Advertisement

What Is Flowing in Lean Software Development?

  • Vladimir Mandić
  • Markku Oivo
  • Pilar Rodríguez
  • Pasi Kuvaja
  • Harri Kaikkonen
  • Burak Turhan
Part of the Lecture Notes in Business Information Processing book series (LNBIP, volume 65)

Abstract

The main concern of the software industry is to deliver more products in shorter time-cycles to customers with an acceptable economic justification. In virtue of these concerns, the software industry and researchers in the field of software engineering have engaged in the process of adopting lean principles. In this paper, we are seeking the knowledge that could help us better understand the nature of flows in software development. We define a generalized concept of the value creation points and an axiomatic system that capture the specifics of software development. Further, a generalized definition of the flow makes it possible to identify super-classes of waste sources. Finally, we define a concept of decision flow, suggesting what a value creation point could be in the software development context. The decision flow is an inseparable part of the software development activities and it carries capabilities of adding or diminishing the value of products.

Keywords

Lean Software Development Flow Value Creation Points 

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

References

  1. 1.
    Womack, J., Jones, D.: Lean Thinking: Banish Waste and Create Wealth in Your Corporation, Revised and Updated. Free Press, London (2003)Google Scholar
  2. 2.
    Womack, J., Jones, D., Roos, D.: The machine that changed the world. Simon & Schuster Ltd., London (2007)Google Scholar
  3. 3.
    Poppendieck, M., Poppendieck, T.: Lean Software Development: An Agile Toolkit. Addison-Wesley Longman Publishing Co., Inc., Amsterdam (2003)Google Scholar
  4. 4.
    Poppendieck, M., Poppendieck, T.: Leading Lean Software Development: Results Are not the Point. Addison-Wesley Professional, Reading (2009)Google Scholar
  5. 5.
    Beck, K., Beedle, M., van Bennekum, A., Cockburn, A., Cunningham, W., Fowler, M., Grenning, J., Highsmith, J., Hunt, A., Jeffries, R., Kern, J., Marick, B., Martin, R.C., Mellor, S., Schwaber, K., Sutherland, J., Thomas, D.: Manifesto for agile software development (2001)Google Scholar
  6. 6.
    Freeman, P.: Lean concepts in software engineering. In: IPSS-Europe International Conference on Lean Software Development, Stuttgart, Germany, pp. 1–8 (1992)Google Scholar
  7. 7.
    Bullinger, H., Fähnrich, K.: Managing lean enterprises and lean software development. In: IPSS-Europe International Conference on Lean Software Development, Stuttgart, Germany, pp. 1–45 (1992)Google Scholar
  8. 8.
    Basili, V.: The experience factory: Can it make you a 5? In: Seventeenth Software Engineering Workshop (SEL), NASA/Goddard Space Flight Center, College Park, MD, USA, pp. 55–73 (1992)Google Scholar
  9. 9.
    Magazine: Learn to be lean: deliver fast in short sprints. Lean Magazine (#4) (2009)Google Scholar
  10. 10.
    Magazine: Fighting muda. are you prepared for the war against waste? Lean Magazine (#3) (2008)Google Scholar
  11. 11.
    Humphrey, W.: Managing the Software Process. Addison-Wesley, New York (1990)Google Scholar
  12. 12.
    Chrissis, M., Konrad, M., Shrum, S.: CMMI: Guidelines for Process Integration and Product Improvement. Addison-Wesley Professional, New York (2006)Google Scholar
  13. 13.
    Middleton, P., Sutton, J.: Lean Software Strategies. Productivity Press, New York (2005)Google Scholar
  14. 14.
    Liker, J., Meier, D.: The Toyota Way Fieldbook: A Practical Guide for Implementing Toyota’s 4Ps. McGraw-Hill, New York (2006)Google Scholar
  15. 15.
    Reinertsen, D.: The Principles of Product Development Flow: Second Generation Lean Product Development. Celeritas Publishing, Redondo Beach (2009)Google Scholar
  16. 16.
    Morgan, J., Liker, J.: The Toyota Product Development System: Integrating People, Process, and Technology. Productivity Press, New York (2006)Google Scholar
  17. 17.
    Fujimoto, T.: Evolution of Manufacturing Systems at Toyota. Oxford University Press, Inc., New York (1999)Google Scholar
  18. 18.
    Ohno, T.: Toyota Production System: Beyond Large-Scale Production. Productivity Press, Portland (1988)Google Scholar
  19. 19.
    Takeuchi, H., Nonaka, I.: The new new product development game. Harvard Business Review 2(1), 137–147 (1986)Google Scholar
  20. 20.
    Locher, D.: Value Stream Mapping for Lean Development: A How-To Guide for Streamlining Time to Market. CRC Press, Taylor & Francis Group, New York, USA (2008)Google Scholar
  21. 21.
    Nonaka, I., Konno, N.: The concept of “ba”: Building a foundation for knowledge creation. California Management Review 40, 40–54 (1998)CrossRefGoogle Scholar
  22. 22.
    Ballard, G.: Positive vs negative iteration in design. In: 8th International Conference on Lean Construction, Brighton, UK, pp. 1–12 (2000)Google Scholar
  23. 23.
    Humphrey, W.: Characterizing the software process: A maturity framework. IEEE Software 2(5), 73–79 (1988)CrossRefGoogle Scholar
  24. 24.
    Boehm, B.: Value-based software engineering. ACM SIGSOFT Software Engineering Notes 2(28), 3–15 (2003)CrossRefGoogle Scholar
  25. 25.
    Boehm, B., Sullivan, K.: Software economics: A roadmap. In: International Conference on Software Engineering 2000, Limerick, Ireland, pp. 319–343 (2000)Google Scholar
  26. 26.
    Mandić, V., Basili, V., Harjumaa, L., Oivo, M., Markkula, J.: Utilizing GQM+Strategies for business value analysis: An approach for evaluating business goals. In: The 4th International Symposium on Empirical Software Engineering and Measurement, ESEM 2010, Bolzano-Bozen, Italy (2010)Google Scholar

Copyright information

© Springer-Verlag Berlin Heidelberg 2010

Authors and Affiliations

  • Vladimir Mandić
    • 1
  • Markku Oivo
    • 1
  • Pilar Rodríguez
    • 1
  • Pasi Kuvaja
    • 1
  • Harri Kaikkonen
    • 2
  • Burak Turhan
    • 1
  1. 1.Department of Information Processing ScienceUniversity of OuluFinland
  2. 2.Industrial Management, Department of Industrial Engineering and ManagementUniversity of OuluFinland

Personalised recommendations