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A Tentative Framework for Lean Software Enterprise Research and Development

A Tentative Framework for Lean Software Enterprise Research and Development. Presentation LESS 2010. OUTLINE. Introduction Related Work and Foundations Research Model Empirical Studies Conclusions. 1. Introduction.

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A Tentative Framework for Lean Software Enterprise Research and Development

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  1. A Tentative Framework for Lean Software EnterpriseResearch and Development Presentation LESS 2010 Faculty of Science / Petri Kettunen

  2. OUTLINE • Introduction • Related Work and Foundations • Research Model • Empirical Studies • Conclusions Faculty of Science / Petri Kettunen

  3. 1. Introduction • 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

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

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

  6. 3. Research Model • 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. Faculty of Science / Petri Kettunen

  7. 4. Empirical Studies • 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. Case study research instance (Figure 3): Faculty of Science / Petri Kettunen

  8. 5. Conclusions (1/2) • 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

  9. 5. Conclusions (2/2) • 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

  10. REFERENCES (1/3) • Schwaber, C.: Corporate IT Leads The Second Wave of Agile Adoption. Forrester Research, Inc. (2005) • Scinta, J.: Industrial Research Institute’s R&D Trends Forecast for 2008. Research Technology Management 51(1), 19–23 (2008) • Dingsøyr, T., Dybå, T., Abrahamsson, P.: A Preliminary Roadmap for Research on Agile Software Development Research. In: Proc. Agile Conference, pp. 83–96. IEEE, Los Alamitos (2008) • Womack, J.P., Jones, D.T., Roos, D.: The Machine That Changed the World: The Story of Lean Production – Toyota’s Secret Weapon in the Global Car Wars That Is Now Revolutionizing World Industry. Free Press, USA (1990) • Womack, J.P., Jones, D.T.: Lean Thinking: Banish Waste and Create Wealth in Your Corporation. Free Press, USA (2003) • Dove, R., Hartman, S., Benson, S.: An Agile Enterprise Reference Model (1996), http://www.parshift.com/docs/aermodA0.htm • Haverila, M.J., Uusi-Rauva, E., Kouri, I., Miettinen, A.: Teollisuustalous. Infacs Oy, Finland (2009) (in Finnish) • Heikkilä, J., Ketokivi, M.: Tuotanto murroksessa: strategisen johtamisen uusi haaste, Talentum, Helsinki, Finland (2005) (in Finnish) • Christopher, M.: The Agile Supply Chain – Competing in Volatile Markets. Industrial Marketing Management 29, 37–44 (2000) • Heikkilä, J.: From supply to demand chain management: efficiency and customer satisfaction. Journal of Operations Management 20, 747–767 (2002) Faculty of Science / Petri Kettunen

  11. REFERENCES (2/3) • Kettunen, P.: Adopting Key Lessons from Agile Manufacturing to Agile Software Product Development – A Comparative Study. Technovation 29, 408–422 (2009) • Reinertsen, D., Shaeffer, L.: Making R&D Lean. Research Technology Management 48(4), 51–57 (2005) • Poppendieck, M., Poppendieck, T.: Lean software development: an agile toolkit. Addison Wesley, USA (2003) • Middleton, P.: Lean Software Development: Two Case Studies. Software Quality Journal 9(4), 241–252 (2001) • Reinertsen, D.G.: The principles of Product Development Flow: Second Generation Lean Product Development. Celeritas Publishing, USA (2009) • Middleton, P., Sutton, J.: Lean Software Strategies: Proven Techniques for Managers and Developers. Productivity Press, USA (2005) • Mehta, M., Anderson, D., Raffo, D.: Providing Value to Customers in Software Development Through Lean Principles. Software Process: Improvement and Practice 13(1), 101–109 (2008) • Smith, P.G.: Flexible Product Development: Building Agility for Changing Markets. Jossey-Bass, USA (2007) • Dybå, T., Dingsøyr, T., Moe, N.B.: Process Improvement in Practice: A Handbook for IT Companies. Kluwer Academic Publishers, USA (2004) • Hammer, M., Champy, J.: Reengineering the Corporation: A Manifesto for Business Revolution. HarperCollins Publishers, USA (1993) Faculty of Science / Petri Kettunen

  12. REFERENCES (3/3) • Kettunen, P.: Agile Software Development in Large-Scale New Product Development Organization: Team-Level Perspective. Dissertation. Helsinki University of Technology, Finland (2009) • Messnarz, R., Tully, C. (eds.): Better Software Practices for Business Benefit: Principles and Experience. IEEE, Los Alamitos (1999) • Shalloway, A., Beaver, G., Trott, J.R.: Lean-Agile Software Development: Achieving Enterprise Agility. Addison-Wesley, USA (2010) • Laanti, M.: Implementing Program Model with Agile Principles in a Large Software Development Organization. In: Proc. Annual International Computer Software and Applications Conference, pp. 1385–1387. IEEE, Los Alamitos (2008) • Kettunen, P., Laanti, M.: Combining Agile Software Projects and Large-Scale Organizational Agility. Software Process: Improvement and Practice 13(2), 183–193 (2008) • Abrahamsson, P.: Measuring the Success of Software Process Improvement: The Dimensions. In: Proc. EUROSPI. Copenhagen Business School, Denmark (2000) • Ikonen, M., Kettunen, P., Oza, N., Abrahamsson, P.: Exploring the Sources of Waste in Kanban Software Development Projects. In: Proc. Euromicro SEAA. IEEE, Los Alamitos (2010) • Pirinen, E.: How the Kanban software development method effects the creation of value and the work of a software developer. Master’s Thesis, University of Helsinki, Finland (2010) (in Finnish) • Goodson, R.E.: Read a Plant – Fast. Harvard Business Review (May 2002) Faculty of Science / Petri Kettunen

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