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Lean Software Management: BBC Worldwide Case Study

This case study by Dr. Peter Middleton and D. Joyce evaluates the Lean Software Management practices implemented by the BBC Worldwide Digital Hub Software Team. Highlighting the transition from traditional waterfall methodologies to Lean and Agile frameworks, it discusses key benefits like reduced end-to-end time, improved throughput, and fewer bugs. With a focus on minimizing work in progress and enhancing team flexibility, the study demonstrates how Lean principles foster a disciplined yet agile approach to software development, ultimately leading to significant cost savings and increased efficiency.

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Lean Software Management: BBC Worldwide Case Study

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  1. Lean Software Management:BBC Worldwide Case Study Dr Peter Middleton MBA PeterJonMiddleton@gmail.com 13th June 2014 IASA Ireland, Dublin Irish Computer Society

  2. IASA • Business Technology Strategy • IT Environment • Quality Attributes • Design • Human Dynamics

  3. Volume + Constant change • Requirements / Budgets / Business • Sponsors • Users • Hardware / Networks • Database • Software • Staff skills and availability • Culture / Privacy / Legal / Learning

  4. UK Government advice PRINCE2: ‘Ensuring that the information required for the project team is available.’

  5. BBC WorldwideDigital Hub Software Team • WaterfallAgileLean • London • 9 staff: Analyst, Architect, QA, Developers • Operating cost: £1.5m p.a. • C#, .NET, MS SQL Server • RISK

  6. Lean Software – key ideas • Reduce Work in Process: • Minimum Marketable Feature • Analysis / Specifications • Design • Untested code • Reduce total end to end time • Visible management & less risk • Flexibility

  7. BBC

  8. Lead time to customers -37%Variance -47%

  9. Throughput:smaller, incremental deliveries

  10. Fewer Bugs: -24%; Variance: -33%

  11. Possible problems • Space needed for Kanban & info boards • Plan driven, document centric process • Poor fit with standardised reporting • Remit of IT – upstream & downstream • Command & control compliance model • Staff initiative and multi skilling Lean handles risk by low WIP, transparency, small units & frequent deliverables

  12. Conclusion • Lean provides discipline and agility • Software under quantitative control • Frequent, small, high value deliverables • Experiments to demonstrate: • End to end time measure • Work in Progress – white board & post notes Lean Software Management: BBC Worldwide Case Study, P. Middleton & D. Joyce, IEEE Trans. on Engineering Management

  13. Continual ImprovementDays lost: -81% 26 to 5 days

  14. Development Time -73%; Variation -78%

  15. Differences Agile and Lean • Batch / Push versus Pull • Time-boxed iterations • Reliance on Data • Focus on people • Continual Improvement • ‘impediment list’ / ‘improvement backlog’‘ • Multi skilling • Velocity’, features, story points

  16. Engineering Practices • Decoupling – improve legacy code • Test Driven Development (unit tests) • Automated Acceptance Testing • Source Control Software • Bug tracking software • Daily Stand Up (15 minutes)

  17. Follow up • to the IEEE article http://leanandkanban.wordpress.com/2011/04/09/lean-software-management-bbc-worldwide-case-study/ • http://leankitkanban.com/ (lean tool) • peterjonmiddleton@gmail.com • dpjoyce@googlemail.com • Twitter: @dpjoyce

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