Implementing Lean Software Development: From Concept to Cash, 1st edition

Mary Poppendieck
Tom Poppendieck

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"This remarkable book combines practical advice, ready-to-use techniques, anda deep understanding of why this is the right way to develop software. I haveseen software teams transformed by the ideas in this book."

--Mike Cohn, author of Agile Estimating and Planning

"As a lean practitioner myself, I have loved and used their first book for years.When this second book came out, I was delighted that it was even better. If youare interested in how lean principles can be useful for software developmentorganizations, this is the book you are looking for. The Poppendiecks offer abeautiful blend of history, theory, and practice."

--Alan Shalloway, coauthor of Design Patterns Explained

"I've enjoyed reading the book very much. I feel it might even be better than thefirst lean book by Tom and Mary, while that one was already exceptionallygood! Mary especially has a lot of knowledge related to lean techniques inproduct development and manufacturing. It's rare that these techniques areactually translated to software. This is something no other book does well(except their first book)."

--Bas Vodde

"The new book by Mary and Tom Poppendieck provides a well-written andcomprehensive introduction to lean principles and selected practices for softwaremanagers and engineers. It illustrates the application of the values andpractices with well-suited success stories. I enjoyed reading it."

--Roman Pichler

"In Implementing Lean Software Development, the Poppendiecks explore moredeeply the themes they introduced in Lean Software Development. They beginwith a compelling history of lean thinking, then move to key areas such asvalue, waste, and people. Each chapter includes exercises to help you apply keypoints. If you want a better understanding of how lean ideas can work withsoftware, this book is for you."

--Bill Wake, independent consultant

In 2003, Mary and Tom Poppendieck's Lean Software Development introduced breakthrough development techniques that leverage Lean principles to deliver unprecedented agility and value. Now their widely anticipated sequel and companion guide shows exactly how to implement Lean software development, hands-on.

This new book draws on the Poppendiecks' unparalleled experience helping development organizations optimize the entire software value stream. You'll discover the right questions to ask, the key issues to focus on, and techniques proven to work. The authors present case studies from leading-edge software organizations, and offer practical exercises for jumpstarting your own Lean initiatives.

Managing to extend, nourish, and leverage agile practices
Building true development teams, not just groups
Driving quality through rapid feedback and detailed discipline
Making decisions Just-in-Time, but no later
Delivering fast: How PatientKeeper delivers 45 rock-solid releases per year
Making tradeoffs that really satisfy customers

Implementing Lean Software Development is indispensable to anyone who wants more effective development processes--managers, project leaders, senior developers, and architects in enterprise IT and software companies alike.

Foreword by Jeff Sutherland xvii

Foreword by Kent Beck xx

Preface xxiii

Chapter 1: History 1

Interchangeable Parts 1

Interchangeable People 2

The Toyodas 3

The Toyota Production System 4

Taiichi Ohno 5

Shigeo Shingo 6

Just-in-Time 7

Lean 11

Lean Manufacturing / Lean Operations 11

Lean Supply Chain 12

Lean Product Development 13

Lean Software Development 17

Try This 17

Chapter 2: Principles 19

Principles and Practices 19

Software Development 20

The Seven Principles of Lean Software Development 23

Principle 1: Eliminate Waste 23

Principle 2: Build Quality In 25

Principle 3: Create Knowledge 29

Principle 4: Defer Commitment 32

Principle 5: Deliver Fast 34

Principle 6: Respect People 36

Principle 7: Optimize the Whole 38

Try This 42

Chapter 3: Value 43

Lean Solutions 43

Google 43

From Concept to Cash 46

Delighted Customers 49

Deep Customer Understanding 50

Focus on the Job 51

The Customer-Focused Organization 52

Leadership 52

Complete Teams 57

Custom Development 60

From Projects to Products 60

IT--Business Collaboration 62

Try This 65

Chapter 4: Waste 67

Write Less Code 67

Zara 67

Complexity 69

The Seven Wastes 73

Partially Done Work 74

Extra Features 75

Relearning 76

Handoffs 77

Task Switching 78

Delays 80

Defects 81

Mapping the Value Stream 83

Preparation 83

Examples 85

Future Value Stream Maps 92

Try This 92

Chapter 5: Speed 95

Deliver Fast 95

PatientKeeper 95

Time: The Universal Currency 98

Queuing Theory 100

Little's Law 100

Variation and Utilization 101

Reducing Cycle Time 103

Try This 114

Chapter 6: People 117

A System of Management 117

The Boeing 777 117

W. Edwards Deming 120

Why Good Programs Fail 124

Teams 126

What Makes a Team? 126

Expertise 129

Leadership 132

Responsibility-Based Planning and Control 133

The Visual Workspace 136

Self-Directing Work 137

Incentives 141

Performance Evaluations 141

Compensation 143

Try This 147

Chapter 7: Knowledge 149

Creating Knowledge 149

Rally 149

What, Exactly, Is Your Problem? 152

A Scientific Way of Thinking 154

Keeping Track of What You Know 155

Just-in-Time Commitment 159

Set-Based Design 160

Refactoring 164

Problem Solving 168

A Disciplined Approach 169

Kaizen Events 173

Try This 175

Chapter 8: Quality 177

Feedback 177

The Polaris Program 177

Release Planning 179

Architecture 182

Iterations 183

Discipline 190

The Five S's 190

Standards 193

Mistake-Proofing 196

Test-Driven Development 198

Configuration Management 201

Continuous Integration 202

Nested Synchronization 203

Try This 204

Chapter 9: Partners 207

Synergy 207

Emergency! 207

Open Source 209

Global Networks 210

Outsourcing 214

Contracts 217

The T5 Agreement 217

The PS 2000 Contract 218

Relational Contracts 219

Try This 221

Chapter 10: Journey 223

Where Do You Want to Go? 223

A Computer on Wheels 224

A Long-Term Perspective 225

Centered on People 227

What Have We Learned? 229

Six Sigma 229

Theory of Constraints 230

Hypothesis 234

Training 234

Thinking 236

Measurement 237

Roadmap 242

Try This 243

Optimize the Whole 243

Respect People 243

Deliver Fast 244

Defer Commitment 244

Create Knowledge 245

Build Quality In 245

Eliminate Waste 246

Bibliography 247

Index 257

Mary Poppendieck is a seasoned leader in operations and product development with more than thirty years of IT experience. She has led teams implementing solutions ranging from enterprise supply chain management to digital media, and built one of 3M's first Just-in-Time Lean production systems. Mary is the president of Poppendieck LLC, which specializes in bringing Lean techniques to software development.

Tom Poppendieck is an enterprise analyst, architect, and agile process mentor with more than twenty-five years of experience developing and implementing complex systems. He currently assists organizations in applying Lean principles and tools to software development processes.

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