Lean Software Development Research Papers (original) (raw)

ABSTRACT Lean Six Sigma Executive Overview (Case Study) Templates are a guide to Lean Six Sigma Green Belt, Lean Six Sigma Black Belt, and Lean Six Sigma Master Black Belt Projects. Lean Six Sigma Practitioners use the DMAIC (Define, Measure, Analyze, Improve, and Control) Phases. The Lean Six Sigma Executive Overview (Case Study) include the most common tools used in the DMAIC Phases. There are Backup Slides that include the tools and templates of Optional or less often tools. There are guidelines in the notes section. These templates are used to document Lean Six Sigma Projects as they are executed. I wish you well on your projects. Steven Bonacorsi, Lean Six Sigma Master Black Belt.

- by
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- Business, Management, Business Administration, Engineering

Context: Development of software-intensive products and services increasingly occurs by continuously deploying product or service increments, such as new features and enhancements, to customers. Product and service developers must continuously find out what customers want by direct customer feedback and usage behaviour observation. Objective: This paper examines the preconditions for setting up an experimentation system for continuous customer experiments. It describes the RIGHT model for Continuous Experimentation (Rapid Iterative value creation Gained through High-frequency Testing), illustrating the building blocks required for such a system. Method: An initial model for continuous experimentation is analytically derived from prior work. The model is matched against empirical case study findings from two startup companies and further developed. Results: Building blocks for a continuous experimentation system and infrastructure are presented. Conclusions: A suitable experimentation system requires at least the ability to release minimum viable products or features with suitable

- by Jürgen Münch
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- Computer Science, Software Engineering, User Experience (UX), Lean Thinking

Lean Six Sigma Measure Phase Tollgate Templates are a guide to Lean Six Sigma Green Belt, Lean Six Sigma Black Belt, and Lean Six Sigma Master Black Belt Projects. Lean Six Sigma Practitioners use the DMAIC (Define, Measure, Analyze, Improve, and Control) Phases. The Lean Six Sigma Measure Phase Tollgate Templates include the most common tools used in the Measure Phase. There are Backup Slides that include the tools and templates of Optional or less often tools. There are guidelines in the notes section. These templates are used to document Lean Six Sigma Projects as they are executed. There are checklists and guides to ensure the Measure Phase is completed and approved before moving to the next process improvement phase. I wish you well on your projects. Steven Bonacorsi, Lean Six Sigma Master Black Belt.

- by Steven Bonacorsi
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- Business, Business Administration, Engineering, Statistics

In spite of the adaptive methodology of Agile software development, the harsh reality is still that
large IT projects go overbudget by an average of 45 percent and still provide 56 percent less business value than predicted (Bloch 2011). A new method is needed, and Lean Software Development has recently emerged as a popular choice. This report seeks to provide the reader with a synthesis of Lean Software Development’s history, practice, and misuse. It also seeks to enlighten the reader as to the role of project management within a Lean organization. The method of analysis is through the summary of papers, blogs, and book content. The reader should emerge with a clear knowledge of its origins, basic tenets, it’s efficacy, and the issues involved with implementing it. Many of the mentioned papers target various case studies where excellent efficacy has been reported or measured. Said papers attempt to show that Lean Software development can give some gains of over 300 percent when adopted fully, and even by adopting some tenets of Lean Thinking one organization saw a decrease in mean development time by 73 percent (Middleton 2012). It is also found that there is a great need for further research and study within the field of Lean Software Development (Sjoberg 2012), especially within the field of Large Scale Systems (Pernstål 2013). While there are lots of benefits in becoming and Lean company but there are also inherent downsides to attempting to pilot this program. The author finds that lots of care should be taken when evaluating whether or not Lean is a fit for the company, and how much support it is willing to give. Lean can make people uncomfortable (Middleton 2012), or simply not fit within the company’s management and dynamic (Ahmad 2013). Additionally it is costly to implement and may need a rehaul of the existing businesses structure to proceed effectively.

Buffers are often used in Construction to prevent the negative impact of Variability and Uncertainty on projects. Inventories of materials, budget contingencies, time float, and excess of equipment capacity are examples of the type of Buffers found in construction. However, usually the design and management of Buffers is based mostly on intuition and performed informally. New production philosophies such as Lean Production, Lean Construction and Theory of Constraints allow a more systematic and rigorous approach to the Design and Management of Buffers. This paper discusses the role of production management philosophies in the Design and Management of Buffers, and how selected IT tools can support this process. The paper also provides some guidelines for the design of Buffers in repetitive construction projects using a proposed conceptual model.

- by Leonardo Rischmoller
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- Civil Engineering, Architecture, Research Methodology, Lean Project Delivery

As the Software Engineering landscape continues to evolve and new paradigms are introduced, there can be a tendency for both industry and academia to enthusiastically embrace new approaches and march forward under whatever banner conventional wisdom has decided to adopt. One such banner is Lean Software Development, a paradigm that continues to see a growth in interest driven by the need for cost reductions within industry. The term lean attracts the attention of business, but precisely how it applies within software development is still being debated. In addition, its relationship to the better understood agile methodologies is also a topic for debate. Having been drawn into this research area ourselves, we present here a review of Lean Software Development and try to distil out for the reader some understanding of this somewhat undefined topic. We conclude with some thoughts on where this subject might go to from here.

- by Xiaofeng Wang
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- Software Engineering, Lean Software Development, Lean, Software Development

[Context] Coping with rapid requirements change is crucial for staying competitive in the software business. Frequently changing customer needs and fierce competition are typical drivers of rapid requirements evolution resulting in requirements obsolescence even before project completion. [Objective] Although the obsolete requirements phenomenon and the implications of not addressing them are known, there is a lack of empirical research dedicated to understanding the nature of obsolete software requirements and their role in requirements management. [Method] In this paper, we report results from an empirical investigation with 219 respondents aimed at investigating the phenomenon of obsolete software requirements. [Results] Our results contain , but are not limited to, defining the phenomenon of obsolete software requirements, investigating how they are handled in industry today and their

- by Krzysztof Wnuk and +1
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- Requirements Engineering, Lean Software Development, Empirical Software Engineering, Software Requirement Engineering

Lean Six Sigma DMAIC Checklist Templates are a guide to Lean Six Sigma Green Belt, Lean Six Sigma Black Belt, and Lean Six Sigma Master Black Belt Projects. Lean Six Sigma Practitioners use the DMAIC (Define, Measure, Analyze, Improve, and Control) Phases. There are Backup Slides that include the tools and templates of Optional or less often tools. There are guidelines in the notes section. These templates are used to document Lean Six Sigma Projects as they are executed. There are checklists and guides to ensure the DMAIC Phase is completed and approved before moving to the next process improvement phase. I wish you well on your projects. Steven Bonacorsi, Lean Six Sigma Master Black Belt.

- by Steven Bonacorsi
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- Business, Management, Business Administration, Engineering

The last three decades era witnessed rapid development in the field of software, and a large number of software are produced and applied in different real-life aspects. The dependence on software have experienced a massive growth. There is a lot of work that has been done in the field of software development and many different methods and models are proposed to develop the software and software process. One of these concerned models is the agile model that is discussed in detail. This paper discusses the software development models in general and mainly it covers the Agile Software Development (ASD), moreover, it also discusses the ASD teams. There is a focus on agile methodologies and emerging themes in ASD, and there is a demonstration of the success rates of ASD methodologies, challenges and future trends.

- by Journal of Software Engineering & Intelligent Systems and +1
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- Lean Software Development, Kanban for Software Development, Scrum, Scrum and Agile

Context: One of the most important steps of the Lean Startup methodology is the definition of Minimum Viable Product (MVP), needed to start the learning process by integrating the early adopters' feedbacks as soon as possible. Objective: This study aims at identifying the common definitions of MVP proposed and the key factors identified to help entrepreneurs efficiently define their MVP, reducing errors due to unconsidered unknown factors. Method: We identified the MVP definitions and key factors by means of a systematic mapping study, defining the research questions and the protocol to be used. We selected the bibliographic sources, the keywords, and the selection criteria for searching the relevant papers. Results: We found 97 articles and, through inclusion and exclusion criteria, removed 75 articles, which reduced the total to 22 at the end of the process. The results are a classification schema for characterizing the definition of Minimum Viable Product in Lean Startups and a set of common key factors identified in the MVP definitions. Conclusion: The identified key factors are related to technical characteristics of the product as well as market and customer aspects. We found a positive improvement of the state of the art of MVP and the definition of Minimum.

The concept of DevOps is a hot topic in recent years. DevOps is a collection of methods for developers and collaborates to deliver software and services rapidly, reliably and with higher quality. The concept of 'lean' defines a kind of the operation in the Toyota Production System. Continuous Integration (CI) and Continuous Delivery (CD) are one of the important practices in the software development. CI is one of the agile software development practice that involves automation and frequent integration of the software changes. DevOps and CD are another subset of the agile. DevOps could be extended with agile methods and by using patterns and practices it helps to improve collaboration between development and operation teams. Both development models of agile and lean are similar to in terms of goals by focusing on the customers and responding to their needs in a rapid method. Agile software development focuses on the software development function, but Lean Thinking has a very explicit focus on the end-to-end process. In this review article, the principle and practices of DevOps, reasons for its usage, challenges of DevOps, the relationship of DevOps with agile are studied.

Choosing the appropriate software development methodology is
something which continues to occupy the minds of many IT professionals. The
introduction of “Agile” development methodologies such as XP and SCRUM
held the promise of improved software quality and reduced delivery times.
Combined with a Lean philosophy, there would seem to be potential for much
benefit. While evidence does exist to support many of the Lean/Agile claims,
we look here at how such methodologies are being adopted in the rigorous
environment of safety-critical embedded software development due to its high
regulation. Drawing on the results of a systematic literature review we find that
evidence is sparse for Lean/Agile adoption in these domains. However, where it
has been trialled, “out-of-the-box” Agile practices do not seem to fully suit
these environments but rather tailored Agile versions combined with more planbased
practices seem to be making inroads.

- by Víctor Pezzetti
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- Lean Software Development, Agile software development

Applied technologies in space sector are performing complicated and challenging projects in comparison other industries. This complexity in the space sector requires new alternatives for business management and project development. Therefore, management strategies in an organization directly affect the project achievements. Project applications, improvement of economic earnings, relations among people in an organization, mentorships, motivation factors and international activities are other significant issues which are really crucial for space sector. To discuss these important issues, we were one of five groups at International Astronautical Congress, Young Professional Workshop in Beijing, 20th September 2013. Our relevant group topic was “What tools and project organization methodologies have been and can be implemented into the space sector from other industries and the YPs' experience (e.g. software, automotive)? “. As a group we have met several times prior to the workshop. Many ideas are emerged in consequence of meetings. Pre-meeting report helped us to prepare individual materials as members thru the workshop. These different reflections were: (1) agile software and engineering issues, (2) process improvement techniques and learning from manufacturing by multiple copies of the same space platform, (3) social activities of organizations for the internal motivation, (4) TRL improvement, (5) project management and system engineering certification the examples from NASA APPEL and Aerospace Corporation, (6) technology transfer among sectors just as military-space and biology-space, (7) Experience assessment of JAXA, (8) software tools that are being used across industries. During the workshop, we simplified these findings and made the final presentation. In addition, preliminary survey questions are listed and determined after the workshop. Finally, common grounds in our final report are summarized as (1) Software development tools, (2) Process improvement techniques, (3) Project management, system engineering education and certification, (4) Company organization structures and (5) Social Activities to improve sector interest. In the final report, group recommendations are given for the each topic and presented to the IAF YP Committee.

ABSTRACT Lean Software Development has attracted a great deal of attention during last years. However, it remains unclear how Lean is implemented in a domain that fundamentally differs from the automotive industry in which it originated. This study provides empirical evidence of how Lean can be combined with Agile methods to enhance software development processes. A case study was conducted at Elektro bit Wireless Segment, which has used Agile from 2007 and began to adopt Lean in 2010. Our findings evidence numerous compatibilities between Lean and Agile. In addition to well-established practices in Agile, Lean thinking has brought new elements to software development such as Kanban and work-in-progress limits, a "pull" and "less waste" oriented culture, and a stronger emphasis on transparency and collaborative development. Scaling flexibility, business management involvement and waste reduction were found as challenges, whilst setting up teams, self-organization and empowerment appeared easier to achieve.

The transformative global economy posed challenges to businesses in service management. In this computing age, the perceptual and operational edge of a certain business or organization manifested on the kind of technology it offers in the Service Management. Organizations have long recognized the importance of managing key resources such as people and information. Information has now moved to its rightful place as a key resource in the organization and therefore management of the same can be instituted by employing methodology. To keep their brand promise, technology has been used;The number of new entrants to every sectors of economy has grown significantly in recent years, and each firm strives to make their daily operation efficient in which demand for business software or application software getting higher and businesses or organizations opted to build or buy this software. Because of new entrants, it had offered opportunity to software developers to translate business processes into systems. This study investigates waste in the software development by application of Lean principles. Like any conventional projects, software becomes buggy and oftentimes it fails. Software failure is always attributed to the software engineering, not the incompetence of project managers, inadequacy of the people on the project, or lack of clear goal. The researchers' contentions are there wastes in the software development and serve as mechanism and evidence to why software fails. Software failure is not attributed to the software itself, it includes however the acceptance of the clients and end-users. Descriptive secondary data analysis, participant observation and Fishbone Analysis were the methodology used in the study. Wastes include unfinished or partially done work, extra features, relearning, handoffs, delays, task switching, and defects.

Revista Lettere de la UVAQ, 2009

- by Juan Carlos Olivares Rojas
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- Lean Software Development

Wie eine Vielzahl an aktuellen Problembeispielen zeigt, geht die Betrachtung der Integration ethischer Anforderungen in Softwareentwicklungsprozesse weit über die reine Produkthaftung hinaus – vielmehr geht es um die Frage „welche Regeln gelten sollen, um ethische Maschinen entwickeln zu können und wie diese ausgestaltet sein müssen, damit sie eingehalten werden (können)" [Zuber et al. 2021, S. 3]. Das hier vorgelegte kursorische Kurzreview soll einen ersten Überblick des Themenfeldes liefern sowie die Identifikation derzeit offener Fragestellungen von zentraler Bedeutung sowie wesentlicher laufender Projekte im betrachteten Forschungsfeld unterstützen.

Agile software development methodologies driving cycle-time reduction have been shown to improve efficiency, enable shorter lead times and place a stronger focus on customer needs. They are also moving the process development focus from cost-reduction towards value creation. Optimizing software development based on lean and agile principles requires tools and metrics to optimize against. We need a new set of metrics that measure the process up to the point of customer use and feedback. With these we can drive cycle time reduction and improve value focus. Recently the lean startup methodology has been promoting a similar approach within the startup context. In this paper, we develop and validate a cycle-time-based metric framework in the context of the software feature development process and provide the basis for fast feedback from customers. We report results on applying three metrics from the framework to improve the cycle-time of the development of features for a SaaS service.

- by Matti Saarikallio and +1
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- Lean Software Development, Cycle time reduction, Value Based Software Engineering, Software Business
- by Juan Garbajosa
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- Lean Thinking, Lean Software Development, Agile software development

- by Oisin Cawley
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- Software Engineering, Lean Software Development, Lean, Software Development

Lean Six Sigma Executive Overview (Case Study) Templates are a guide to Lean Six Sigma Green Belt, Lean Six Sigma Black Belt, and Lean Six Sigma Master Black Belt Projects. Lean Six Sigma Practitioners use the DMAIC (Define, Measure, Analyze, Improve, and Control) Phases. The Lean Six Sigma Executive Overview (Case Study) include the most common tools used in the DMAIC Phases. There are Backup Slides that include the tools and templates of Optional or less often tools. There are guidelines in the notes section. These templates are used to document Lean Six Sigma Projects as they are executed. I wish you well on your projects. Steven Bonacorsi, Lean Six Sigma Master Black Belt.

- by Steven Bonacorsi
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- Business, Management, Business Administration, Engineering

- by Ozan Kara
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- Space Sciences, Education, Project Management, Lean Software Development

Lean principles have been seen as a potential answer to the current issues of faster development cycles and more frequent releases, as software businesses are changing towards more service-oriented offerings and cloud-based business structures. Agile software development methods have played an important role in resolving the same issues at development level. This article creates a framework for lean software enterprise theory by linking lean theory, lean software development, and agile software development methods. The findings are tested through an empirical study conducted in two significant software engineering organizations. This article presents a conceptual lean software development system that clearly combines lean and agile. The important role of people and culture is also emphasized. Agile software development methods are characterized as the tools of lean software development and while lean software development is seen as a change beyond agile, agile approach is required f...

- by Janne Harkonen and +1
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- Management, Software Engineering, Project Management, Lean Software Development

Developing software for the manufacture of medical devices is a sensitive operation from many perspectives, such as: safety and regulatory compliance. Medical Device companies are required to have a well defined development process in place, which includes software development, and be able to demonstrate that they have followed it through the complete life-cycle of the device. With the increasing complexity

Information technology (IT) organizations are increasing the use of agile practices, which are based on a people-centred culture alongside the software development process. Thus, it is vital to understand the social and human factors of the individuals working in agile environments, such as happiness and unhappiness and how these factors impact this kind of environment. Therefore, five case-studies were developed inside agile projects, in a company that values innovation, aiming to identify how (un)happiness impacts software engineers in agile environments. According to the answers gathered from 67 participants through a survey, interviews and using a cross-analysis, happiness factors identified by agile teams were effective communication, motivated members, collaboration among members, proactive members, and present leaders.

A produção de bens intangíveis tem crescido devido ao maior acesso a Tecnologia da Informação e Comunicação (TIC) (BARRET, 1998). Um dos mais valiosos commodities atualmente é o software pois sua produção requer investimentos relativamente menores e possibilita a geração de valor agregado elevado, sem no entanto ser um objeto físico. Segundo usumano (1999) o sofware é estratégico para as empresas podendo ser a base de novos negócios baseados em tecnologia. Grandes vantagens tem sido obtidas pela aplicação de software para apoio a gestão empresarial (ERP). Portanto, a produção de software torna-se uma importante atividade econômica e esta precisa ser tratada à luz das técnicas modernas da gestão de produção. Desta feita, a qualidade de software é talvez uma das maiores preocupações nos dias de hoje nesta área (HAMILTON, 2007). Se por um lado convivemos há algumas décadas com software, que já é considerado uma ferramenta estratégica para empresas (PORTER, 2001), simultaneamente fomos doutrinados a acreditar que anormalidades como travamentos, mal funcionamento, inconsistências são normais, toleráveis e esperáveis nestes produtos, mas não são. O objetivo deste artigo é, sob a ótica da Engenharia de Produção, alertar
para a tendência e as vantagens em automatizar Testes de Software, e que desta forma podem cobrir aproximadamente 99% da extensão real do produto, facilitando identificação precoce de anormalidades e diminuindo drasticamente a ocorrência de falhas junto ao cliente.

- by Harri Haapasalo
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- Management, Software Engineering, Project Management, Lean Software Development

With the increasing popularity of Agile Methods, many software organisations are moving away from traditional methods to adopt Agile development methodologies. Instead of being predictive, Agile is rather adaptive and people-focussed. It advocates a small and collaborative team that work closely together. But team size is a factor that is in turn constrained by people factors. When implementing Agile, these key factors are often overlooked. This study aims at identifying the underlying people factors to consider when adopting Agile for a team to be effective. The method used is the study of three different sized Agile teams developing products based on the same technologies and using Scrum. Both objective and subjective measures were used and the results are supported by a survey. The results clearly show that for agile methodologies to work well, it is crucial to select the right people for the right team.

In recent past every discipline and every industry have their own methods of developing products. It may be software development, mechanics, construction, psychology and so on. These demarcations work fine as long as the requirements are within one discipline. However, if the project extends over several disciplines, interfaces have to be created and coordinated between the methods of these disciplines. Performance is an important quality aspect of Web Services because of their distributed nature. Predicting the performance of web services during early stages of software development is significant. In Industry, Prototype of these applications is developed during analysis phase of Software Development Life Cycle (SDLC). However, Performance models are generated from UML models. Methodologies for predicting the performance from UML models is available. Hence, In this paper, a methodology for developing Use Case model and Activity model from User Interface is presented. The methodology is illustrated with a case study on Amazon.com.

In this paper, we present a model for estimating the final decision point for committing to the development of features that are under analysis for inclusion in the scope of a future release. The Basic Lost Opportunity Estimation Model (BLOEM) is based on studies at a company that uses an agile-inspired software development model. The main objective of BLOEM is to support feature selection in a context where the business value estimates change as the requirements analysis progresses and can be represented as a function of time. With BLOEM, a set of possible management strategies can be assessed for individual features in order to determine a final decision point when either an implementation commitment decision or a rejection decision has to be made. Our initial validation, conducted on a set of 166 features, suggests that the model can be applied in a real-world context to control lost opportunity costs due to feature cancellation and BLOEM can therefore provide valuable input to the selection process. Limitations of BLOEM are discussed and issues for further research are presented.

- by Krzysztof Wnuk and +1
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- Requirements Engineering, Decision Making, Lean Software Development
- by Marc Lainez
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- Engineering, Lean Software Development, Agile software development

ABSTRACT Lean principles, originating from Japanese automotive industry, are anticipated to be useful to improve software development processes. Albeit its popularity there is still no generally accepted, clear and detailed definition of what lean software development actually means. This makes it difficult to perform research on the effects of lean software development and determine its usefulness in various contexts. To fill in that research gap this paper analyzes the state of the art based on twenty key Lean concepts derived from nine seminal sources identified in a systematic literature review. The original explanations of the key concepts have been elaborated further and synthesized into a framework for lean software development consisting of a set of goals, recommended activities and practices. The detailed results for the key concept Value are reported. The proposed framework is expected to serve as a basis for further research and for Lean assessment of organizations.

- by S. Punnekkat
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- Lean Software Development, Systematic Literature Review

—We present a model for supporting scoping decisions that is based on an analysis of the ROI for a given feature. Employing a ROI threshold value for making scoping decisions, the utility of the model was investigated using data from a single large project and identified a group of outlying features responsible for a disproportionate wasted investment. These initial results are promising and indicate that further investigation and validation efforts are warranted.