Www.helsinki.fi/yliopisto A Tentative Framework for Lean Software Enterprise Research and...

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

A Tentative Framework for Lean Software Enterprise

Research and Development

Presentation

LESS 2010

16.10.2010

www.helsinki.fi/yliopisto 2Faculty of Science / Petri Kettunen

1. Introduction

2. Related Work and Foundations

3. Research Model

4. Empirical Studies

5. Conclusions

16.10.2010

OUTLINE


• 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.

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1. Introduction


• Lean research inferences for software enterprises (Table 1):

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2. Related Work and Foundations (1/2)

Research Stream

Primary Focus Key Concepts (Lean/Agile)

LIMITATIONS for Software Enterprises

Lean Enterprise Thinking (Sect. 2.1)

What is it that makes a lean enterprise?

systemic value-orientation

workforce-based mindsetting (culture)

concepts and terms of ‘Lean’ and ‘Agile’ currently not all exactly defined

Lean Production (2.2)

How does production / manufacturing operate there?

JIT automation with a

“human touch” (Jidoka)

material flows replaced with knowledge flows

equipment replaced with knowledge work

Lean Product Development (2.3)

How does new product development join?

Set-Based Concurrent Engineering

intangible nature of software creation

Lean Software Development (2.4)

How to emulate physical production?

flow and “wastes” in software development

lack of solid underlying reasoning and analysis

Lean Transformation (2.5)

How to conduct programs of organizational change?

continuous improvement (problems, excellence)

no established pathways for software organizations to follow


• Lean Software Enterprise research and development cycle (Figure 1):

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2. Related Work and Foundations (2/2)

Operations Management

Performance Measurement

NPD / Software Operations

Lean Software Enterprise

Model

Basic Research

Theory-building

Control / Improvement Actions

Outcomes / Performance

Effects

Applied Research

SPI

BPR, OD

Hypotheses

2.

3. 4.

1.

BUSINESS STRATEGY

Needs

Goals

2.1 2.5

2.2

2.3

2.4

X. = Research Question 2.X = Section

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)?


• 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

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Entity Business

Performance

Lean Methods, Tools / People, Teams

IMPEDIMENTS

ENABLERS

NEEDS

Software Project Value

Performance

contributes

GOALS

Effective Value Flow

brings

advance, sustain

hinder, block

realize

improve, eliminate

MEANS O

per

atio

ns

Man

agem

ent,

P

erfo

rman

ce M

easu

rem

ent

NP

D /

So

ftw

are

Op

erat

ion

s

Specifying value

Making value flow

Identifying the value stream and eliminating waste

1.

2.

3.

4.

X. = Research Question


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

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Kanban Wastes

People / Team

Project Performance

r1

r2

r3

p1 p2

p3

p4

Case study research instance (Figure 3):


• 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

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5. Conclusions (1/2)


• 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?

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5. Conclusions (2/2)


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REFERENCES (1/3)


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REFERENCES (2/3)


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