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Lean Software Development



Lean Software Development - Best Practices

Lean Software Development - Best Practices



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Lean Software Development Lean Software Development Presentation Transcript

  • Lean Software Development From Concept to Cash Artemis Mendrinos Project Manager EWORX S.A.
  • The Cost of Complexity 07/06/09 EWORX Profile
  • Kano Model 07/06/09 EWORX Profile
  • Minimum Useful Feature Sets
    • Deploying small, useful feature sets in a custom development project allows customers to start using the software much faster.
    • When these feature sets start generating a return on investment earlier, the company can invest less money, payback the investmen sooner, and, usually, generate more profit over the life of the system.
    • From a customer’s viewpoint, receiving minimum useful feature sets means getting their job done sooner and finding out how they really would like the software to work.
    07/06/09 EWORX
  • 07/06/09 EWORX Profile Release Profits Time Cost 0 Breakeven
  • 07/06/09 EWORX Profile Release1 Profits Time Cost 0 Release2
  • 07/06/09 EWORX Profile Release1 Profits Time Cost 0 Release2
  • From Projects to Products 07/06/09 EWORX Profile
  • From Projects to Products 07/06/09 EWORX Profile
  • The Seven Wastes 07/06/09 EWORX Profile Manufacturing Software Development In-Process Inventory Partially Done Work Over-Production Extra Features Extra Processing Relearning Transportation Handoffs Motion Task Switching Waiting Delays Defects Defects
  • What is waste?
    • Waste is anything that
    • does not deliver customer value!
    07/06/09 EWORX Profile
  • Partially Done Work
    • Examples:
    • Uncoded Documentation
    • Unsynchronized Code
    • Untested Code
    • Undocumented Code
    • Undeployed Code
    07/06/09 EWORX Profile
  • Extra Features
    • Taichi Ohno emphasized that overproduction – making inventory that is not needed immediately- is the worst of seven wastes of manufacturing.
    • If there isn’t a clear and present economic need for the feature, it should not be developed .
    07/06/09 EWORX Profile
  • Task Switching 07/06/09 EWORX Profile
  • Handoffs
    • When work is handed off to colleagues, a vast amount of tacit knowledge is left behind in the mind of the originator.
    07/06/09 EWORX Profile
  • Delays
    • Waiting for people to be available who are working in other areas is a large cause of the waste of delay.
    • Developers make critical decisions about every 15 minutes. It’s naive to think that all the information necessary to make these decisions is going to be found in a written document.
    07/06/09 EWORX Profile
  • Delays
    • A decision can be made quickly if the developer has a good understanding of what the code is supposed to accomplish, and if there is someone in the room who can answer any remaining questions.
    07/06/09 EWORX Profile
  • Delays
    • Complete, collocated teams and short iterations with regular feedback can dramatically decrease delays while increasing the quality of decisions.
    • It is important to make sure that knowledge is available exactly when and where it is needed – not too soon, or it will have to be changed, and not too late, or it will have to be ignored.
    07/06/09 EWORX Profile
  • Defects
    • A good agile team has an extremely low defect rate.
    • Finding defects as early as possible and looking ways to keep that kind of defect from reoccurring.
    07/06/09 EWORX Profile
  • Mapping the Value Stream
    • We have to look at the timeline from the moment a customer gives us an order to the point when we collect the cash.
    • We have to reduce that timeline by removing the nonvalue-added wastes.
    07/06/09 EWORX Profile
  • Speed – Deliver Fast
    • Speed is the absence of waste
    • Speed does not mean bad quality in code (see google – develops fast great software)
    07/06/09 EWORX Profile
  • Minimize the size of Things in Process
    • The amount of unfinished work in an organization is a function of either the length of its releases cycle or the size of its work packages.
    • The natural tendency is to stretch out product releases or project durations.
    • Stretching out the delivery times is moving in exactly the wrong direction from a lean perspective.
    07/06/09 EWORX Profile
  • Limit Work to Capacity
    • Far too often we hear that the marketing department or the business unit, “Has to have it all by such-and-such a date,” without regard for the development organization’s capacity to deliver.
    • We know what happens to computer systems when we exceed their capacity – it’s called thrashing.
    07/06/09 EWORX Profile
  • Q & A 07/06/09 EWORX Profile