1. Lean Software Development
James Manning

2. Outline Lean History of Lean Lean Manufacturing
Lean Software Development
Where to start

3. What is Lean?
Process of eliminating waste from within a project, process, or company.

4. History Toyota Production System – 1948 - 1975
Developed by Taiichi Ohno, Shigeo Shingo and Eiji Toyoda
Toyoda – produce automobiles for the general public of Japan.
Very similar to Henry Ford – 30 years later
Utilized Ford and W Edwards Deming
JIT production

5. History Toyota became one of the top 10 companies in the world
became the largest car manufacturer
TPS Focused on eliminating three kinds of waste
Muri
Mura
Muda

6. Muri Overburdened/Unreasonable/Absurdity Employees Equipment
Safety, Ergonomic - standard of work
Searching for tools – having required tools
Waiting for help – empowering the team
Equipment
Overuse
Ford – Muri and not production line

7. Mura Unevenness – lacking flow
Utilize resources, materials, and machinery as efficiently as possible
JIT
Pull system
Piggly Wiggly (1916)
JIT inventory

8. Muda Wastefulness Broad term
Anything that Does not directly add value to the end user
Unneeded processes or steps
Unneeded equipment
Unneeded employees
Ect.

9. Lean Manufacturing Seven Types of Waste Defects Over-production
Transportation
Waiting
Inventory
Motion
Processing

10. Implementing Lean Techniques

11. Can this be applied to Software?
Lean Software Development
Mary Poppendieck & Tom Poppendieck
Term introduced in The Poppendiecks’ book
Titled Lean Software Development

12. The Poppendieck’s MS, Mathematics University of Maryland
Mary Poppendieck
Tom Poppendieck
MS, Mathematics University of Maryland
BS, Mathematics Marquette University
PhD, Physics UW – Madison
BS, Physics UW - Madison

13. Principles of Lean Software Development
Eliminate Waste
Amplify Learning
Delay Commitment
Deliver Fast
Empower the Team
Build Integrity In
See the Whole

14. Eliminate Waste Partially Done Work Extra Processes Extra Features
Lean Software Development
Lean Manufacturing
Partially Done Work
Extra Processes
Extra Features
Task Switching
Waiting
Motion
Defects
Inventory
Processing
Overproduction
Transportation
Waiting
Motion
Defects

15. Partially Done Work Tendency to become obsolete Gets in the way
No idea if it will even work with the system
Bottle Neck
Ties up resources
No value to customer
Disrupts Flow

16. Extra Processes Do all forms of required paperwork add value?
If required
Keep it short
Keep it high level
Do it off line
Good Test – Someone is eager to use for coding, testing, or writing manuals
Strive for most efficient, effective way of transmitting information

17. Extra Features Feature creep
Extra features “just in case” the customer will use them
Each extra feature need to be:
Tracked
Compiled
Integrated
Tested
Maintained
Every extra feature:
Increases complexity of code
Is a possible failure point
Could be obsolete before it is used

18. Extra Features
Standish group – 80/20

19. Extra Features Frode L. Ødegår – List for quantifying value
What percentage of functionality in your products goes mostly unused?
What percentage of functionality serves mostly to sell the product?
How much of your development budget was expended on developing these features?
Quantify performance characteristics of your product and relate these numbers to impact on the customer's performance.
Rank candidate product features and design ideas by their quantifiable impact on customer value.

20. Task Switching Assigning multiple people to multiple projects
A significant amount of time is wasted in the transition of tasks
More teams and projects = more interrupts
More task switching
Fastest to finish multiple projects
Do them one at a time

21. Waiting Common delays: Problems: Commitment – not waste
responses
Climbing leadership chains
Starting a project
Excessive requirements documentation
Problems:
Customer cannot visualize value early
Commitment – not waste

22. Motion How readily available are others to answer developer questions
Motion to walk to answer get a question answered
Lean development offices can help eliminate this waste.

23. Defects A defective product has little to no value to an end user
AmtWaste = (DefectImpact)(TimeUndetected)
(Large Defect)(3Hours) < (Small Defect)(3Wks)
Ways of eliminating waste:
Find defects quick
Test immediately
Integrate often
Release to production soon

24. Eliminate Waste

25. Principles of Lean Software Development
Eliminate Waste
Amplify Learning
Delay Commitment
Deliver Fast
Empower the Team
Build Integrity In
See the Whole

26. Amplify Learning Feedback Iterations Synchronization
4 Tools to Amplify Learning
Feedback
Iterations
Synchronization
Set Based Development

27. Feedback Most effective way of dealing with troubled software projects
Types of feedback:
Run tests asap
Check out ideas by writing code (spike solution)
Prototype instead of more requirements
Create web front to legacy system to try it out

28. Iterations Full Iteration: Facts > Forecasts
Designed
Programmed
Tested
Integrated
Delivered
Facts > Forecasts
More feedback from customer

29. Synchronization Communication with other subsystems or devices
Develop interfaces first

30. Set Based Development
Point-Based scheduling
Set Based Scheduling

31. Set-Based Development
Apply set based development to software
Develop multiple options
Communicate Constraints
Let solutions emerge

32. Principles of Lean Software Development
Eliminate Waste
Amplify Learning
Delay Commitment
Deliver Fast
Empower the Team
Build Integrity In
See the Whole

33. Delay Commitment Delay = waste? Procrastinating = waste? Idea:
Wait until the last moment to make a critical decision
Make decision on fact rather than forecast
Large commitment not left to chance
Not always going to be easy – Customer generally wants commitment

34. Delay Commitment Methods of delaying commitment
Share partially complete design information.
Organize for direct, worker-to-worker collaboration.
Develop a sense of when decisions must be made.
Develop a sense of how to absorb changes
Avoid Repetition
Separate Concerns
Encapsulate Variation
Defer Implementation of Future Capabilities
Commit to Refactoring
Use Automates Test Suites

35. Principles of Lean Software Development
Eliminate Waste
Amplify Learning
Delay Commitment
Deliver Fast
Empower the Team
Build Integrity In
See the Whole

36. Deliver Fast Just In Time Feedback Prototyping
Create value as soon as possible

37. Empower the Team Eliminates waste from: Firefighter Anti-pattern
Waiting
Climbing management chains
Firefighter
Prepared
No time to ask remote commanders
Anti-pattern
Empowering employees who are not trained
Employee being blamed for when things go wrong

38. Build Integrity In Pleases the user without user asking Google
Perceived Integrity
Conceptual Integrity
Pleases the user without user asking
Google
All parts of the system work together – smooth well functioning
Cash vs. Credit card

39. Build Integrity in Boeing 777 “Working Together” Program Methods:
Fuel tank out of reach of fuel trucks caught early
Methods:
Test early
Test often
Test exhaustively
Automated tests delivered

40. See the Whole Look at the whole process Mary Poppendieck
“Lean thinking suggests that optimizing individual parts almost always leads to sub-optimized overall system”
80% of defects – how the system is developed

41. Where to Start Start as soon as possible
Can be applied to a project or process in progress

42. Road Map Marry Poppendieck Begin Where you are
Find your biggest constraint
Envision your biggest threat
Evaluate your culture
Train
Solve the Biggest Problem
Remove Accommodations
Measure
Implement
Repeat

43. Conclusion Lean Software Development Elimination of waste Improve:
Productivity
Efficiency
Bottom line

44. References
Abilla, P., & Poppendieck, M. (2007, June 9). Lean for Software. shmula. Retrieved March 28, 2011, from
Ladas, C. (2009, June 15). Introduction to Lean Software Development. Shaping Software . Retrieved March 28, 2011, from development/
Fiore, C. (2005). Accelerated product development: combining lean and Six sigma for peak performance. New York, NY: Productivity Press.
Layton, R. (2010, August 12) Rule: 80 percent of Product Features Are Never Used. Klean. Retrieved March 28, 2011, from never-used
Poppendieck, M. (2003, April, 25). Lean Software Development. LeanEssays. Retrieved March 28, 2011, from software-development.html

45. References
Poppendieck, M. (2001, May 1). Lean Programming. LeanEssays. Retrieved March 28, 2011, from
Poppendieck, M. (2004, June 24). An Introduction to Lean Software Development. LeanEssays. Retrieved March 28, 2011, from
Principles of Lean. lean.org - Lean Enterprise Institute| Lean Production | Lean Manufacturing | LEI | Lean Services |. Retrieved March 28, 2011, from
Shalloway, A. (2007, August 8). Lean Anti-Patterns and What to Do About Them. Agile Journal. Retrieved March 28, 2011, from
Ødegår, F. (2007, December 30). Lean Execution: Six Questions for Software Executives. Lean Software Institute. Retrieved March 28, 2011, from Questions-for-Software-Executives.pdf
Poppendieck, Mary , and Tom Poppendieck. Lean software development: an agile toolkit. Reading, Massachusetts: Addison-Wesley, Print.

46. Thanks for you time
Questions?