Lean Software Development – What Exactly Are We Talking About?
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Sep 0 1 2004
AEROSPACE MERGERS AND ACQUISITIONS FROM A LEAN ENTERPRISE PERSPECTIVE by JUNHONG KIM B.S., Chemical Engineering Seoul National University (1998) SUBMITTED TO THE SYSTEM DESIGN AND MANAGEMENT PROGRAM IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE DEGREE OF MASTER OF SCIENCE IN ENGINEERING AND MANAGEMENT at the MASSACHUSETTS INSTITUTE OF TECHNOLOGY June 2004 @0 2004 Junhong Kim. All rights reserved The author hereby grants to MIT permission to reproduce and to distribute publicly paper and electronic copies of this thesis document in whole or in part. Signature of Author......... ........................ Junhong Kim /ste7&Ies 'and Management Program February 2004 Certified by ... .........I . ...................... Joel Cutcher-Gershenfeld Executive Director, Engineering Systems Learning Center Senior Research Scientist, Sloan School of Management Accepted by ....................................................... -........................... Thomas J. Allen Co-Director, LFM/SDM Howard W. Johnson Professor of Management r A c c ep te d b y ............................. ......... ............................................................................................ David Simchi-Levi Co-Director, LFM/SDM MASSACHUSETTS INSTITUTE| Professor of Engineering Systems O.F TENL GYL.J SEP 0 1 2004 BARKER LIBRARIES Room 14-0551 77 Massachusetts Avenue Cambridge, MA 02139 Ph: 617.253.2800 MITL-ibries Email: [email protected] Document Services http://Iibraries.mit.eduldocs DISCLAIMER OF QUALITY Due to the condition of the original material, there -
Improving Software Development Through Combination of Scrum and Kanban
Recent Advances in Computer Engineering, Communications and Information Technology Improving Software Development through Combination of Scrum and Kanban VILJAN MAHNIC Faculty of Computer and Information Science University of Ljubljana Trzaska 25, SI-1000 Ljubljana SLOVENIA [email protected] Abstract: - Applying Kanban principles to software development is becoming an important issue in the area of software engineering. The number of Scrumban users, a method that combines Scrum and Kanban practices, almost doubled in the last year. While Scrum is well-known and widespread method, scientific literature about Kanban adoption is scarce and many questions regarding Kanban use in practice (e.g., the structure of Kanban board, setting appropriate work in progress limits, combining Kanban and other agile methods, etc.) are still open. The aim of this paper is to upgrade previous research of different Kanban boards by proposing structure of a generic Kanban board and ground rules for its use, which could serve as a guiding reference for teams planning to introduce Scrumban as their development process. Additionally, an example of using such a board in practice is provided. The paper starts from the premise that appropriate combination of Scrum and Kanban advantages makes the most from both. Therefore, the proposed solution combines the most important Scrum practices (release and Sprint planning, regular delivery of increments, frequent feedback) with basic Kanban principles (visualization of workflow, limiting work in progress, change management). Key-Words: - Scrum, Kanban, agile methods, software development, software process management, quality improvement 1 Introduction According to the last State of Agile Development Numerous agile methods [1] have appeared in the Survey [9], the most widespread agile method is last fifteen years that – in contrast to traditional Scrum [10, 11]. -
Lean Principles, Learning, and Software Production: Evidence from Indian Software Services
Lean Principles, Learning, and Software Production: Evidence from Indian Software Services Bradley R. Staats David M. Upton Working Paper 08-001 Copyright © 2007, 2008, 2009 by Bradley R. Staats and David M. Upton Working papers are in draft form. This working paper is distributed for purposes of comment and discussion only. It may not be reproduced without permission of the copyright holder. Copies of working papers are available from the author. Lean Principles, Learning, and Software Production: Evidence from Indian Software Services Bradley R. Staats* Harvard Business School Morgan 428B Boston, MA 02163 Tel: 617 496-1462 Fax: 617 496-4066 [email protected] David M. Upton Harvard Business School Morgan 415 Boston, MA 02163 Tel: 617 496-6636 Fax: 617 496-4066 [email protected] Confidential Draft: * Corresponding Author Acknowledgments We would like to express our gratitude to Alexis Samuel, Sambuddha Deb, Ravishankar Kuni, Seema Walunjkar and many other individuals at Wipro for their significant commitment of time and effort for this project. This paper benefited substantially from the thoughts and comments of Kent Bowen, David Brunner, Vishal Gaur, Robert Hayes, Ananth Raman, Zeynep Ton, and Noel Watson. We are grateful to the Division of Research of Harvard Business School for generous funding. All errors remain our own. Lean Principles, Learning, and Software Production Confidential Draft: March 28, 2009 Lean Principles, Learning, and Software Production: Evidence from Indian Software Services Abstract While the concepts of lean production are frequently applied in service organizations there is little work that rigorously has examined implementing lean production in contexts other than manufacturing as well as lean production’s impact on performance in these settings. -
Agile Software Development and Im- Plementation of Scrumban
Joachim Grotenfelt Agile Software Development and Im- plementation of Scrumban Metropolia University of Applied Sciences Bachelor of Engineering Mobile Solutions Bachelor’s Thesis 30 May 2021 Abstrakt Författare Joachim Grotenfelt Titel Agile software utveckling och Implementation av Scrumban Antal Sidor 31 sidor Datum 30.05.2021 Grad Igenjör YH Utbildningsprogram Mobile Solutions Huvudämne Informations- och kommunikationsteknologi Instruktörer Mikael Lindblad, Projektledare Peter Hjort, Lektor Målet med avhandlingen var att studera agila metoder, hur de används i mjukvaruföretag och hur de påverkar arbetet i ett programvaruutvecklingsteam. Ett annat mål med avhandlingen var att studera bakgrunden till den agila metoden, hur den togs i bruk och hur den påverkar kundnöjdhet. I denna avhandling förklaras några existerande agila metoder, verktygen för hur agila metoder används, samt hur de påverkar programvaruutvecklingsteamet. Avhandlingen fokuserar sig på två agila metoder, Scrum och Kanban, eftersom de ofta används i olika företag. Ett av syftena med denna avhandling var att skapa förståelse för hur Scrumban metoden tas i bruk. Detta projekt granskar fördelarna med att ha ett mjukvaruutvecklingsteam som arbetar med agila processer. Projektet lyckades bra och en arbetsmiljö som använder agila metoder skapades. Fördelen blev att utvecklarteamet kunde göra förändringar när sådana behövdes. Nyckelord Agile, Scrum, Kanban, Scrumban Abstract Joachim Grotenfelt Author Basics of Agile Software Development and Implementation of Title Scrumban Number of Pages 31 pages Date 30.05.2021 Degree Bachelor of Engineering Degree Program Mobile Solutions Professional Major Information- and Communications Technology Instructors Mikael Lindblad, Project Manager Peter Hjort, Senior Lecturer The goal of the thesis is to study the Agile methods and how they affect the work of a soft- ware development team. -
Agile Playbook V2.1—What’S New?
AGILE P L AY B O OK TABLE OF CONTENTS INTRODUCTION ..........................................................................................................4 Who should use this playbook? ................................................................................6 How should you use this playbook? .........................................................................6 Agile Playbook v2.1—What’s new? ...........................................................................6 How and where can you contribute to this playbook?.............................................7 MEET YOUR GUIDES ...................................................................................................8 AN AGILE DELIVERY MODEL ....................................................................................10 GETTING STARTED.....................................................................................................12 THE PLAYS ...................................................................................................................14 Delivery ......................................................................................................................15 Play: Start with Scrum ...........................................................................................15 Play: Seeing success but need more fexibility? Move on to Scrumban ............17 Play: If you are ready to kick of the training wheels, try Kanban .......................18 Value ......................................................................................................................19 -
ASSESSING KANBAN FITMENT in the FLUID and FAST-PACED WORLD of SOFTWARE DEVELOPMENT - Vikram Abrol, Ketan Shah
WHITE PAPER ASSESSING KANBAN FITMENT IN THE FLUID AND FAST-PACED WORLD OF SOFTWARE DEVELOPMENT - Vikram Abrol, Ketan Shah. Abstract Operating in a business environment governed by speed and agility, IT companies are under constant and immense pressure to reduce time-to-market and enhance product quality. The birth of the Agile approach and models like Scrum owe their existence to this need driving managers to find better solutions. Looking to achieve a faster and more efficient software development cycle (SDC), IT companies have adopted certain methodologies, such as the Lean approach, from the manufacturing industry – another business where speed and efficiency hold the key to profitability. The concept of Kanban also originated in the manufacturing space and has filtered into the IT industry several years ago as an effective approach to manage SDC. The terminology related to Kanban in manufacturing context comes mostly from Toyota Motor Corporation in Japan where the system was invented. The Japanese term Kanban literally means a visual card or a signboard. Hence the Kanban system of work management essentially focuses on visualizing the workflow in order to reduce constraints and minimize the work-in- progress (WIP). External Document © 2018 Infosys Limited External Document © 2018 Infosys Limited Kanban in the context of software development The term Kanban can take on different A Japanese word for visual sign or nuances in the contexts of manufacturing billboard process and IT software development. Toyota production line staff used a Kanban A Learn system to – an actual card – as an inventory control control production cue in their manufacturing process and based on demand - inspired by implemented Just in Time (JIT) production What Toyota methodology to reduce idle inventory is Kanban and WIP stretches. -
Lean Thinking in Software Development: Impacts of Kanban on Projects
View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by Helsingin yliopiston digitaalinen arkisto Department of Computer Science Series of Publications A Report A-2011-4 Lean Thinking in Software Development: Impacts of Kanban on Projects Marko Ikonen To be presented, with the permission of the Faculty of Science of the University of Helsinki, for public criticism in Auditorium XII, University Main Building, on 19th December 2011, at noon. University of Helsinki Finland Supervisors Professor Pekka Abrahamsson (University of Helsinki, Finland) Professor Jukka Paakki (University of Helsinki, Finland) Pre-examiners Professor Giancarlo Succi (Free University of Bolzano-Bozen, Italy) Professor Juan Garbajosa (Technical University of Madrid, Spain) Opponent Professor Markku Oivo (University of Oulu, Finland) Custos Professor Pekka Abrahamsson (University of Helsinki, Finland) Contact information Department of Computer Science P.O. Box 68 (Gustaf H¨allstr¨omin katu 2b) FI-00014 University of Helsinki Finland Email address: [email protected].fi URL: http://www.cs.Helsinki.fi/ Telephone: +358 9 1911, telefax: +358 9 191 51120 Copyright c 2011 Marko Ikonen ISSN 1238-8645 ISBN 978-952-10-7409-7 (paperback) ISBN 978-952-10-7410-3 (PDF) Computing Reviews (1998) Classification: D.2.9, K.6.3 Helsinki 2011 Unigrafia Lean Thinking in Software Development: Impacts of Kanban on Projects Marko Ikonen Department of Computer Science P.O. Box 68, FI-00014 University of Helsinki, Finland [email protected].fi http://www.cs.helsinki.fi/u/mjikonen/ PhD Thesis, Series of Publications A, Report A-2011-4 Helsinki, December 2011, 104+90 pages ISSN 1238-8645 ISBN 978-952-10-7409-7 (paperback) ISBN 978-952-10-7410-3 (PDF) Abstract The history of software development in a somewhat systematical way has been performed for half a century. -
Getting Started with the Salesforce® Agile Accelerator
Getting Started with the Salesforce® Agile Accelerator Salesforce, Summer ’16 @salesforcedocs Last updated: April 14, 2016 © Copyright 2000–2016 salesforce.com, inc. All rights reserved. Salesforce is a registered trademark of salesforce.com, inc., as are other names and marks. Other marks appearing herein may be trademarks of their respective owners. CONTENTS SALESFORCE AGILE ACCELERATOR . 1 WHAT’S NEW WITH SALESFORCE AGILE ACCELERATOR . 2 INSTALL SALESFORCE® AGILE ACCELERATOR . 3 ASSIGN A DEFAULT PERMISSION SET . 4 PERMISSION SETS DETAIL . 5 CREATE AND MANAGE TEAMS . 7 SALESFORCE PRODUCT TAG OVERVIEW . 8 CREATE PRODUCT TAGS . 9 CREATE YOUR FIRST SPRINT . 10 SALESFORCE EPICS . 12 SALESFORCE THEMES . 14 CREATE A WORK RECORD . 15 RELATE A CASE TO A WORK RECORD . 17 CREATE A TASK . 19 VIEW YOUR BACKLOG MANAGER . 21 PANEL TYPES AND CRITERIA . 23 CUSTOM PICKLIST VALUES FOR WORK RECORDS . 24 CUSTOM FIELDS FOR WORK RECORDS . 26 CUSTOM FIELDS FOR PRODUCT TAGS . 28 Contents CONFIGURE COMMUNITIES . 30 CREATE USER STORIES AND BUGS IN SALESFORCE1 . 32 CONFIGURE EMAIL VOLUME . 34 CONFIGURE THE EMAIL2AGILE SERVICE . 35 USE THE QUICK CREATE WORK RECORD GOOGLE CHROME EXTENSION . 36 KANBAN . 38 What is Kanban? . 38 Create a Kanban Board . 39 Edit a Kanban Column . 40 Manage Your Kanban Backlog . 41 Customize Kanban Cards . 43 SALESFORCE AGILE ACCELERATOR ® Salesforce Agile Accelerator helps you manage your agile product development with the same EDITIONS technology that’s used in your Salesforce organization. Your entire team can track user stories, bugs, reports, and more from within Salesforce. For added flexibility, Kanban is supported. Use it together Available in: Salesforce with Scrum, or by itself. -
Agile Methodologies
Agile Methodologies David E. Bernholdt Oak Ridge National Laboratory Michael A. Heroux, James M. Willenbring Sandia National Laboratories Software Productivity Track, ATPESC 2020 See slide 2 for license details exascaleproject.org License, Citation and Acknowledgements License and Citation • This work is licensed under a Creative Commons Attribution 4.0 International License (CC BY 4.0). • The requested citation the overall tutorial is: David E. Bernholdt, Anshu Dubey, Mark C. Miller, Katherine M. Riley, and James M. Willenbring, Software Productivity Track, in Argonne Training Program for Extreme Scale Computing (ATPESC), August 2020, online. DOI: 10.6084/m9.figshare.12719834 • Individual modules may be cited as Speaker, Module Title, in Software Productivity Track… Acknowledgements • Additional contributors include: Patricia Grubel, Rinku Gupta, Mike Heroux, Alicia Klinvex, Jared O’Neal, David Rogers, Deborah Stevens • This work was supported by the U.S. Department of Energy Office of Science, Office of Advanced Scientific Computing Research (ASCR), and by the Exascale Computing Project (17-SC-20-SC), a collaborative effort of the U.S. Department of Energy Office of Science and the National Nuclear Security Administration. • This work was performed in part at the Argonne National Laboratory, which is managed by UChicago Argonne, LLC for the U.S. Department of Energy under Contract No. DE-AC02-06CH11357. • This work was performed in part at the Oak Ridge National Laboratory, which is managed by UT-Battelle, LLC for the U.S. Department of Energy under Contract No. DE-AC05-00OR22725. • This work was performed in part at the Lawrence Livermore National Laboratory, which is managed by Lawrence Livermore National Security, LLC for the U.S. -
Software Development a Practical Approach!
Software Development A Practical Approach! Hans-Petter Halvorsen https://www.halvorsen.blog https://halvorsen.blog Software Development A Practical Approach! Hans-Petter Halvorsen Software Development A Practical Approach! Hans-Petter Halvorsen Copyright © 2020 ISBN: 978-82-691106-0-9 Publisher Identifier: 978-82-691106 https://halvorsen.blog ii Preface The main goal with this document: • To give you an overview of what software engineering is • To take you beyond programming to engineering software What is Software Development? It is a complex process to develop modern and professional software today. This document tries to give a brief overview of Software Development. This document tries to focus on a practical approach regarding Software Development. So why do we need System Engineering? Here are some key factors: • Understand Customer Requirements o What does the customer needs (because they may not know it!) o Transform Customer requirements into working software • Planning o How do we reach our goals? o Will we finish within deadline? o Resources o What can go wrong? • Implementation o What kind of platforms and architecture should be used? o Split your work into manageable pieces iii • Quality and Performance o Make sure the software fulfills the customers’ needs We will learn how to build good (i.e. high quality) software, which includes: • Requirements Specification • Technical Design • Good User Experience (UX) • Improved Code Quality and Implementation • Testing • System Documentation • User Documentation • etc. You will find additional resources on this web page: http://www.halvorsen.blog/documents/programming/software_engineering/ iv Information about the author: Hans-Petter Halvorsen The author currently works at the University of South-Eastern Norway. -
CRC.Press-Lean.IT.Enabling.And
Praise for Lean IT “A great read on how to apply Lean principles to IT. These tools really work to improve IT’s perfor- mance and credibility.” — Niel Nickolaisen, CIO Headwaters, Inc.; co-author of Stand Back and Deliver: Accelerating Business Agility “A groundbreaking synthesis, examining IT operations, project management, software devel- opment, and governance through a Lean lens. Taut, subtly reasoned, and laced with the kind of brilliant insights that only come from practicing masters. Required reading for IT executives, archi- tects, and project managers.” — Charles Betz, author of Architecture and Patterns for IT Service Management, Resource Planning, and Governance, and practicing Fortune 20 enterprise architect “A superb primer for anyone interested in learning about Lean. Their work will help business lead- ers understand the arcane machinations of IT while giving IT professionals a common language to talk to the business.” David Almond, Administrator, Office of Transformation for the Department of Administrative Services; former CIO, Oregon Department of Revenue “Do most IT organizations waste effort? They do. Can this book transform your thinking and jumpstart your efforts to eliminate waste and optimize the business value of IT? You bet!” Kurt Milne, Executive Director, IT Process Institute “Finally! A practical Lean transformation blueprint that includes information systems and the IT organization, while addressing the essential element of human engagement across the enterprise. You can easily digest their lessons and learn how to adapt and apply to your specific organization. This is the key to business alignment the IT industry has been searching for.” Andrew Rome, Talent & Organizational Performance executive of an 80,000-person global IT Management firm “A deft application of Lean concepts and techniques to a central challenge we all face: how to increase effectiveness of investments in IT people and systems and the value they bring to enterprise processes. -
Appendix Project Management Appendix Project Management This Appendix Contains Additional Information on Project Management
Appendix project management Appendix Project management This appendix contains additional information on project management. These are un edited versions of earlier more elaborate chapters on either traditional- and agile project management. Table of Contents Appendix Project management ...................................................................................................................... 1 1 Traditional project management ............................................................................................................. 2 1.1 Traditional project management theory and principles ................................................................... 2 1.2 Traditional project management the basics ..................................................................................... 3 2 Agile project management ...................................................................................................................... 5 2.1 Explaining agile project management ~ the agile manifesto ........................................................... 5 2.2 Typical agile mechanics, ideas and tools ~ agile in practice ........................................................... 7 2.2.1 Iterative development ~ iterative and incremental planning .................................................... 8 2.2.2 Communication, learning and visualisation ............................................................................. 9 2.2.3 Project results and project success ........................................................................................