Leading Lean Software Development Results Are

The practical, how-to guide to putting Lean Software Development to work - by its legendary creators, Mary and Tom Poppendieck--Packed with new real-world examples from the authors' worldwide consulting engagements. Goes far beyond generic implementation guidelines to demonstrate exactly how 'lean' works in actual software projects. Introduces powerful tools for successfully leading lean software projects. Shows how to rethink software scheduling and finally make it work. Building on their breakthrough best-seller Implementing Lean Software Development , Mary and Tom Poppendieck show software leaders how to quickly identify the biggest opportunities for improvement in their development organizations. Next, the Poppendiecks guide leaders through the more complex process of making the changes that are necessary - and making them stick. Leading Lean Software Development offers an even greater emphasis on practical, 'how-to' advice that reflects the authors' even more extensive experience putting lean software development to work in real organizations. IT leaders will also find all-new coverage of the tools that are now available for successfully leading lean software organizations and relentlessly improving software development processes for years to come. Coverage includes: How software managers and engineers can apply lean principles and practices to run software projects more effectively. Success stories demonstrating the application of lean values and practices. Understanding the role of both systems and people in software process improvement. Rethinking software project scheduling.

Mary Poppendieck has led teams implementing various solutions ranging from enterprise supply chain management to digital media. Mary is the president of Poppendieck LLC, which specializes in bringing lean techniques to software development. Tom Poppendieck, an enterprise analyst, architect, and agile process-mentor, currently assists organizations in applying lean principles and tools to software development processes. The Poppendiecks are authors of Lean Software Development, winner of the 2004 Jolt Software Development Productivity Award, and Implementing Lean Software Development (both from Addison-Wesley).

Foreword	p. xi
Introduction: Framing	p. xiii
Acknowledgments	p. xxi
Systems Thinking	p. 1
A Different Way to Run an Airline	p. 2
Customer Focus	p. 6
Who Are Your Customers?	p. 6
Customers Who Pay for the System	p. 7
Customers Who Use the System	p. 7
Customers Who Support the System	p. 7
Customers Who Derive Value from the System	p. 8
What Is Your Purpose?	p. 9
What Is the Nature of Customer Demand?	p. 10
Failure Demand	p. 10
Value Demand	p. 12
System Capability	p. 13
What Is Your System Predictably Achieving?	p. 13
Understanding Capability	p. 13
What Does Your System Need to Achieve?	p. 15
Don't Set Targets	p. 15
Use Relative Goals with Caution	p. 17
Challenge: Pull from the Future	p. 18
End-to-End Flow	p. 19
Eliminate Failure Demand	p. 19
Map Value Demand	p. 21
Find the Biggest Opportunity	p. 24
Policy-Driven Waste	p. 24
How Can Policies Cause Waste?	p. 25
The Five Biggest Causes of Policy-Driven Waste	p. 26
Complexity	p. 26
Economies of Scale	p. 28
Separating Decision Making from Work	p. 30
Wishful Thinking	p. 33
Technical Debt	p. 34
Portrait: Product Champion, Take 1	p. 36
Customer-Facing Ideation	p. 39
Technology-Facing Ideation	p. 41
Your Shot	p. 42
Technical Excellence	p. 45
Facts, Fads, and Fallacies	p. 46
Structured Programming	p. 47
Top Down Programming	p. 48
What Happened to Structured Programming?	p. 49
Object-Oriented Programming	p. 50
High-Level Languages	p. 52
The Life Cycle Concept	p. 53
Separation of Design from Implementation	p. 54
Life Cycle Concept Considered Harmful	p. 56
Evolutionary Development	p. 57
Meanwhile, While No One Was Paying Attention	p. 57
Why Did It Work?	p. 59
Distraction	p. 61
The Future of Agile	p. 61
Essential Complexity	p. 63
Divide and Conquer	p. 63
The Internet Architecture Emerges	p. 64
Low-Dependency Architecture	p. 65
Conway's Law	p. 67
Quality by Construction	p. 70
Test-Driven Development	p. 71
x Unit Frameworks	p. 71
Acceptance Tests	p. 73
Test Automation	p. 74
Testing to Failure	p. 75
Continuous Integration	p. 76
How Often Is "Continuous"?	p. 78
After Deployment	p. 80
Code Clarity	p. 80
Refactoring	p. 82
Evolutionary Development	p. 83
Ethnography	p. 85
Collaborative Modeling	p. 86
Quick Experimentation	p. 87
Cycles of Discovery	p. 88
Deep Expertise	p. 89
Expertise Is Important	p. 90
Developing Expertise	p. 91
Deliberate Practice	p. 92
The Ten-Year Rule	p. 93
Retention	p. 94
Standards	p. 94
Code Reviews	p. 95
Portrait: Competency Leader	p. 95
Growing Technical Expertise	p. 97
Your Shot	p. 97
Reliable Delivery	p. 101
Race to the Sky	p. 102
How Did They Do It?	p. 102
Team Design	p. 103
Flow	p. 104
Schedule	p. 104
Decoupling	p. 106
Logistics	p. 106
Cash Flow Thinking	p. 107
Proven Experience	p. 108
Constraints Expose Risk	p. 109
System Design	p. 109
Design Loopbacks	p. 110
Implementation Complexity	p. 112
Three Ways to Reduce Schedule Complexity	p. 112
Level Workflow	p. 114
Small Batches	p. 114
Iterations	p. 117
Making Work Ready	p. 118
Kanban	p. 122
How Kanban Works	p. 122
Iterations or Kanban?	p. 126
Commitment	p. 126
Teamwork	p. 127
Batch Size	p. 127
Cadence	p. 127
Capacity	p. 128
Iterations: Velocity	p. 128
Kanban: Throughput	p. 129
Pull Scheduling	p. 129
Scheduling Medium-Sized Systems	p. 131
Decouple	p. 132
Scheduling Small, Frequent Requests	p. 133
Arbitrate with Value	p. 134
Limit Queues	p. 135
Scheduling Larger Systems	p. 137
Timebox-Don't Scopebox	p. 138
Portfolio Management	p. 141
Adaptive Control	p. 143
Customer Feedback Every Iteration	p. 143
Frequent Releases	p. 144
Consumability	p. 145
Escaped Defects	p. 146
Customer Outcomes	p. 146
Portrait: Product Champion, Take 2	p. 147
The Story of a Product Champion	p. 147
February 2004, Harvard University	p. 147
June 2004, Palo Alto	p. 148
Fall 2006, Palo Alto	p. 148
February 2007, Chicago	p. 148
Summer 2007. Chicago	p. 148
January 2008, New Hampshire	p. 149
June 2008, Denver	p. 149
November 2008, Chicago	p. 149
Your Shot	p. 150
Relentless Improvement	p. 153
Sick Hospitals	p. 154
The Checklist	p. 154
No Work-arounds	p. 156
No Ambiguity	p. 157
Quick Experiments	p. 158
Visualize Perfection	p. 159
The Theoretical Limit	p. 160
High-Velocity Organizations	p. 161
Customer Focus	p. 162
Establish a Baseline	p. 163
Work Design	p. 163
Output	p. 164
Pathway	p. 164
Connections	p. 164
Test-Driven Handovers	p. 165
Process Standards	p. 167
Expose Problems	p. 169
Go to the Workplace	p. 172
Learn to Improve	p. 173
The Goal Is Learning	p. 173
Problem/Countermeasure Board	p. 174
A3 Thinking	p. 176
Pull-Based Authority	p. 180
Responsibility Authority	p. 181
Share the Knowledge	p. 181
Portrait: Manager as Mentor	p. 183
Your Shot	p. 185
Great People	p. 187
Cultural Assumptions	p. 188
The Cultural Heritage of Management Practices	p. 191
Agile Software Development	p. 192
Lean Software Development	p. 193
Company Culture	p. 195
Knowledge Workers	p. 196
Knowledge Worker Productivity	p. 196
Results Are Nor the Point	p. 198
The Norm of Reciprocity	p. 200
Remuneration or Reciprocity?	p. 201
Mutual Respect	p. 203
Cross-Cultural Teams	p. 204
The Value of Diversity	p. 205
Self-Organizing Teams?	p. 206
Pride of Workmanship	p. 209
Purpose-Passion-Persistence-Pride	p. 210
Portrait: Front-Line Leaders	p. 212
Your Shot	p. 216
Aligned Leaders	p. 219
Agile@IBM	p. 220
The Transformation	p. 220
Stakeholder Involvement	p. 222
An Early Experiment	p. 223
Lessons Learned	p. 223
From Theory to Practice	p. 228
Focus on Customer Outcomes	p. 228
Change the System	p. 228
Create a Sense of Urgency	p. 229
Governance	p. 230
Beyond Budgeting	p. 231
12 Principles	p. 233
What Is Productivity?	p. 235
Alignment	p. 236
Cause and Effect	p. 236
Susta inability	p. 242
Portrait: Leaders at All Levels	p. 244
Leaders Provide Purpose	p. 244
Leaders Set the Tone and Tempo	p. 244
Leaders Make People Better	p. 245
Leaders Create Space for Others to Succeed	p. 245
Bibliography	p. 247
Index	p. 257
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Leading Lean Software Development Results Are not the Point

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Table of Contents

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