A Tentative Framework for
Lean Software Enterprise
Research and Development
Presentation
LESS 2010
Faculty of Science / Petri Kettunen
www.helsinki.fi/yliopisto
16.10.2010
1
OUTLINE
1. Introduction
2. Related Work and Foundations
3. Research Model
4. Empirical Studies
5. Conclusions
Faculty of Science / Petri Kettunen
www.helsinki.fi/yliopisto
16.10.2010
2
1. Introduction
• 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.
Faculty of Science / Petri Kettunen
www.helsinki.fi/yliopisto
16.10.2010
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2. Related Work and
Foundations (1/2)
• Lean research inferences for software enterprises
(Table 1):
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?
Lean Production
(2.2)
 How does production /
manufacturing operate
there?
Lean Product
Development (2.3)
Lean Software
Development (2.4)
Lean
Transformation
(2.5)
 How does new product
development join?
 How to emulate
physical production?
 How to conduct
programs of
organizational change?
 systemic valueorientation
 workforce-based
mindsetting (culture)
 JIT
 automation with a
“human touch”
(Jidoka)
 Set-Based Concurrent
Engineering
 flow and “wastes” in
software development
 continuous
improvement
(problems, excellence)
 concepts and terms of
‘Lean’ and ‘Agile’
currently not all exactly
defined
 material flows replaced
with knowledge flows
 equipment replaced
with knowledge work
 intangible nature of
software creation
 lack of solid underlying
reasoning and analysis
 no established
pathways for software
organizations to follow
Faculty of Science / Petri Kettunen
www.helsinki.fi/yliopisto
16.10.2010
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2. Related Work and
Foundations (2/2)
• Lean Software Enterprise research and
development cycle (Figure 1):
Research Questions:
BUSINESS STRATEGY
1.
Needs
Basic Research
Applied Research
Operations
Management
Hypotheses
Control / Improvement
Actions
2.
2.2
2.
BPR, OD
Lean Software
Enterprise
Model
3.
2.1
4.
SPI
2.5
NPD / Software
Operations
2.3
Goals
1.
Theorybuilding
X. = Research Question
2.X = Section
Faculty of Science / Petri Kettunen
Performance
Measurement
3.
2.4
Outcomes /
Performance
Effects
4.
How do (successful)
software projects
contribute to the lean
enterprise
performance?
What factors moderate
software project
performance in lean
enterprise context?
What is a Lean
Software Enterprise?
How can it be realized
(transformation /
improvement)?
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16.10.2010
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3.
Entity
Business
Performance
1.
GOALS
Specifying value
contributes
Software Project
Value
Performance
2.
Making value flow
advance,
sustain
MEANS
Lean
Methods, Tools /
People, Teams
• 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.
Effective
Value Flow
Identifying the
value stream and
eliminating waste
hinder,
block
improve,
eliminate
IMPEDIMENTS
realize
4.
• The software product development
projects need to contribute (positively)
to the overall business performance.
brings
ENABLERS
X. = Research Question
Faculty of Science / Petri Kettunen
NPD / Software
Operations
NEEDS
Operations Management,
Performance Measurement
3. Research Model
• 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.
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16.10.2010
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4. Empirical Studies
Case study research
instance (Figure 3):
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).
Project
Performance
p1
p2
r1
Some new propositions (for further study):
p3
Kanban
Wastes
r2
p4
r3
People / Team
• 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.
Faculty of Science / Petri Kettunen
www.helsinki.fi/yliopisto
16.10.2010
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5. Conclusions (1/2)
• 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
Faculty of Science / Petri Kettunen
www.helsinki.fi/yliopisto
17.10.2010
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5. Conclusions (2/2)
• 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?

Faculty of Science / Petri Kettunen
www.helsinki.fi/yliopisto
17.10.2010
9
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16.10.2010
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16.10.2010
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Faculty of Science / Petri Kettunen
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16.10.2010
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