This document discusses lean software development principles. It emphasizes eliminating waste and non-value adding activities from development processes. It defines value and waste from a customer perspective. It also discusses mapping the end-to-end value stream to identify improvement opportunities like reducing cycle times and increasing efficiency. A case study example shows how responding to critical defects can be improved through applying lean principles.

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Lean Software Development
Value Stream Mapping
mary@poppendieck.com Mary Poppendieck www.poppendieck.com

2. Eliminate Waste
Stop doing things customers don’t value!
Value is…
Seen through the eyes of those
who pay for, use, support, or
derive value from our systems.
Waste is…
Anything that depletes resources
of time, effort, space, or money
without adding customer value.
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Put on Customer Glasses
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3. Stop Making
Customers Unhappy
Failure Demand
 Demand on your resources
caused by your failures
 Eg. Support Calls
 The Goal: Eliminate Failure Demand
 Meanwhile, respond as fast as possible
Value Demand
 Demand for work that adds value
from a customer perspective
 The Goal: Find and eliminate any
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effort that does not add value
September 11 Copyright©2011 Poppendieck.LLC l e a n
See John Seddon: Freedom
from Command and Control

4. Map End-to-End Flow
Value Stream
 The flow of activities that starts with a
customer in need, and ends when that
customer’s need is satisfied.
Problem Solution
Process Capability:
Value Stream
 The reliable, repeatable cycle time from
customer need until that need is satisfied.
Multiple Value Streams
 Product Concept Cycle Time Product Starts Delivering Value
 Feature Request Cycle Time Feature in Production
 Urgent Need Maintenance Patch Deployed
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ct
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5. Value Stream Map
Design-ready Product-ready
Game backlog games games
15 12
8
Write Concept Lisa
Graphics Sound Develop- Integrate
up presen- assigns
design design ment & deploy
Idea tation people
Waste 2d 1m 6m 1w 6m 2m 6m
Value 2h 4h 1d 1m 3w 1m 3w
(Total 3m)
Thanks to: Henrik Kniberg, of 3 m value added time Process Games out of date
= 12% cycle  Missed market windows
Crisp, Stockholm
25 m cycle time  Demotivated teams
Used with Permission efficiency
 Overhead costs
What would you do?
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6. Case Study:
Critical Defects
Current Value Stream Map
1 day? 1 day 10 min ½ day 1 hr
Level 1 Level 2 Level 3 Write
Customer Quick
Customer Customer Customer Problem
Discovers Problem Assessment
Support Support Support Report
30% - 2 days
½ day
6½ days 30% 2 days
10 days 4 hrs 1 day 2 days
3½ days
Second Level Develop and
Deploy
Analysis Test Solution
Development
What if ? Team 100% – ½ day
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7. Case Study:
Critical Defects
Future Value Stream Map
Questions:
Two Rules:
Who will staff the phones? 1. Immediately after a release,
 Developers – in rotation responsible team takes calls.
How many will we need? 2. Learning from each call MUST
 Experiment – find out be recorded in knowledge base
which is available to customers.
Why not? 4 hrs 1 day 2 days
Second Level Develop and
Problem Deploy
Analysis Test Solution
Results: Development
 65% faster response time Team 1 X – ½ day
 40% increase in available development time (for 800 developers)!
 Before: 60% of development time spent on critical defects
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 After: 20% of development time spent on critical defects

8. Exercise: Current
Value Stream Map
Add up time of each step plus time
between steps = Total Cycle Time
Select a process for creating a Add up Value Added Time in each step
Value Stream Map. Decide Calculate Process Cycle Efficiency*
when the process clock starts Value Added Time
(eg. customer has a need) and Total Cycle Time
when it stops (need is filled). * George & Wilson, Conquering Complexity in Your Business
Current Value Stream Map Report Back.
List / diagram the key steps
List the average time of each step
Does the step add value full time?
Is the step ever repeated?
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List the average time between steps
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9. Pull Scheduling Observe Orient
Small Requests Act Decide
(Wishful Thinking)
Input Flow Output Capacity
(Wishful Thinking)
Never
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Thank You!
More Information: www.poppendieck.com
mary@poppendieck.com Mary Poppendieck www.poppendieck.com