1. www.helsinki.fi/yliopisto A Tentative Framework for Lean Software Enterprise Research and Development Presentation LESS 2010 16.10.2010Faculty of Science / Petri Kettunen1

2. www.helsinki.fi/yliopisto 1.Introduction 2.Related Work and Foundations 3.Research Model 4.Empirical Studies 5.Conclusions 16.10.20102Faculty of Science / Petri Kettunen OUTLINE

3. www.helsinki.fi/yliopisto 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. 16.10.20103Faculty of Science / Petri Kettunen 1. Introduction

4. www.helsinki.fi/yliopisto Lean research inferences for software enterprises (Table 1): 16.10.20104Faculty of Science / Petri Kettunen 2. Related Work and Foundations (1/2)

5. www.helsinki.fi/yliopisto Lean Software Enterprise research and development cycle (Figure 1): 16.10.20105Faculty 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. www.helsinki.fi/yliopisto 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 16.10.20106Faculty of Science / Petri Kettunen

7. www.helsinki.fi/yliopisto 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 16.10.20107Faculty of Science / Petri Kettunen Case study research instance (Figure 3):

8. www.helsinki.fi/yliopisto 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 17.10.20108Faculty of Science / Petri Kettunen 5. Conclusions (1/2)

9. www.helsinki.fi/yliopisto 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? 17.10.20109Faculty of Science / Petri Kettunen 5. Conclusions (2/2)

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