Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Operationalization of Lean thinking through Value Stream Mapping with Simulation and FLOW

837 views

Published on

PhD thesis
Nauman bin Ali
Supervisors: Prof. Claes Wohlin
Dr. Kai Petersen

Opponent: Letizia Jaccheri

Published in: Software
  • I like this service ⇒ www.HelpWriting.net ⇐ from Academic Writers. I don't have enough time write it by myself.
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here
  • My brother found Custom Writing Service ⇒ www.WritePaper.info ⇐ and ordered a couple of works. Their customer service is outstanding, never left a query unanswered.
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here
  • There is a useful site for you that will help you to write a perfect. And valuable essay and so on. Check out, please HelpWriting.net
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here

Operationalization of Lean thinking through Value Stream Mapping with Simulation and FLOW

  1. 1. Operationalization of Lean thinking through Value Stream Mapping with Simulation and FLOW Nauman bin Ali Supervisors: Prof. Claes Wohlin Dr. Kai Petersen Opponent: Letizia Jaccheri letiziajaccheri.org
  2. 2. Content • Introduction & Background • Summary of Thesis • Critical discussion of the issues in the Thesis • Conclusion
  3. 3. Software Development Resources Activities Products • Hardware • Software • Documentation • Planning • Analysis • Design • Construction • Testing • Training • Implementation • Follow-up • Enhancements • etc... equipment How to improve?
  4. 4. • Attempt to organize the software life cycle by defining – activities involved in software production – order of activities and their relationships • Goals of a software process – standardization, predictability, productivity, high product quality, – ability to plan time and budget requirements Software process model
  5. 5. • “determine the order of stages involved in software development and evolution, and to establish the transition criteria for progressing from one stage to the next. • These include completion criteria for the current stage plus choice criteria and entrance criteria for the next stage. Thus a process model addresses the following software project questions: • What shall we do next? • How long shall we continue to do it?” Process model goals (B. Boehm 1988)
  6. 6. • Software process enactment – software development environments (to automate the activities) • Software process simulation (to predict and decide) Software process simulation
  7. 7. SOME AGILE METHODS - Agile software process model [Ayoama, 1998] - Adaptive Software Development [Highsmith, 2000] - Crystal Family of Methodologies [Cockburn, 2000] - Dynamic Systems Development Method [Stapleton, 1997] - Extreme Programming [Beck, 1999] - Feature-Driven Development [Palmer & Felsing, 2002] - Lean software development [Poppendieck x 2, 2003] - Scrum [Schwaber, 1995; 2002] - Mobile-D™ [Abrahamsson et al., 2004]] - Agile Modeling [Ambler, 2002] - Internet-Speed Development [Cusumano & Yoffie, 1999; Baskerville et al., 2001; Truex et al., 1999] - Pragmatic Programming [Hunt & Thomas, 2000]
  8. 8. Lean • Lean – manufacturing developed by Toyota between 1950’s & 80’s • Developed by – Taiichi Ohno @ Toyota • Lean - reason for Toyota’s consistent success in a stagnant industry • Initial Agile enthusiasts were inspired by lean manufacturing.
  9. 9. 7 Principles of Lean Development 1. Eliminate Waste 2. Amplify Learning 3. Decide as late as possible 4. Deliver as fast as possible 5. Empower the team 6. Build integrity in 7. See the whole
  10. 10. 22 Tools of Lean (Mapping to Principles) • #1 Eliminating Waste 1. Seeing Waste 2. Value Stream Mapping #2 Amplify Learning 3. Feedback 4. Iterations 5. Synchronizations 6. Set Based Development #3 Decide as late as possible 7. Options Thinking 8. The last responsible moment 9. Making decisions #4 Deliver as fast as possible 10. Pull Systems 11. Queuing Theory 12. Cost of delay
  11. 11. 22 Tools of Lean (Mapping to Principles) • #5 Empower the team 13. Self-determination 14. Motivation 15. Leadership 16. Expertise #6 Build Integrity In 17. Perceived Integrity 18. Conceptual Integrity 19. Refactoring 20. Testing #7 See the Whole 21. Measurements 22. Contracts
  12. 12. #1. Eliminate Waste 1. Learn to see Waste 2. Value Stream Mapping “Can you please do an hour’s worth job in a day!“ - Taiichi Ohno (Non-value activities adds up to the cost) Lean focuses on eliminating waste by focusing on flow of value from request to delivery Muda Muri and Mura
  13. 13. Wastes in IT World • Unnecessary features • Gold plating • Delays • Hand-offs • After the fact QC • Interim work artifacts • Meetings • Complexity • Inefficiency • Constant re-prioritization of active work • Interruptions, start-stop work • Handoffs • Discarded / lost knowledge • Miscommunications • Useless Information • Wrong tools • Excess Troubleshooting for problems solved in the past • Obsolete policies and standards #1. Eliminate Waste – 1. Learn to see Waste
  14. 14. Value Stream Mapping • Used to understand visualize current system, future system and eliminate waste #1. Eliminate Waste – 2. Value Stream Mapping Modeling language
  15. 15. Value Stream Mapping • Don’t find faults / improvements in current VSM • You haven’t yet mapped where you want to go • The next step after current value stream map is to ask “How do we want our VSM to be after 3 years in the future?” • Then you can draw the VSM of the future state Current State Future State Unclear Territory Adopted from Mike Rother/Improvement Kata #1. Eliminate Waste – 2. Value Stream Mapping
  16. 16. Research framework • Experiment • Literature review • Case study – Students – Professionals • Action Research WorldScience 1564, Pisa, Italia
  17. 17. Content • Introduction & Background • Summary of Thesis • Critical discussion of the issues in the Thesis • Conclusion
  18. 18. Concepts - Title • operationalization – of • lean thinking – through • value stream mapping (VSM) – with • Simulation (SPSM) – and • FLOW
  19. 19. Systematic Literature Review (Ch.2) • Nauman bin Ali, Kai Petersen and Claes Wohlin, ‘A Systematic Literature Review on the Industrial Use of Software Process Simulation’, Journal of Systems and Software, Volume 97, November 2014, Pages 6585, ISSN 01641212. • Important points – Existing reviews – Review Q: what evidence has been reported that the simulation models achieve their purposes in real-world settings? – 87 primary studies – No reported cases of the transfer of technology; not inexpensive; no evidence to substantiate the claimed benefit of SPSM
  20. 20. Case study with students (Ch. 3) • Nauman bin Ali, Michael Unterkalmsteiner, ‘Use and evaluation of simulation for software process education: a case study’, In Proceedings of the European Conference on Software Engineering Education (ECSEE), Seeon, Germany, 2014. <Won best paper award> • Important points – SPS game – Assessing software development process understanding (RQ1) – Impact of SPS on students’ understanding of software development processes (RQ2)
  21. 21. Literature Review and Action Research (Ch. 4) • Aggregating software process simulation guidelines • Important points – Understand SPSM studies – Six steps process – System dynamics based simulation model to be tested at the companies
  22. 22. Research Process – Two Industrial case studies (ch. 5) • Simulation assisted value stream mapping for software product development: an investigation of two industrial cases • Important points – Two products at Ericsson AB Sweden – 10 workshops – Simulation for discussion not prediction
  23. 23. Research Process – Industrial case study (Ch. 6) • FLOW-assisted value stream mapping in a large scale software product development • Important points – Combine VSM with FLOW notation – Ericsson AB Sweden
  24. 24. Meta-Literature Review (Ch. 7) Identifying and evaluating strategies for study selection in systematic literature studies
  25. 25. Publications International conferences: 1. Nauman bin Ali, Michael Unterkalmsteiner, ‘Use and evaluation of simulation for software process education: a case study’, In Proceedings of the European Conference on Software Engineering Education (ECSEE), Seeon, Germany, 2014. <Won best paper award> 2. Nauman bin Ali and Kai Petersen. ‘Evaluating strategies for study selection in systematic literature studies’. In Proceedings of the International Symposium on Empirical Software Engineering and Measurement (ESEM), Turin, Italy, 2014. <Won best shortpaper award> 3. Nauman Bin Ali, Kai Petersen, Mika Mäntylä, “Testing highly complex system of systems: an industrial case study.” Proceedings of the ACMIEEE international symposium on Empirical software engineering and measurement ESEM 2012: 211220 4. Nauman bin Ali, Kai Petersen, “A consolidated process for software process simulation: State of the Art and Industry Experience”, 38th IEEE EUROMICRO Conference on Software Engineering and Advanced Applications (SEAA), 2012: 327336 for the best paper award and invited to submit an extension to an ISI journal 5. Kai Petersen, Nauman Bin Ali, “Identifying Strategies for Study Selection in Systematic Reviews and Maps”. International Symposium on Empirical Software Engineering and Measurement ESEM 2011: 351354
  26. 26. Journals: 1. Henry Edison, Nauman bin Ali, Richard Torkar, "Towards innovation measurement in the software industry", Journal of Systems and Software, Volume 86, Issue 5, May 2013, Pages 13901407, ISSN 01641212 2. Nauman bin Ali, Kai Petersen and Claes Wohlin, ‘A Systematic Literature Review on the Industrial Use of Software Process Simulation’, Journal of Systems and Software, Volume 97, November 2014, Pages 6585, ISSN 01641212.
  27. 27. Workshops and Theses • Kai Petersen and Nauman bin Ali. ‘Operationalizing the requirements selection process with study selection procedures from systematic literature reviews’, submitted to the 6th Workshop on Requirements Prioritization and Communication, REFSQ, Essen Germany, 2015 • Nauman bin Ali, Henry Edison, ``Towards innovation measurement in the software industry'', Master Thesis in Software Engineering, Thesis no: MSE2010: 11, May 2010 • Nauman bin Ali, ``Towards guidelines for conducting software process simulation in industry", Licentiate thesis in Software Engineering, Blekinge Institute of Technology, ISBN: 9789172952577,2013
  28. 28. Contributions • Contribution-1: Recognizes the central role of VSM in operationalization of Lean in the SE context and improves the existing guidelines for conducting VSM. • Contribution-2: Determined the usefulness of SPSM to support VSM in artifact flow analysis and when reasoning about changing the process. • Contribution-3: Determined the utility of FLOW to support VSM to capture, analyze and improve information flows in software development. • Contribution-4: Determined the usefulness of SPSM in applied settings. • Contribution-5: Consolidated guidelines to apply SPSM in industry. • Contribution-6: Improvement in the guidelines for conducting systematic literature studies by providing means to systematically perform and document study selection related decisions.
  29. 29. Content • Introduction & Background • Summary of Thesis • Critical discussion of the issues in the Thesis • Conclusion
  30. 30. Some pointers before we get critical • Candidate’s topic is clearly well chosen, and bears interest far beyond the immediate settings • Candidate has defended his principal arguments in respected scientific forums world-wide • The publication record is outstanding • Candidate has engaged in a truly industrial and education research base • All of these facilitates the critical discussion…
  31. 31. Rationale for personal interest • The topic clearly bears significant theoretical and pragmatic relevance. • How did you decide to research the interconnection of LEAN, VSM, Simulation, and FLOW? What does come first and last?
  32. 32. MOTIVATING THE RESEARCH ANGLE • You raise the role of VSM as a key role in LEAN • Could you elaborate, based on your empirical findings how projects in the studied company have concretely suffered from NOT having a proper LEAN VSM in place? • And what about SPM and SPMS?
  33. 33. Publications • You have published extensively in several different conferences. This is a great demonstration of your academic performance skills and dedication. • Could you elaborate on the relation – between the chapters (2 – 7) and the publications? – Between the publications? Literature Reviews (SPSM) – Case Studies (LEAN VSM) • Which of the conference publications do you believe have potential to be published in any of the fine software engineering journals? • Are you planning to do this?
  34. 34. WHAT IS YOUR MAIN RESEARCH QUESTION? • your work: How to operationalize LEAN Thinking in the software engineering context? – How to improve artifact flow analysis? – How to improve information flow analysis? • Can you reflect about this RQ and the RQs which have guided the LRs?
  35. 35. Principal Concept Definitions are ambiguous • Please explain us how you would define the main concepts that are often used in the Thesis – LEAN – VSM – SPSM – FLOW – Literature review – Case Study • Which is the most important concept that people in this room should remember after today? Why?
  36. 36. Agile method selection not clear • You have chosen Lean as the agile method representative • Why? • Can you better explain your choice? • Did you get feedback from the company about this choice?
  37. 37. Issues Regarding the Research Approach – How were the company entities recruited? – What were the means you used to gain access to practitioners and students?
  38. 38. Theoretical Impact • In your view, what do you think are your primary contributions to theory development? • What is the theory that your work contributes to? – If Lean and/or SPM, what is the theory that they rely on?
  39. 39. Final question: the future • Based on your research with company and students – what will happen to • LEAN • VSM • SIMULATION • Literature reviews and empirical software engineering – In the future?
  40. 40. Contributions • Contribution-1: Recognizes the central role of VSM in operationalization of Lean in the SE context and improves the existing guidelines for conducting VSM. • Contribution-2: Determined the usefulness of SPSM to support VSM in artifact flow analysis and when reasoning about changing the process. • Contribution-3: Determined the utility of FLOW to support VSM to capture, analyze and improve information flows in software development. • Contribution-4: Determined the usefulness of SPSM in applied settings (discussion not prediction?) • Contribution-5: Consolidated guidelines to apply SPSM in industry. • Contribution-6: Improvement in the guidelines for conducting systematic literature studies by providing means to systematically perform and document study selection related decisions.
  41. 41. Content • Introduction & Background • Summary of Thesis • Critical discussion of the issues in the Thesis • Conclusion

×