Lean principles applied to software development – avoiding waste

Under the current economic conditions many organizations strive to continue the trend towards adopting better software development processes, in order to take advantage of the numerous benefits that these can offer. Those benefits include quicker return on investment, better software quality, and higher customer satisfaction. To date, however, there is little body of research that can guide organizations in adopting modern software development practices, especially when it comes to Lean thinking and principles. To address this situation, the current paper identifies and structures the main wastes (or muda in Lean terms) in software development as described by Lean principles, in an attempt to bring into researchers’ and practitioners’ attention Lean Software Development, a modern development methodology based on well-established practices such as Lean Manufacturing or Toyota Production System.Lean, software development, agile methodologies

The Remote Site Doctrine in Alaska

In recent years, software development has been evolving around an Agile way of working to optimize software development processes. Simultaneously in other industries, the Leanconcept have been adopted and used to make manufacturing and production of services more efficient. Software development companies has now started to realize that in order to become competitive in software delivery they need to optimize the entire end-to-end process and not only improve the development phase. Thus, an increased interest for Lean thinking has appeared in the industry. Applying Lean successfully in a software development context is not an easy task. This since Lean is developed for and by the manufacturing industry its content is also dependent on the characteristics of this context. Thus, it is not applicable to other contexts without being adjusted. Though, literature argues that when the content of Lean is properly adjusted to nature of the relevant context it can contribute with the same benefits as in manufacturing. However, the literature lack in studies on how Lean can be successfully applied in nonmanufacturing contexts. This study aims to contribute to this knowledge gap by adjusting and applying Lean tools in software development context in order to make the end-to-end processmore time- and resource-efficient. This will be made through a case study at a software development department at a Swedish Information and Communications Technology (ICT) Company. This department develops software components that work as building blocks of the product sold to the end customer. More specifically, these components contribute with functionality that enables communications between the nodes in a network. The review of the existing body of knowledge together with an analysis of the company specific problems indicates that the most sufficient tool to apply in this case study Lean implementation is Value Stream Mapping (VSM). Hence, the study focuses on adjusting the Value Stream Mapping framework to this new context in order to visualize the entire value flow and make improvements aligned with Lean. The adjustments of VSM are underpinned by relevant findings from previous research together with an analysis of the differences between manufacturing Lean and software development Lean. The study shows that it is possible to reasonably adapt and benefit from Value Stream Mapping also in the context of an ICT Company. The outcome of the study is an overview of the current value flow at the company and suggestions on how, where and what improvements can be made. Though, all improvement suggestions evolve around the aim of improving the flow efficiency and eliminating waste by improving the communication, standardization, synchronization, resource allocation and developing proper measurements. The conclusion is that Lean is applicable in the particular software development context with some necessary adjustments made to fit the current way of working and value offering. The usage of Lean tools such as Value Stream Mapping is possible, also here adjustments are a must and the VSM shows that the current state is better in providing a base for improvements than the future state map. This since improvements in this context is not always visualized and captured in the future state map, but the future map contribute to a vision for the valuestream to aim towards. Key words: Lean, Agile, Value Stream Map, Software development, Flow, Waste, Managemen

Systematic Literature Review of Lean Tools Applied to Software Development

Currently, the predominance of Agile frameworks in software development means that Lean applications in the IT sector are incipient or very little known. However, several authors argue that the application of Lean in software has more advantages than Agile could have, due to the scalability of the procedures. The objective of this research is to know the state of the art of the application of Lean in software development through a systematic literature review. After reviewing 19 articles, it was found that the most common Lean waste with the greatest impact on software development is waiting. The main barriers that hinder the application of Lean correspond to attitudinal components of people such as low understanding of Lean concepts. The most applied Lean tool is Kanban and the main advantage of applying Lean in software development is the improvement of team performance

A contingency-based decision support instrument for selecting lean production tools and techniques

This study is about the development of decision support instrument for selecting lean tools and techniques based on the contingency factors to help Malaysian organizations to select the right lean tools and techniques based on their context. Most of the prior studies were found focusing on the selection lean tools but did not assess the critical contingency factors that may influence the selection of lean tools and techniques. Adding to that, there were no similar studies on the selection of lean tools and techniques within the Malaysian context. The right tools and techniques to be used may vary depending on several factors, therefore to keep away from unnecessary waste and dissatisfaction, it would be better for organization to choose the right lean tools and techniques that will fit with organization’s situation and give benefits to the organization. A mixed-methods study exclusively focused on the development, evaluation, and refinement of a decision support instrument or specifically known as “Decision Aid for Lean Tools and Techniques Selection” (DEALS) was used. The developed decision support instrument, which incorporates 10 most widely used lean tools and techniques was emphasises the use of holistic processes which start from diagnose their current state of waste until the guidance of selecting the appropriate lean tools and techniques. Additionally, contingency factors were employed to include multifaceted viewpoints and contexts in the development of DEALS, such as the adeptness to acquire the commitment and support from the top management and the advantages of implementing lean tools and techniques. The developed decision support instrument includes two selection methods, namely (1) simple additive weighting (SAW) for basic selection and (2) analytic hierarchy process (AHP) for more advanced selection. Based on the evaluation results, all respondents (100%) agreed on the usability, accuracy, and novelty of DEALS as well as the relevance and validity of the selection and the clarity of the purpose of DEALS. The final results of validation testing also shows less than 5% errors when comparing final results of DEALS with two established software which are Expert Choice 11 software and Super Decision Software. By having this DEALS, it expected significantly benefit to managers, practitioners, consultants, researchers, and academicians as a guidance instrument in the selection of lean tools and techniques and generally to organization to have knowledge workers

Lean object-oriented software development

Software failures can be dramatic, exp3ensive and catastrophic. The London Stock Exchange was developed eleven years late and 13,200% over budget (Corr 2002). A catastro0phic software failure in February 1998 interrupted the New York Mercantile Exchange and phone service in several East Coast cities (NIST 2002). All industries need software development process improvement. Of 800 business technology managers responding to an InformationWeek survey, 97% reported problems with software bugs in the past year and nine out of 10 reported higher costs, lost revenue, or both as a result (Hayes 2002, p. 40

Applying Agile Lean to Global Software Development

Although challenges of Global Software Development (GSD) are well known in the industry, practitioners and the organizations look for ways to improve results and overcome challenges. Companies have tried to implement many workable solutions possible to solve issues like poor communication, lack of trust, low morale and many other such issues prevalent in the distributed setting. With the success of agile, the methodology gained interest in leveraging its benefits to alleviate some of these challenges. Similarly, lean was also implemented in distributed software development to resolve issues. While each methodology provided some improvement in the results achieved in global software development, many issues persisted and the desired growth/results were not received. Recent years have seen an increased interest of applying a combination of agile and lean software development paradigms to resolve current industry issues in the area and meet the needs of rapid changing environment. This study aims to study the current practices of the combination of agile lean existing in the industry and how it can be utilized in the global software development. The study focuses on challenges faced to implement agile lean and successful sustainable implementation of agile lean in an environment of global software development

Building lean thinking in a telecom software development organization: strengths and challenges.

The potential shown by Lean in different domains has aroused interest in the software industry. However, it remains unclear how Lean can be effectively applied in a domain such as software development that is fundamentally different from manufacturing. This study explores how Lean principles are implemented in software development companies and the challenges that arise when applying Lean Software Development. For that, a case study was conducted at Ericsson R&D Finland, which successfully adopted Scrum in 2009 and subsequently started a comprehensible transition to Lean in 2010. Focus groups were conducted with company representatives to help devise a questionnaire supporting the creation of a Lean mindset in the company (Team Amplifier). Afterwards, the questionnaire was used in 16 teams based in Finland, Hungary and China to evaluate the status of the transformation. By using Lean thinking, Ericsson R&D Finland has made important improvements to the quality of its products, customer satisfaction and transparency within the organization. Moreover, build times have been reduced over ten times and the number of commits per day has increased roughly five times.The study makes two main contributions to research. First, the main factors that have enabled Ericsson R&D?s achievements are analysed. Elements such as ?network of product owners?, ?continuous integration?, ?work in progress limits? and ?communities of practice? have been identified as being of fundamental importance. Second, three categories of challenges in using Lean Software Development were identified: ?achieving flow?, ?transparency? and ?creating a learning culture

The automatic generation and execution of Lean Cuisine+ specifications : a thesis presented in partial fulfilment of the requirements for the degree of Master of Information Science in Computer Science at Massey University

Lean Cuisine+ (Phillips, 1995), a semi-formal graphical dialogue notation for describing the behaviour of event based direct manipulation GUIs, was developed at Massey University in the early 1990s. More recently, a software environment, SELCU (Scogings, 2003) has been built for Lean Cuisine+ which permits dialogue models to be manually constructed and edited using a drag and drop approach. The aim of the research presented in this thesis is to develop extensions to SELCU, which include the automatic generation of Lean Cuisine+ diagrams, and their execution. A shortcoming of current prototyping tools and user interface builders is that although they permit the designer to construct a mock up of the look and feel of the interface, they provide no model of the interaction. The Auto-Generation Software is a tool which can automatically generate a Lean Cuisine+ diagram for a graphical user interface developed using Delphi. The generated description is represented as a text file, and in a format compatible with the SELCU system. The Lean Cuisine+ Execution Environment is embedded in the SELCU application. It supports the execution of Lean Cuisine+ specifications, including meneme selection and task action sequence, and also takes account of triggers. The SELCU extensions successfully integrate a graphical dialogue notation (Lean Cuisine+), an object oriented development environment (Delphi), and an existing support environment (SELCU). This offers a more complete environment for the early stages of the design of graphical user interfaces

Agile and Lean Six Sigma integration: a Leadership framework

Submitting final version of the paper attached. Agile and Lean Six Sigma integration: a Leadership framework Author: Alessandro Laureani, Independent Lean Six Sigma Scholar, Ireland E-mail: [email protected] Phone: +353 87 914 4532 Purpose The purpose of this paper is to illustrate how Agile methodologies and Lean Six Sigma can coexist and propose a Leadership framework to successfully merge Agile methodologies with Lean Six Sigma practice. Design/methodology/approach The paper builds on the author’s doctoral thesis on Leadership for Lean Six Sigma, and integrate Agile practices based on the author’s experience in the software development industry. Findings Agile methodologies, that came to prominence in the software development industries from the early 2000s, can successfully coexist with Lean Six Sigma and positively reinforce the respective strengths, provided the right type of Leadership is in place to facilitate this integration. Practical implications Leaders in digital high tech organizations have come to consider Agile methodologies as the de-facto standard in software development projects, and may have reservations on how Lean Six Sigma can successfully integrate with Agile: this paper proposes a framework for leading the integration of Agile and Lean Six Sigma practices. Originality/value The paper presents a framework for successfully integrating Agile and Lean Six Sigma: this would be of particular interest to practitioners in digital high tech and or software development organizations. Keywords: Agile, Leadership, Lean Six Sigma Paper type: Conceptual pape

Agile Processes in Software Engineering and Extreme Programming: 18th International Conference, XP 2017, Cologne, Germany, May 22-26, 2017, Proceedings

agile software development; lean development; scrum; project management; software developmen