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Implementing Lean Software Development


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Table of Contents

Foreword by Jeff Sutherland xviiForeword by Kent Beck xxPreface xxiiiChapter 1: History 1

Interchangeable Parts 1Interchangeable People 2The Toyodas 3The Toyota Production System 4Taiichi Ohno 5Shigeo Shingo 6Just-in-Time 7Lean 11Lean Manufacturing / Lean Operations 11Lean Supply Chain 12Lean Product Development 13Lean Software Development 17Try This 17

Chapter 2: Principles 19

Principles and Practices 19Software Development 20The Seven Principles of Lean Software Development 23Principle 1: Eliminate Waste 23Principle 2: Build Quality In 25Principle 3: Create Knowledge 29Principle 4: Defer Commitment 32Principle 5: Deliver Fast 34Principle 6: Respect People 36Principle 7: Optimize the Whole 38Try This 42

Chapter 3: Value 43

Lean Solutions 43Google 43From Concept to Cash 46Delighted Customers 49Deep Customer Understanding 50Focus on the Job 51The Customer-Focused Organization 52Leadership 52Complete Teams 57Custom Development 60From Projects to Products 60IT--Business Collaboration 62Try This 65

Chapter 4: Waste 67

Write Less Code 67Zara 67Complexity 69The Seven Wastes 73Partially Done Work 74Extra Features 75Relearning 76Handoffs 77Task Switching 78Delays 80Defects 81Mapping the Value Stream 83Preparation 83Examples 85Future Value Stream Maps 92Try This 92

Chapter 5: Speed 95

Deliver Fast 95PatientKeeper 95Time: The Universal Currency 98Queuing Theory 100Little's Law 100Variation and Utilization 101Reducing Cycle Time 103Try This 114

Chapter 6: People 117

A System of Management 117The Boeing 777 117W. Edwards Deming 120Why Good Programs Fail 124Teams 126What Makes a Team? 126Expertise 129Leadership 132Responsibility-Based Planning and Control 133The Visual Workspace 136Self-Directing Work 137Incentives 141Performance Evaluations 141Compensation 143Try This 147

Chapter 7: Knowledge 149

Creating Knowledge 149Rally 149What, Exactly, Is Your Problem? 152A Scientific Way of Thinking 154Keeping Track of What You Know 155Just-in-Time Commitment 159Set-Based Design 160Refactoring 164Problem Solving 168A Disciplined Approach 169Kaizen Events 173Try This 175

Chapter 8: Quality 177

Feedback 177The Polaris Program 177Release Planning 179Architecture 182Iterations 183Discipline 190The Five S's 190Standards 193Mistake-Proofing 196Test-Driven Development 198Configuration Management 201Continuous Integration 202Nested Synchronization 203Try This 204

Chapter 9: Partners 207

Synergy 207Emergency! 207Open Source 209Global Networks 210Outsourcing 214Contracts 217The T5 Agreement 217The PS 2000 Contract 218Relational Contracts 219Try This 221

Chapter 10: Journey 223

Where Do You Want to Go? 223A Computer on Wheels 224A Long-Term Perspective 225Centered on People 227What Have We Learned? 229Six Sigma 229Theory of Constraints 230Hypothesis 234Training 234Thinking 236Measurement 237Roadmap 242Try This 243Optimize the Whole 243Respect People 243Deliver Fast 244Defer Commitment 244Create Knowledge 245Build Quality In 245Eliminate Waste 246Bibliography 247Index 257

Promotional Information

Lean manufacturing is a management philosophy focusing on reduction of the 7 wastes (Over-production, Waiting time, Transportation, Processing, Inventory, Motion and Scrap) in manufactured products. These principles have revolutionized manufacturing and have been adopted by the most innovative product companies including Toyota and 3M. In 2003 the Poppendieck's published "Lean Software Development: An Agile Toolkit" which showed how these same lean principles can be successfully applied to software development. Since that publication the authors have increased their understanding of Lean and Agile problems faced by large organizations and have emerged as leading advocates for bringing Lean production techniques to software development. While their first book provides an introduction, theoretical advice and a reference to Lean, this follow-up incorporates their gained knowledge and understanding of what works and goes steps further to provide hands-on guidance for implementing a Lean system. Using historical case studies from prominent companies such as Polaris, Lockheed and Fujistu the authors prove the overall value of Lean practices and shows how to effectively apply these methods to software production.

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.

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