kind of Industry is Software?
There's Three Kinds of Industries	p. 3
Beware of How and What You Measure-A Sad Tale	p. 4
The Industrial Paradigm Determines the Business-Effectiveness	p. 6
Understanding Earlier Production Systems	p. 9
Craft Production-The Niche Market	p. 9
Is Craft Production Suited to Software?	p. 11
Five Principles of Mass Production	p. 12
Repeatability	p. 12
Large Infrastructures	p. 14
Efficiency	p. 14
Organizational Gigantism	p. 15
Technocentrism	p. 16
Is Mass Production Suited to Software?	p. 16
Conclusion	p. 19
Lean Production-Five Principles	p. 21
Value: Identifying What Really Matters to the Customer	p. 23
Value Stream: Ensuring Every Activity Adds Customer Value	p. 26
Adding Value: Domain Orientation, QFD, and Hoshin Kanri	p. 27
Removing Waste via Incremental Improvement: Kaizen and ToC	p. 28
Removing Waste via Radical Improvement: Kaikaku	p. 31
Flow: Eliminating Discontinuities in the Value Stream	p. 33
Using Stage-Graduation Criteria for Continuous Flow	p. 35
Using Self-Adapted Tools for Speed and Flexibility	p. 35
Pull: Production is Initiated by Demand	p. 36
JIT: Right Items at the Right Time in the Right Amounts	p. 37
One-Piece Flow: Keeping Quality Visible at All Times	p. 37
Kanban: Triggering the Flow of Materials	p. 38
Takt Time: Linking Pace to Demand	p. 39
Andon: Empowering Employees to Handle Problems	p. 39
Level Scheduling: Smoothing Out Variations	p. 39
Perfection: Retaining Integrity via Jidoka and Poka-Yoke	p. 41
The Synergy of the Five Lean Principles	p. 42
A Way to Reunify the Software Disciplines	p. 43
Determining Software's Industrial Paradigm-Reuse Practice	p. 49
The Craft Approach to Software Reuse	p. 50
Mass Approaches to Software Reuse	p. 51
Library Reuse	p. 52
Domain Inventory Reuse	p. 52
Lean Approaches to Software Reuse	p. 54
How a Lean Domain-Reuse Project Redefined the Reuse Model	p. 55
Determining Software's Industrial Paradigm-SEI CMM Practice	p. 61
The Five Organizational Maturity Levels of CMM	p. 62
Successes and Caveats for the CMM-Raytheon and Boeing	p. 64
Comparing the CMM to Mass Principles	p. 65
Repeatability and the CMM	p. 65
Efficiency and the CMM	p. 65
Division of Labor and the CMM	p. 66
Technocentrism and the CMM	p. 67
Large-Scale Infrastructures and the CMM	p. 69
Comparing the CMM to Lean Principles	p. 69
Value and the CMM	p. 69
Value Stream and the CMM	p. 70
Flow and the CMM	p. 72
Pull, Perfection, and the CMM	p. 73
And the CMM Paradigm is?	p. 73
Paradigms of Two Other Major Assessment Approaches	p. 74
ISO-9000	p. 74
The Malcolm Baldrige National Quality Award (MBNQA)	p. 76
Determining Software's Industrial Paradigm-XP: Extreme Programming	p. 81
Worker Independence: XP Aligns with Craft	p. 82
Customer Responsiveness: XP Aligns with Craft and Lean	p. 82
Domain Orientation: XP Aligns with Craft	p. 83
Worker Expertise Dependency: XP Aligns with Craft	p. 84
Stage Verification: XP Aligns with Lean	p. 85
Scalability: XP Aligns with Craft	p. 86
Assessing XP's Dominant Paradigm and Lean Future	p. 87
The Way Out of the Software Crisis	p. 89
Time to Recognize the Real Problem	p. 89
Time to Stop Solving the Wrong Problem	p. 91
Time to Abandon What Has Failed	p. 92
Time to Seriously Consider What Can Really Work	p. 93
Time to Accept the Challenge of Change	p. 94
Building Lean Software-Customer Space, Early Lifecycle
Lean Value-Finding the Gold Hidden Within Your Customer	p. 99
The Customer Space-The Early Product Lifecycle	p. 100
The Weakest Link-Understanding Customer Value	p. 101
How Customers Communicate Value	p. 102
Using Value Resolution in Lean Product Development	p. 103
The Three "Lenses" of Value Resolution	p. 104
Comparing Value Resolution to Requirements Analysis	p. 104
The Seven Steps of a Value Resolution	p. 107
Choosing the Right Project	p. 109
Choosing the Project	p. 109
Identifying the Customers	p. 110
Brainstorming	p. 111
The Analytic Hierarchy Process (AHP)	p. 112
Finding Gemba: The Customer Home Turf	p. 120
Choosing a Value Representation	p. 123
Ways of Representing Value	p. 123
Keeping the Customer Perspective	p. 125
SCR: A Method Adaptable to Value Representation	p. 125
The Four-Variable Model-CONs and MONs	p. 127
Benefits of Mathematics in Representations	p. 129
A Lean Software Project that Used SCR	p. 132
Moving SCR into Your Organization's Practice	p. 134
Concluding Thoughts	p. 135
Values-When Customers Know What They Want	p. 137
Domain: What All Similar Customers Want	p. 138
Four Canvassing Techniques	p. 139
Domain Analysis-Identifying Common Values (XP, UML)	p. 143
Affinity Diagramming-Identifying Shared Values from Unique Ones	p. 147
Recognized: What a Specific Customer Knows It Wants	p. 149
Finding the Customer Perspective in Requirement Specifications	p. 149
Interviews-Getting Up Close and Personal with the Customer	p. 150
Values-When Customers Don't Know What They Want	p. 155
Using the Five Whys to Uncover the Root Need	p. 155
Using Simulation to Help Customers Discover Their Values	p. 156
TRIZ and USIT-Systems for Generating Creative Ideas (AFD, DE)	p. 158
Predicting How Customers Will React to Having Their Values Implemented	p. 165
Must-Be Factors	p. 166
Performance Factors	p. 167
Attractive Factors	p. 167
Applying the Kano Method to Value Resolution	p. 169
Planning Implementation	p. 177
Prioritizing Values	p. 177
The Three-Pile Method	p. 178
The Self-Rated Importance Questionnaire (SRIQ)	p. 179
Using the AHP with Affinity Diagramming	p. 180
Choosing an Implementation Order	p. 182
Risk Analysis	p. 184
Balancing Emotion, Priority, and Risk	p. 188
Defining Build Scope the XP Way	p. 191
Value Resolution on a Large Aerospace Project	p. 191
Success Comes from the Early Lifecycle	p. 193
Building Lean Software-Producer Space, Late Lifecycle
The Value Stream-Design	p. 197
Product-Family Development	p. 199
Domain Engineering	p. 200
The Domain-Driven Lifecycle	p. 207
Model-Driven Architecture (MDA)	p. 209
Object Orientation	p. 211
Synergies	p. 212
QFD	p. 215
QFD Derivatives	p. 216
QFD and Concurrent Engineering	p. 217
Other Ways of Defining Product Families	p. 217
The Value Stream-Production	p. 221
Associating the Production Activities: The V Cycle	p. 222
Lifecycle Models	p. 223
Waterfall	p. 224
Spiral	p. 224
XP	p. 226
Narrow Slice Anticipatory Development	p. 227
The Material Branch	p. 228
Value-Stream Mapping	p. 229
Kaizen	p. 233
The Information Branch	p. 234
Integrating Production and the Project	p. 240
The Value Stream-Verification-Smart Development	p. 243
Choosing a Verification-Friendly Lifecycle Model	p. 245
Reducing the Cost of Requirements-Based Testing	p. 246
Unit Testing and Structural Coverage for Free	p. 250
The Benefits of Using the System Simulation-Emulation Lifecycle	p. 251
Six Sigma: Reducing Variance	p. 253
The Value Stream-Choosing Programming Languages and Tools	p. 255
Statically Typed Languages: C++, Ada, SPARK, Java	p. 259
Dynamically Typed Languages: Perl, TCL, Python, PHP	p. 266
Limitations of Tools and Automation	p. 268
New Tools Shorten Tasks	p. 270
New Tools Help in Hiring and Retaining the Best and Brightest	p. 271
New Tools Make the Work More Interesting	p. 272
New Tools Contribute to Moving the Overall Field Forward	p. 272
Tools Are Easy to Change and Just Maybe They Will Help	p. 272
Flow-Applying Industrial Insights to Software Production	p. 277
Industrial Cost Drivers and Software Production	p. 278
Assembly Span Time	p. 278
Part Count	p. 279
Part Simplicity	p. 280
Alignment	p. 280
Verification Time	p. 281
Assembly Transport	p. 281
Software DFMA: Design for Manufacturing and Assembly of Computer Programs	p. 282
"Big Parts"	p. 283
The Parnas Criteria	p. 284
Design Patterns	p. 288
Other Benefits	p. 288
Flow-Through Stage Transitions	p. 291
Shortening Forward Transitions	p. 291
Shortening Through Kaizen	p. 291
Shortening Through Piece Production Time	p. 292
Reducing Backflows	p. 293
Reducing Through QFD	p. 294
Reducing Through Design by Contract	p. 297
Meta-Specification and Meta-Design with XML	p. 299
Removing Production-Line Constraints	p. 300
TRIZ Revisited	p. 301
Goldratt's Theory of Constraints	p. 301
Building a Software "Flexible Manufacturing System" to Achieve Flow	p. 303
Pull and Perfection	p. 309
Pull: Turning the Software Lifecycle on Its Head	p. 309
Kanban: Initiating Development Activities	p. 310
Takt Time: Estimating and Managing Productivity	p. 312
Level Scheduling: Smoothing the Ups and Downs	p. 313
One-Piece Flow and the Atomic Unit of Work	p. 314
A Piece-Work Process	p. 314
Perfection: The Ultimate Goal	p. 316
Product Perfection: Entropy, Poka-Yoke, and Jidoka	p. 316
Process Perfection	p. 319
Last Thoughts on the Producer Space	p. 320
Experiences of Lean Software Producers
Is Microsoft's Build and Synchronise Process Lean?	p. 325
Zero-Defects Code-The Beginning of Microsoft's Improvement Initiative	p. 326
Value	p. 327
Value Stream	p. 329
Flow	p. 330
Pull	p. 330
Perfection	p. 331
Conclusion	p. 333
Industrial Engineering Insights on Variance in the Software Development Process	p. 337
Optimizing the Software Development Process	p. 337
Effects of Software Developers' Behavior on the System	p. 338
Conclusion	p. 341
Why Culling Software Colleagues is Necessary and Even Popular	p. 343
How Well Employees Perform Depends on a Company's Work Philosphy	p. 345
Conclusion	p. 347
XP and Lean Software Development-the Spare Parts Logistics Case Study	p. 349
Lean Software Development-Expect Zero Defects	p. 349
Lean and Extreme Programming (XP)	p. 351
Two Options to Increasing Business Value	p. 352
The Spare Parts Logistics Project	p. 352
Motivation for Process Change	p. 352
XP and Lean Software Development Approach	p. 353
XP Customer Practices	p. 354
XP Team Practices	p. 355
XP Programming Practices	p. 356
SPL Case Study Highlights	p. 357
Supply Forecasting-Adding a New Team for the SPL Project	p. 361
SPL Accomplishments	p. 363
Reduced Cycle Times	p. 363
Reduced Errors	p. 365
Lean Team Organization	p. 365
Positive Impact on Staff	p. 365
Using Lean Principles and XP Practices	p. 365
Value	p. 366
Value Stream	p. 366
Flow	p. 366
Pull	p. 367
Perfection	p. 367
Conclusion	p. 367
Case Study: Timberline, Inc-Implementing Lean Software Development	p. 369
Company Background	p. 369
Lean Principles	p. 371
Customer Defined Value	p. 371
Design Structure Matrix (DSM) and Flow	p. 372
Using Takt Time in Carry-Out Load Balancing	p. 373
Change Management	p. 378
Results	p. 379
Lessons Learned	p. 381
Conclusion	p. 381
Conclusion: A Roadmap for Lean in Your Organization	p. 383
Building Support for Accepting Lean	p. 383
Winning the Leaders Over	p. 383
Winning the Culture Over	p. 385
Removing the Roadblocks to Lean	p. 386
Faulty Vocabulary-"Lean is Good," "Lean is Sugarcoating"	p. 386
Wrong Assumptions About Lean	p. 388
Lean Lessons Learned	p. 390
Senior Management Participation and Buy-in	p. 390
Assessing Organizational Alignment	p. 390
Changing the Software Process	p. 391
Specifying Incremental Procurement Procedures	p. 391
Eight Useful Activities for Delivering a Lean Solution	p. 391
Prognosis for Improvement in the Software Industry	p. 393
The LM Aero 382J MC OFP Software Product Family	p. 395
Background	p. 397
Software Project Planning	p. 398
System Engineering	p. 398
Software Analysis	p. 400
Software Architectural Design	p. 401
Software Detailed Design	p. 406
Implementation, Integration, Verification, and Conclusions	p. 407
Phase "N+1:" The C-27J Reuse Project	p. 410
Index	p. 415
About the Authors	p. 432
Table of Contents provided by Ingram. All Rights Reserved.

Lean Software Strategies

Proven Techniques for Managers and Developers

At a Glance

Hardcover

Shipping

How to return your order

Defective items

You Can Find This Book In

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