A Tentative Framework for Lean Software Enterprise Research and Development Presentation LESS Faculty of Science / Petri Kettunen1

1.Introduction 2.Related Work and Foundations 3.Research Model 4.Empirical Studies 5.Conclusions Faculty of Science / Petri Kettunen OUTLINE

Software development organization are nowadays looking for new ways to improve their performance. However, there is a proliferation of different development methods working in different areas and organizational levels:  hard for industrial enterprises to link their strategic business goals to appropriate improvement activities, and for the researchers to combine prior work to steer further relevant research Propose a holistic framework for systemic Lean Software Enterprise research and development Faculty of Science / Petri Kettunen 1. Introduction

Lean research inferences for software enterprises (Table 1): Faculty of Science / Petri Kettunen 2. Related Work and Foundations (1/2)

Lean Software Enterprise research and development cycle (Figure 1): Faculty of Science / Petri Kettunen 2. Related Work and Foundations (2/2) Research Questions: 1.How do (successful) software projects contribute to the lean enterprise performance? 2.What factors moderate software project performance in lean enterprise context? 3.What is a Lean Software Enterprise? 4.How can it be realized (transformation / improvement)?

The software product development projects need to contribute (positively) to the overall business performance. Successful software projects address that goal by delivering value. Lean methods, practices, and tools are means to achieve those software project goals. People use them. On the other hand, there may be some impediment factors preventing from applying the means efficiently. Many interrelated factors are necessary enablers for making all that happen effectively in practice. 3. Research Model Faculty of Science / Petri Kettunen

Certain support observed: r1: There may be (observable) wastes in successful software projects. r2:The Kanban method does not eliminate all wastes. r3: People can identify (“see”) wastes when questioned (retrospectively). Some new propositions (for further study): p1: The Kanban method contributes positively to project success. p2: Wastes hinder project performance (value flow). p3: The Kanban method eliminates (avoids) certain wastes. p4: People tend to favor the Kanban process model. 4. Empirical Studies Faculty of Science / Petri Kettunen Case study research instance (Figure 3):

Proposed a tentative framework for roadmapping and conducting research and development on Lean Software Enterprises: not a prescribed universal model product development and firm performance effects: value flow specific needs and performance goals of the company operational R&D cycle: enterprise modelling effects Faculty of Science / Petri Kettunen 5. Conclusions (1/2)

Future work: What all different areas of business competence should a Lean Software Enterprise model address at each level? Which particular realizations of different Lean Software Enterprises require business- and technology-specific implementations? Faculty of Science / Petri Kettunen 5. Conclusions (2/2)

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