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Www.helsinki.fi/yliopisto A Tentative Framework for Lean Software Enterprise Research and Development Presentation LESS 2010 16.10.2010Faculty of Science.

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Presentation on theme: "Www.helsinki.fi/yliopisto A Tentative Framework for Lean Software Enterprise Research and Development Presentation LESS 2010 16.10.2010Faculty of Science."— Presentation transcript:

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

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

3 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

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

5 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)?

6 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

7 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):

8 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)

9 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)

10 1.Schwaber, C.: Corporate IT Leads The Second Wave of Agile Adoption. Forrester Research, Inc. (2005) 2.Scinta, J.: Industrial Research Institute’s R&D Trends Forecast for Research Technology Management 51(1), 19–23 (2008) 3.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) 4.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) 5.Womack, J.P., Jones, D.T.: Lean Thinking: Banish Waste and Create Wealth in Your Corporation. Free Press, USA (2003) 6.Dove, R., Hartman, S., Benson, S.: An Agile Enterprise Reference Model (1996), 7.Haverila, M.J., Uusi-Rauva, E., Kouri, I., Miettinen, A.: Teollisuustalous. Infacs Oy, Finland (2009) (in Finnish) 8.Heikkilä, J., Ketokivi, M.: Tuotanto murroksessa: strategisen johtamisen uusi haaste, Talentum, Helsinki, Finland (2005) (in Finnish) 9.Christopher, M.: The Agile Supply Chain – Competing in Volatile Markets. Industrial Marketing Management 29, 37–44 (2000) 10.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 REFERENCES (1/3)

11 11.Kettunen, P.: Adopting Key Lessons from Agile Manufacturing to Agile Software Product Development – A Comparative Study. Technovation 29, 408–422 (2009) 12.Reinertsen, D., Shaeffer, L.: Making R&D Lean. Research Technology Management 48(4), 51–57 (2005) 13.Poppendieck, M., Poppendieck, T.: Lean software development: an agile toolkit. Addison Wesley, USA (2003) 14.Middleton, P.: Lean Software Development: Two Case Studies. Software Quality Journal 9(4), 241–252 (2001) 15.Reinertsen, D.G.: The principles of Product Development Flow: Second Generation Lean Product Development. Celeritas Publishing, USA (2009) 16.Middleton, P., Sutton, J.: Lean Software Strategies: Proven Techniques for Managers and Developers. Productivity Press, USA (2005) 17.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) 18.Smith, P.G.: Flexible Product Development: Building Agility for Changing Markets. Jossey-Bass, USA (2007) 19.Dybå, T., Dingsøyr, T., Moe, N.B.: Process Improvement in Practice: A Handbook for IT Companies. Kluwer Academic Publishers, USA (2004) 20.Hammer, M., Champy, J.: Reengineering the Corporation: A Manifesto for Business Revolution. HarperCollins Publishers, USA (1993) Faculty of Science / Petri Kettunen REFERENCES (2/3)

12 21.Kettunen, P.: Agile Software Development in Large-Scale New Product Development Organization: Team-Level Perspective. Dissertation. Helsinki University of Technology, Finland (2009) 22.Messnarz, R., Tully, C. (eds.): Better Software Practices for Business Benefit: Principles and Experience. IEEE, Los Alamitos (1999) 23.Shalloway, A., Beaver, G., Trott, J.R.: Lean-Agile Software Development: Achieving Enterprise Agility. Addison-Wesley, USA (2010) 24.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– IEEE, Los Alamitos (2008) 25.Kettunen, P., Laanti, M.: Combining Agile Software Projects and Large-Scale Organizational Agility. Software Process: Improvement and Practice 13(2), 183–193 (2008) 26.Abrahamsson, P.: Measuring the Success of Software Process Improvement: The Dimensions. In: Proc. EUROSPI. Copenhagen Business School, Denmark (2000) 27.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) 28.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) 29.Goodson, R.E.: Read a Plant – Fast. Harvard Business Review (May 2002) Faculty of Science / Petri Kettunen REFERENCES (3/3)


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