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Lean Software Development: An Agile Toolkit, by Mary Poppendieck, Tom Poppendieck
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Lean Software Development: An Agile Toolkit
- Adapting agile practices to your development organization
- Uncovering and eradicating waste throughout the software development lifecycle
- Practical techniques for every development manager, project manager, and technical leader
Lean software development: applying agile principles to your organization
In Lean Software Development, Mary and Tom Poppendieck identify seven fundamental "lean" principles, adapt them for the world of software development, and show how they can serve as the foundation for agile development approaches that work. Along the way, they introduce 22 "thinking tools" that can help you customize the right agile practices for any environment.
Better, cheaper, faster software development. You can have all three–if you adopt the same lean principles that have already revolutionized manufacturing, logistics and product development.
- Iterating towards excellence: software development as an exercise in discovery
- Managing uncertainty: "decide as late as possible" by building change into the system.
- Compressing the value stream: rapid development, feedback, and improvement
- Empowering teams and individuals without compromising coordination
- Software with integrity: promoting coherence, usability, fitness, maintainability, and adaptability
- How to "see the whole"–even when your developers are scattered across multiple locations and contractors
Simply put, Lean Software Development helps you refocus development on value, flow, and people–so you can achieve breakthrough quality, savings, speed, and business alignment.
- Sales Rank: #90897 in Books
- Published on: 2003-05-18
- Original language: English
- Number of items: 1
- Dimensions: 9.10" h x .50" w x 6.90" l, .85 pounds
- Binding: Paperback
- 240 pages
From the Back Cover
Lean Software Development: An Agile Toolkit
Mary Poppendieck Tom Poppendieck
Forewords by Jim Highsmithand Ken Schwaber
- Adapting agile practices to your development organization
- Uncovering and eradicating waste throughout the software development lifecycle
- Practical techniques for every development manager, project manager, and technical leader
Lean Software Development: An Agile Toolkit
Lean software development: applying agile principles to your organization
In Lean Software Development, Mary and Tom Poppendieck identify seven fundamental "lean" principles, adapt them for the world of software development, and show how they can serve as the foundation for agile development approaches that work. Along the way, they introduce 22 "thinking tools" that can help you customize the right agile practices for any environment.
Better, cheaper, faster software development. You can have all three—if you adopt the same lean principles that have already revolutionized manufacturing, logistics and product development.
- Iterating towards excellence: software development as an exercise in discovery
- Managing uncertainty: "decide as late as possible" by building change into the system.
- Compressing the value stream: rapid development, feedback, and improvement
- Empowering teams and individuals without compromising coordination
- Software with integrity: promoting coherence, usability, fitness, maintainability, and adaptability
- How to "see the whole"—even when your developers are scattered across multiple locations and contractors
Simply put, Lean Software Development helps you refocus development on value, flow, and people—so you can achieve breakthrough quality, savings, speed, and business alignment.
About the Author
MARY POPPENDIECK, Managing Director of the Agile Alliance (a leading non profit organization promoting agile software development), is a seasoned leader in both operations and new product development with more than 25 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 currently the President of Poppendieck LLC, a consulting firm specializing in bringing lean production techniques to software development.
TOM POPPENDIECK was creating systems to support concurrent development of commercial airliner navigation devices as early as 1985. Even then, the aerospace industry recognized that sequential development of product design, manufacturing process design and product support was costly and non-competitive. His subsequent experience in software product development, COTS implementation, and most recently as a coach, mentor, and enterprise architect support the same conclusion for software development. He currently assists organizations that need to improve their software development capabilities apply the lean principles and tools described in this book.
Excerpt. � Reprinted by permission. All rights reserved.
Preface
I used to be a really good programmer. My code controlled telephone switching systems, high energy physics research, concept vehicles, and the makers and coaters used to manufacture 3M tape. I was equally good at writing Fortran or assembly language, and I could specify and build a minicomputer control system as fast as anyone. After a dozen or so years of programming, I followed one of my systems to a manufacturing plant and took the leap into IT management. I learned about materials control and unit costs and production databases. Then the quality-is-free and just-intime movements hit our plant, and I learned how a few simple ideas and empowered people could change everything.
A few years later I landed in new product development, leading commercialization teams for embedded software, imaging systems, and eventually optical systems. I liked new product development so much that I joined a start-up company and later started my own company to work with product development teams, particularly those doing software development.
I had been out of the software development industry for a half dozen years, and I was appalled at what I found when I returned. Between PMI (Project Management Institute) and CMM (Capability Maturity Model) certification programs, a heavy emphasis on process definition and detailed, front-end planning seemed to dominate everyone's perception of best practices. Worse, the justification for these approaches was the lean manufacturing movement I knew so well. I was keenly aware that the success of lean manufacturing rested on a deep understanding of what creates value, why rapid flow is essential, and how to release the brainpower of the people doing the work. In the prevailing focus on process and planning I detected a devaluation of these key principles. I heard, for example, that detailed process definitions were needed so that "anyone can program," while lean manufacturing focused on building skill in frontline people and having them define their own processes.
I heard that spending a lot of time and getting the requirements right upfront was the way to do things "right the first time." I found this curious. I knew that the only way that my code would work the first time I tried to control a machine was to build a complete simulation program and test the code to death. I knew that every product that was delivered to our plant came with a complete set of tests, and "right the first time" meant passing each test every step of the way. You could be sure that next month a new gizmo or tape length would be needed by marketing, so the idea of freezing a product configuration before manufacturing was simply unheard of. That's why we had serial numbers--so we could tell what the current manufacturing spec was the day a product was made. We would never expect to be making the exact same products this month that we were making last month.
Detailed front-end planning strikes me as diametrically opposed to lean manufacturing principles. Process definition by a staff group strikes me as diametrically opposed to the empowerment that is core to successful lean manufacturing. It seems to me that the manufacturing metaphor has been misapplied to software development. It seems to me that CMM, in its eagerness to standardize process, leaves out the heart of discovery and innovation that was the critical success factor in our move to total quality management. We knew in manufacturing that ISO9000 and even Malcolm Baldrige awards had little or nothing to do with a successful quality program. They were useful in documenting success, but generally got in the way of creating it. It seems to me that a PMI certification program teaches a new project manager several antipatterns for software project management. Work breakdown. Scope control.
Change control. Earned value. Requirements tracking. Time tracking. I learned all about these when I was a program manager for government contracts at 3M, and was keenly aware of the waste they added to a program. We certainly knew better than to use them on our internal product development programs, where learning and innovation were the essential ingredients of success.
This is not to say that CMM and PMI are bad, but only that for anyone who has lived through the lean revolution, they tend to give the wrong flavor to a software development program. In this book we hope to change the software development paradigm from process to people, from disaggregation to aggregation, from speculation to data-based decision making, from planning to learning, from traceability to testing, from cost-and-schedule control to delivering business value. If you think that better, cheaper, and faster can't coexist, you should know that we used to think the same way in the pre-lean days of manufacturing and product development. However, we learned that by focusing on value, flow, and people, you got better quality, lower cost, and faster delivery. We learned that from our competitors as they took away our markets. May you lead your industry in lean software development.
Mary Poppendieck
Most helpful customer reviews
67 of 70 people found the following review helpful.
Excellent book that teaches how to think agilely
By Michael Cohn
Books written during the first phase of agile software development have been about very specific practices we should employ. There are some excellent books on the Extreme Programming, Feature-Driven Development and Scrum agile processes. These books teach us "do a, b, and c if you want to do Extreme Programming" or "do x, y and z if you want to do Scrum."
In the last year we've seen books by Highsmith (Agile Software Development Ecosystems) and Cockburn (Agile Software Development) that represent the second wave of agile software development-that of learning to think agilely rather than following a prescribed set of agile rules. Mary and Tom Poppendieck's book is the latest and best book for teaching how to think agilely.
The book contains 22 "thinking tools." The thinking tools are drawn from the world of lean manufacturing where they have helped improve product delivery speed, quality and cost. Each tool is presented as a guideline. Each thinking tool is described with enough detail that you can put it into practice; but, more importantly, the reasons supporting each are made explicit. So, instead of simply reading that it is good to "deliver as fast as possible" we learn how rapid delivery is supported by pull systems (where work is pulled into the current step from the prior step), how queuing theory helps us identify bottlenecks, and how to calculate the cost of delay (to see which bottlenecks are worth removing).
This book is the perfect blend of highly actionable instructions and descriptions of why those actions work. I highly recommend this book to anyone who wishes to improve his or her software development process. The authors' ideas are applicable both to projects using agile approaches today and to more traditional, plan-driven projects.
34 of 34 people found the following review helpful.
A good, practical book
By Mark Meuer
Our reading group at work recently read "Lean Software Development." There are several things I really like about this book:
1. Its thinking is clearer than most. The Poppendiecks make sharp distinctions between principles, tools, and practices. (More on this will follow.)
2. It presents an Agile approach without demanding that one follow all tenets of Extreme Programming (such as pair programming).
3. It recognizes that in the past it has been a mistake to think of software development as being roughly analogous to manufacturing. Creating custom software is not very much like assembling cars within a factory.. Software development is much closer to product development, much more like the work that goes into designing the car in the first place. Principles (not necessarily techniques!) that work well in product design can have a much more straightforward application in software design.
4. They specifically address the needs of safety-critical software, talking about how to apply these principles in environments that are heavily regulated or where a software failure may endanger lives.
The book does suffer at times from and affliction common to this genre: over-enthusiasm. There can be a sense that all we need to do is follow what they say and all will be well. But, for the most part, the authors provide reasonable, realistic guidance for those looking to improve the way they go about creating software.
Now that we have the overview, let's look at the meat of the book: Agile principles. There are seven Agile principles which should govern a group's software development process:
1. Eliminate Waste
2. Amplify Learning
3. Decide as Late as Possible
4. Deliver as Fast as Possible
5. Empower the Team
6. Build Integrity In
7. See the Whole
A chapter is devoted to each principle. In each, the principle is described, examples are given from both product and software development, and a number of "tools" are suggested as ways to apply the principle in software development.
The principles are valid within any development effort, software or otherwise. For example, a good process will always seek reasonable ways to eliminate waste. In product development and manufacturing, waste may include scrap material that does not end up in a product. In software, the definition of "waste" will include things like partially done work, extra processes, extra features, waiting,
etc.
It is very important to keep the distinction between principles, tools, and techniques in mind. Principles must be reasonably applied to a given environment. The authors put it quite well: (pp. 179-180)
* Eliminate waste does not mean throw away all documentation.
* Amplify learning does not mean keep on changing your mind.
* Decide as late as possible does not mean procrastinate.
* Deliver as fast as possible does not mean rush and do sloppy work.
* Empower the team does not mean abandon leadership
* Build integrity in does not mean big, upfront design.
* See the whole does not mean ignore the details.
"One team's prescription is another team's poison. Do not arbitrarily adopt practices that work in other organizations; use the thinking tools in this book to translate lean principles into agile practices that match your environment."
I strongly recommend this book.
66 of 78 people found the following review helpful.
Great Principles based on Bad Assumptions
By R. Lampereur
I am a senior software systems engineer working for an aerospace company. I recently read the Poppendicks' book and have mixed feelings about it. Overall they present some great lean development principles and tools that appear to be useful in boosting productivity in my software engineering organization. On the other hand, their understanding of CMM/CMMI is so off-base that it is hard for me to take them seriously as authors.
They misrepresented CMM several times in the book, so they either do not understand what CMM is and how it works, or they are intentionally misrepresenting it to "scare" people into using their lean software tools. The reality is that agile software development principles and tools fit perfectly into the CMM/CMMI models and the Poppendicks would have a much stronger book if they realized that. Rather than bashing CMM to make their tools seem more useful, they might do better if they realized that CMM/CMMI and lean software development can work perfectly together.
My advice to people interested in buying the book is to only read the book if you can take what the Poppendicks say with a grain of salt. Read about the lean principles/tools and think of how you could apply them in your software development environment. In the spirit of implementing the primary principle of lean development (i.e. eliminate waste), I would ignore the anecdotes they include in the book. They appear to be intentionally sensational while offering little value.
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