Implementing Lean Software Development: From Concept to Cash
304
Implementing Lean Software Development: From Concept to Cash
304eBook
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Overview
"This remarkable book combines practical advice, ready-to-use techniques, anda deep understanding of why this is the right way to develop software. I haveseen software teams transformed by the ideas in this book."
--Mike Cohn, author of Agile Estimating and Planning
"As a lean practitioner myself, I have loved and used their first book for years.When this second book came out, I was delighted that it was even better. If youare interested in how lean principles can be useful for software developmentorganizations, this is the book you are looking for. The Poppendiecks offer abeautiful blend of history, theory, and practice."
--Alan Shalloway, coauthor of Design Patterns Explained
"I've enjoyed reading the book very much. I feel it might even be better than thefirst lean book by Tom and Mary, while that one was already exceptionallygood! Mary especially has a lot of knowledge related to lean techniques inproduct development and manufacturing. It's rare that these techniques areactually translated to software. This is something no other book does well(except their first book)."
--Bas Vodde
"The new book by Mary and Tom Poppendieck provides a well-written andcomprehensive introduction to lean principles and selected practices for softwaremanagers and engineers. It illustrates the application of the values andpractices with well-suited success stories. I enjoyed reading it."
--Roman Pichler
"In Implementing Lean Software Development, the Poppendiecks explore moredeeply the themes they introduced in Lean Software Development. They beginwith a compelling history of lean thinking, then move to key areas such asvalue, waste, and people. Each chapter includes exercises to help you apply keypoints. If you want a better understanding of how lean ideas can work withsoftware, this book is for you."
--Bill Wake, independent consultant
In 2003, Mary and Tom Poppendieck's Lean Software Development introduced breakthrough development techniques that leverage Lean principles to deliver unprecedented agility and value. Now their widely anticipated sequel and companion guide shows exactly how to implement Lean software development, hands-on.
This new book draws on the Poppendiecks' unparalleled experience helping development organizations optimize the entire software value stream. You'll discover the right questions to ask, the key issues to focus on, and techniques proven to work. The authors present case studies from leading-edge software organizations, and offer practical exercises for jumpstarting your own Lean initiatives.
- Managing to extend, nourish, and leverage agile practices
- Building true development teams, not just groups
- Driving quality through rapid feedback and detailed discipline
- Making decisions Just-in-Time, but no later
- Delivering fast: How PatientKeeper delivers 45 rock-solid releases per year
- Making tradeoffs that really satisfy customers
Product Details
| ISBN-13: | 9780133812848 |
|---|---|
| Publisher: | Pearson Education |
| Publication date: | 09/01/2006 |
| Series: | Addison-Wesley Signature Series (Beck) |
| Sold by: | Barnes & Noble |
| Format: | eBook |
| Pages: | 304 |
| Sales rank: | 377,655 |
| File size: | 4 MB |
About the Author
Mary Poppendieck is a seasoned leader in operations and product development with more than thirty years of IT experience. She has led teams implementing solutions ranging from enterprise supply chain management to digital media, and built one of 3M's first Just-in-Time Lean production systems. Mary is the president of Poppendieck LLC, which specializes in bringing Lean techniques to software development.
Tom Poppendieck is an enterprise analyst, architect, and agile process mentor with more than twenty-five years of experience developing and implementing complex systems. He currently assists organizations in applying Lean principles and tools to software development processes.
Read an Excerpt
The Sequel
Lean was an idea borrowed from the 1990s when we wrote the book Lean Software Development: An Agile Toolkit in 2003. We had observed that breakthrough ideas from manufacturing and logistics often take a decade or two before they are adapted to provide suitable guidance for development efforts. So we decided it was not too late to use well-proven lean concepts from the 1980s and 1990s to help us explain why agile methods are a very effective approach to software development.
The strategy worked. The book Lean Software Development presents a set of thinking tools based on lean thinking that leaders continue to find useful for understanding agile software development. The book has been purchased by many a developer who gave it to his or her manager to read, and many managers have distributed multiple copies of the book to colleagues in support of a transition to lean/agile software development.
Meanwhile, something unexpected happened to lean. In the last couple of years lean initiatives have experienced a resurgence in popularity. The word lean was originally popularized in the early 1990s to characterize the Japanese approach to automobile manufacturing. In recent years, Honda and Toyota have been doing increasingly well in the North American auto market, while Detroit automakers are restructuring. For example, Toyota's profits rose from more than $8 billion in the fiscal year ending March 31, 2003, to more than $10 billion in 2004, $11 billion in 2005, and $12 billion in 2006. Many companies have taken a second look at lean to try to understand what's behind such steady and sustained success.
Lean initiatives seldom start in thesoftware development or product development area of a company, but over time, successful lean initiatives make their way from manufacturing or logistics to development departments. However, lean practices from manufacturing and other operational areas do not adapt easily to a development environment, so lean initiatives have a tendency to stall when they reach software development. While the underlying lean principles remain valid, it is usually inappropriate to apply operational practices and measurements to a development environment. When lean initiatives stall in software development areas, many companies have discovered that the book Lean Software Development gives them a good foundation for thinking about how to modify their approach and adapt lean ideas to a development organization.
The benefits of lean and agile software development have become widely known and appreciated in the last few years, and many organizations are changing the way they develop software. We have traveled around the world visiting organizations as they implement these new approaches, and we have learned a lot from our interaction with people working hard to change the way they develop software. As our knowledge has grown, so has the demand for more information on implementing lean software development. We realized that a new book would allow us to share what we've learned with many more people than we can contact personally. Therefore we have summarized our experiences in this book, Implementing Lean Software Development: From Concept to Cash.
This book is not a cookbook for implementing lean software development. Like our last book, it is a set of thinking tools about how to go about adapting lean principles to your world. We start this book where the last book left off and go deeper into the issues and problems that people encounter when trying to implement lean and agile software development. You might consider this book a sequel to Lean Software Development. Instead of repeating what is in that book, we take a different perspective. We assume the reader is convinced that lean software development is a good idea, and focus on the essential elements of a successful implementation. We look at key aspects of implementation and discuss what is important, what isn't, and why. Our objective is to help organizations get started down the path toward more effective software development.
The first chapter of this book reviews the history of lean, and the second chapter reviews the seven principles of lean software development presented in Lean Software Development. These are followed by chapters on value, waste, speed, people, knowledge, quality, partners, and the journey ahead. Each of these eight chapters begins with a story that illustrates how one organization dealt with the issue at hand. This is followed by a discussion of key topics we have found to be important, along with short stories that illustrate the topic, and answers to typical questions we often hear. Each chapter ends with a set of exercises that helps you explore the topics more deeply.
Mary and Tom Poppendieck
July 2006
Table of Contents
Foreword by Jeff Sutherland xvii Foreword by Kent Beck xx Preface xxiii Chapter 1: History 1Interchangeable Parts 1
Interchangeable People 2
The Toyodas 3
The Toyota Production System 4
Taiichi Ohno 5
Shigeo Shingo 6
Just-in-Time 7
Lean 11
Lean Manufacturing / Lean Operations 11
Lean Supply Chain 12
Lean Product Development 13
Lean Software Development 17
Try This 17
Chapter 2: Principles 19Principles and Practices 19
Software Development 20
The Seven Principles of Lean Software Development 23
Principle 1: Eliminate Waste 23
Principle 2: Build Quality In 25
Principle 3: Create Knowledge 29
Principle 4: Defer Commitment 32
Principle 5: Deliver Fast 34
Principle 6: Respect People 36
Principle 7: Optimize the Whole 38
Try This 42
Chapter 3: Value 43Lean Solutions 43
Google 43
From Concept to Cash 46
Delighted Customers 49
Deep Customer Understanding 50
Focus on the Job 51
The Customer-Focused Organization 52
Leadership 52
Complete Teams 57
Custom Development 60
From Projects to Products 60
IT--Business Collaboration 62
Try This 65
Chapter 4: Waste 67Write Less Code 67
Zara 67
Complexity 69
The Seven Wastes 73
Partially Done Work 74
Extra Features 75
Relearning 76
Handoffs 77
Task Switching 78
Delays 80
Defects 81
Mapping the Value Stream 83
Preparation 83
Examples 85
Future Value Stream Maps 92
Try This 92
Chapter 5: Speed 95Deliver Fast 95
PatientKeeper 95
Time: The Universal Currency 98
Queuing Theory 100
Little's Law 100
Variation and Utilization 101
Reducing Cycle Time 103
Try This 114
Chapter 6: People 117A System of Management 117
The Boeing 777 117
W. Edwards Deming 120
Why Good Programs Fail 124
Teams 126
What Makes a Team? 126
Expertise 129
Leadership 132
Responsibility-Based Planning and Control 133
The Visual Workspace 136
Self-Directing Work 137
Incentives 141
Performance Evaluations 141
Compensation 143
Try This 147
Chapter 7: Knowledge 149Creating Knowledge 149
Rally 149
What, Exactly, Is Your Problem? 152
A Scientific Way of Thinking 154
Keeping Track of What You Know 155
Just-in-Time Commitment 159
Set-Based Design 160
Refactoring 164
Problem Solving 168
A Disciplined Approach 169
Kaizen Events 173
Try This 175
Chapter 8: Quality 177Feedback 177
The Polaris Program 177
Release Planning 179
Architecture 182
Iterations 183
Discipline 190
The Five S's 190
Standards 193
Mistake-Proofing 196
Test-Driven Development 198
Configuration Management 201
Continuous Integration 202
Nested Synchronization 203
Try This 204
Chapter 9: Partners 207Synergy 207
Emergency! 207
Open Source 209
Global Networks 210
Outsourcing 214
Contracts 217
The T5 Agreement 217
The PS 2000 Contract 218
Relational Contracts 219
Try This 221
Chapter 10: Journey 223Where Do You Want to Go? 223
A Computer on Wheels 224
A Long-Term Perspective 225
Centered on People 227
What Have We Learned? 229
Six Sigma 229
Theory of Constraints 230
Hypothesis 234
Training 234
Thinking 236
Measurement 237
Roadmap 242
Try This 243
Optimize the Whole 243
Respect People 243
Deliver Fast 244
Defer Commitment 244
Create Knowledge 245
Build Quality In 245
Eliminate Waste 246
Bibliography 247 Index 257Preface
The Sequel
Lean was an idea borrowed from the 1990s when we wrote the book Lean Software Development: An Agile Toolkit in 2003. We had observed that breakthrough ideas from manufacturing and logistics often take a decade or two before they are adapted to provide suitable guidance for development efforts. So we decided it was not too late to use well-proven lean concepts from the 1980s and 1990s to help us explain why agile methods are a very effective approach to software development.
The strategy worked. The book Lean Software Development presents a set of thinking tools based on lean thinking that leaders continue to find useful for understanding agile software development. The book has been purchased by many a developer who gave it to his or her manager to read, and many managers have distributed multiple copies of the book to colleagues in support of a transition to lean/agile software development.
Meanwhile, something unexpected happened to lean. In the last couple of years lean initiatives have experienced a resurgence in popularity. The word lean was originally popularized in the early 1990s to characterize the Japanese approach to automobile manufacturing. In recent years, Honda and Toyota have been doing increasingly well in the North American auto market, while Detroit automakers are restructuring. For example, Toyota's profits rose from more than $8 billion in the fiscal year ending March 31, 2003, to more than $10 billion in 2004, $11 billion in 2005, and $12 billion in 2006. Many companies have taken a second look at lean to try to understand what's behind such steady and sustained success.
Lean initiatives seldom start in the software development or product development area of a company, but over time, successful lean initiatives make their way from manufacturing or logistics to development departments. However, lean practices from manufacturing and other operational areas do not adapt easily to a development environment, so lean initiatives have a tendency to stall when they reach software development. While the underlying lean principles remain valid, it is usually inappropriate to apply operational practices and measurements to a development environment. When lean initiatives stall in software development areas, many companies have discovered that the book Lean Software Development gives them a good foundation for thinking about how to modify their approach and adapt lean ideas to a development organization.
The benefits of lean and agile software development have become widely known and appreciated in the last few years, and many organizations are changing the way they develop software. We have traveled around the world visiting organizations as they implement these new approaches, and we have learned a lot from our interaction with people working hard to change the way they develop software. As our knowledge has grown, so has the demand for more information on implementing lean software development. We realized that a new book would allow us to share what we've learned with many more people than we can contact personally. Therefore we have summarized our experiences in this book, Implementing Lean Software Development: From Concept to Cash.
This book is not a cookbook for implementing lean software development. Like our last book, it is a set of thinking tools about how to go about adapting lean principles to your world. We start this book where the last book left off and go deeper into the issues and problems that people encounter when trying to implement lean and agile software development. You might consider this book a sequel to Lean Software Development. Instead of repeating what is in that book, we take a different perspective. We assume the reader is convinced that lean software development is a good idea, and focus on the essential elements of a successful implementation. We look at key aspects of implementation and discuss what is important, what isn't, and why. Our objective is to help organizations get started down the path toward more effective software development.
The first chapter of this book reviews the history of lean, and the second chapter reviews the seven principles of lean software development presented in Lean Software Development. These are followed by chapters on value, waste, speed, people, knowledge, quality, partners, and the journey ahead. Each of these eight chapters begins with a story that illustrates how one organization dealt with the issue at hand. This is followed by a discussion of key topics we have found to be important, along with short stories that illustrate the topic, and answers to typical questions we often hear. Each chapter ends with a set of exercises that helps you explore the topics more deeply.
Mary and Tom Poppendieck
July 2006
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