Implementing Lean Software Development: From Concept to Cash
"This remarkable book combines practical advice, ready-to-use techniques, anda deep understanding of why this is the right way to develop software. I haveseen software teams transformed by the ideas in this book."\ --Mike Cohn, author of Agile Estimating and Planning\ "As a lean practitioner myself, I have loved and used their first book for years.When this second book came out, I was delighted that it was even better. If youare interested in how lean principles can be useful for software...
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"This remarkable book combines practical advice, ready-to-use techniques, anda deep understanding of why this is the right way to develop software. I haveseen software teams transformed by the ideas in this book."—Mike Cohn, author of Agile Estimating and Planning"As a lean practitioner myself, I have loved and used their first book for years.When this second book came out, I was delighted that it was even better. If youare interested in how lean principles can be useful for software developmentorganizations, this is the book you are looking for. The Poppendiecks offer abeautiful blend of history, theory, and practice."—Alan Shalloway, coauthor of Design Patterns Explained"I've enjoyed reading the book very much. I feel it might even be better than thefirst lean book by Tom and Mary, while that one was already exceptionallygood! Mary especially has a lot of knowledge related to lean techniques inproduct development and manufacturing. It's rare that these techniques areactually translated to software. This is something no other book does well(except their first book)."—Bas Vodde"The new book by Mary and Tom Poppendieck provides a well-written andcomprehensive introduction to lean principles and selected practices for softwaremanagers and engineers. It illustrates the application of the values andpractices with well-suited success stories. I enjoyed reading it."—Roman Pichler"In Implementing Lean Software Development, the Poppendiecks explore moredeeply the themes they introduced in Lean Software Development. They beginwith a compelling history of lean thinking, then move to key areas such asvalue, waste, and people. Each chapter includesexercises to help you apply keypoints. If you want a better understanding of how lean ideas can work withsoftware, this book is for you."—Bill Wake, independent consultantIn 2003, Mary and Tom Poppendieck's Lean Software Development introduced breakthrough development techniques that leverage Lean principles to deliver unprecedented agility and value. Now their widely anticipated sequel and companion guide shows exactly how to implement Lean software development, hands-on. This new book draws on the Poppendiecks' unparalleled experience helping development organizations optimize the entire software value stream. You'll discover the right questions to ask, the key issues to focus on, and techniques proven to work. The authors present case studies from leading-edge software organizations, and offer practical exercises for jumpstarting your own Lean initiatives. Managing to extend, nourish, and leverage agile practices Building true development teams, not just groups Driving quality through rapid feedback and detailed discipline Making decisions Just-in-Time, but no later Delivering fast: How PatientKeeper delivers 45 rock-solid releases per year Making tradeoffs that really satisfy customersImplementing Lean Software Development is indispensable to anyone who wants more effective development processes—managers, project leaders, senior developers, and architects in enterprise IT and software companies alike.
The Sequel\ Lean was an idea borrowed from the 1990s when we wrote the book Lean Software Development: An Agile Toolkit in 2003. We had observed that breakthrough ideas from manufacturing and logistics often take a decade or two before they are adapted to provide suitable guidance for development efforts. So we decided it was not too late to use well-proven lean concepts from the 1980s and 1990s to help us explain why agile methods are a very effective approach to software development.\ The strategy worked. The book Lean Software Development presents a set of thinking tools based on lean thinking that leaders continue to find useful for understanding agile software development. The book has been purchased by many a developer who gave it to his or her manager to read, and many managers have distributed multiple copies of the book to colleagues in support of a transition to lean/agile software development.\ Meanwhile, something unexpected happened to lean. In the last couple of years lean initiatives have experienced a resurgence in popularity. The word lean was originally popularized in the early 1990s to characterize the Japanese approach to automobile manufacturing. In recent years, Honda and Toyota have been doing increasingly well in the North American auto market, while Detroit automakers are restructuring. For example, Toyota's profits rose from more than $8 billion in the fiscal year ending March 31, 2003, to more than $10 billion in 2004, $11 billion in 2005, and $12 billion in 2006. Many companies have taken a second look at lean to try to understand what's behind such steady and sustained success.\ Lean initiatives seldom start in thesoftware development or product development area of a company, but over time, successful lean initiatives make their way from manufacturing or logistics to development departments. However, lean practices from manufacturing and other operational areas do not adapt easily to a development environment, so lean initiatives have a tendency to stall when they reach software development. While the underlying lean principles remain valid, it is usually inappropriate to apply operational practices and measurements to a development environment. When lean initiatives stall in software development areas, many companies have discovered that the book Lean Software Development gives them a good foundation for thinking about how to modify their approach and adapt lean ideas to a development organization.\ The benefits of lean and agile software development have become widely known and appreciated in the last few years, and many organizations are changing the way they develop software. We have traveled around the world visiting organizations as they implement these new approaches, and we have learned a lot from our interaction with people working hard to change the way they develop software. As our knowledge has grown, so has the demand for more information on implementing lean software development. We realized that a new book would allow us to share what we've learned with many more people than we can contact personally. Therefore we have summarized our experiences in this book, Implementing Lean Software Development: From Concept to Cash.\ This book is not a cookbook for implementing lean software development. Like our last book, it is a set of thinking tools about how to go about adapting lean principles to your world. We start this book where the last book left off and go deeper into the issues and problems that people encounter when trying to implement lean and agile software development. You might consider this book a sequel to Lean Software Development. Instead of repeating what is in that book, we take a different perspective. We assume the reader is convinced that lean software development is a good idea, and focus on the essential elements of a successful implementation. We look at key aspects of implementation and discuss what is important, what isn't, and why. Our objective is to help organizations get started down the path toward more effective software development.\ The first chapter of this book reviews the history of lean, and the second chapter reviews the seven principles of lean software development presented in Lean Software Development. These are followed by chapters on value, waste, speed, people, knowledge, quality, partners, and the journey ahead. Each of these eight chapters begins with a story that illustrates how one organization dealt with the issue at hand. This is followed by a discussion of key topics we have found to be important, along with short stories that illustrate the topic, and answers to typical questions we often hear. Each chapter ends with a set of exercises that helps you explore the topics more deeply.\ Mary and Tom Poppendieck\ July 2006\ \
Foreword by Jeff Sutherland xviiForeword by Kent Beck xxPreface xxiiiChapter 1: History 1Interchangeable 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 17Chapter 2: Principles 19Principles and Practices 19 Software 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 42Chapter 3: Value 43Lean Solutions 43Google 43From Concept to Cash 46Delighted Customers 49Deep Customer Understanding 50Focus on the Job 51The Customer-Focused Organization 52Leadership 52Complete Teams 57 Custom Development 60From Projects to Products 60IT—Business Collaboration 62Try This 65Chapter 4: Waste 67Write 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 95Deliver Fast 95PatientKeeper 95Time: The Universal Currency 98Queuing Theory 100Little's Law 100Variation and Utilization 101Reducing Cycle Time 103Try This 114Chapter 6:People 117A 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 147Chapter 7: Knowledge 149Creating 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 175Chapter 8: Quality 177Feedback 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 204Chapter 9: Partners 207Synergy 207Emergency! 207Open Source 209Global Networks 210Outsourcing 214Contracts 217The T5 Agreement 217The PS 2000 Contract 218Relational Contracts 219Try This 221 Chapter 10: Journey 223Where 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
