Lean Software Strategies: Proven Techniques for Managers and Developers

Much of the early traction of Lean thinking in software development has come from the Agile community. That is good news because it provides a ready-made audience and it helps the Agile community avoid stagnation. It's bad news because some of the Agile camp has been bent on reinterpreting Lean to rationalize practices that they already wanted to use. In contrast, Middleton and Sutton's prophetic book describes a far more thorough interpretation of Lean software development which cannot possibly be contained by the limited world view of Agile. Again, there is good news and bad news here. The good news is that some of the benefits previously accorded to Agile methods are now more attainable by a broader slice of the total software engineering community. Lean software engineers can realize the benefits of short cycle times and workcell organization, without giving up the quality and product scope benefits of using superior engineering practices. If you ask me how I personally practice Lean software development (see Scrumban - Essays on Kanban Systems for Lean Software Development), the answer is a great deal like the contents of this book.

It would be pure gold like this one! This book won the Shingo Award: http://bigblue.usu.edu/shingoprize/AboutUs/index.htm. The selection committee clearly knew what it was doing. The author has created an excellent exposition of how lean manufacturing methods can be applied to create abstract intellectual assets such as software and, by implication, systems engineering plans and designs. Overall the book is an excellent, well written discourse on lean methodology with numerous examples of its application. The authors explain in clear detail how best to apply several lean tools to plan and to perform major systems and software projects, e.g., TRIZ, Analytic Hierarchy Process, SCR, Blitz QFD, Theory of Constraints, Agile practices, high integrity UML, language selection to support lean production (SPARC Ada), load leveling, and Kano Modeling. The cases where this approach was used provide consistent evidence of success; software productivity was significantly improved over previous practice by roughly a factor of four even though the requirements churn in those same contracts was significantly higher than in other successful projects. It is critical to note that software production was stabilized against serious requirements instability by the lean practices being described. Further, that stabilization was a major contributor to successful completion of the contracts! In the first few chapters, the author spends some time explaining the niche in which lean methods live and work most effectively. In chapter 5 the author analyzes the SEI's Software CMM model to determine the manufacturing paradigm for software. One should note that, since the publication of the book, the Software CMM has been replaced by a newer model, the Software/System/etc CMMI that addresses several of the lean concerns: http://www.sei.cmu.edu/cmmi/. After some thought it is clear that the fundamental criticism of the Software CMM is that the implementation of any business model by practitioners of the manufacturing paradigm is the principle problem. Such practitioners will likely take a relatively low risk, evolutionary, incremental approach to introduce change. They will therefore initially implement a set of organizational processes that promote and support the manufacturing paradigm in a way that minimizes necessary change, the nearest "as is" state. Such processes should not be expected to be particularly lean until after performance needs drive significant changes to support a leaner approach, the "to be" state. This incremental approach, while fairly smooth and stable can take a decade or more to reach a lean paradigm even if that is the intended end state. If the authors choose to write a second edition it would be useful to discuss how the CMMI model that has come into use since the writing of this book provides potential synergy with the lean approach. To understand what is improved over the software CMM, one should note that the new CMMI model

It would be pure gold like this one. This book won the Shingo Award: http://bigblue.usu.edu/shingoprize/AboutUs/index.htm. The selection committee clearly knew what it was doing. The author has created an excellent exposition of how lean manufacturing methods can be applied to create abstract intellectual assets such as software and, by implication, systems engineering plans and designs. Overall the book is an excellent, well written discourse on lean methodology with numerous examples of its application. The authors explain in clear detail how best to apply several lean tools to plan and to perform major systems and software projects, e.g., TRIZ, Analytic Hierarchy Process, SCR, Blitz QFD, Theory of Constraints, Agile practices, high integrity UML, language selection to support lean production (SPARC Ada), load leveling, and Kano Modeling. The cases where this approach was used provide consistent evidence of success; software productivity was significantly improved over previous practice by roughly a factor of four even though the requirements churn in those same contracts was significantly higher than in other successful projects. It is critical to note that software production was stabilized against serious requirements instability by the lean practices being described. Further, that stabilization was a major contributor to successful completion of the contracts! In the first few chapters, the author spends some time explaining the niche in which lean methods live and work most effectively. In chapter 5 the author analyzes the SEI's Software CMM model to determine the manufacturing paradigm for software. One should note that, since the publication of the book, the Software CMM has been replaced by a newer model, the Software/System/etc CMMI that addresses several of the lean concerns: http://www.sei.cmu.edu/cmmi/. After some thought it is clear that the fundamental criticism of the Software CMM is that the implementation of any business model by practitioners of the manufacturing paradigm is the principle problem. Such practitioners will likely take a relatively low risk, evolutionary, incremental approach to introduce change. They will therefore initially implement a set of organizational processes that promote and support the manufacturing paradigm in a way that minimizes necessary change, the nearest "as is" state. Such processes should not be expected to be particularly lean until after performance needs drive significant changes to support a leaner approach, the "to be" state. This incremental approach, while fairly smooth and stable can take a decade or more to reach a lean paradigm even if that is the intended end state. If the authors choose to write a second edition it would be useful to discuss how the CMMI model that has come into use since the writing of this book provides potential synergy with the lean approach. To understand what is improved over the software CMM, one should note that the new CMMI model

I have read "Software Lean Strategies" from cover to cover and believe it is of truly "outstanding value" I'm a highly experienced software engineering professional and each work day have the responsibility of ensuring complex safety-critical systems functionality controlled by software is of high integrity. I try to read, learn and see perspectives of all. It is refreshing to see a real world book with many examples and lessons learned in Software Lean Strategies. Why do I feel this is an outstanding book? First, it has given me a new perspective on how to integrate systems more strategically. It is all about the long haul software life cycle strategies and not about day to day tweeks and tactics. It is all about real world systems and the constant struggles in software. Also it is kind of like Fredrick Brook's famous book "Mythical Man Month" first written over 30 years ago about IBM and the 360 computer. Software Lean is more about software and systems integration developed a few years ago and how to apply the value stream and to focus on essential priority tasks and work products. Software Lean shows software development is still plagued with inefficiencies and the authors are not saying they have the silver bullet, but are only sharing some of their experiences, lessons learned and what seems to work best. When I look at Software Lean conepts in totality the authors are simply communicating and suggesting some areas to focus on for cheaper, better (higher quality) systems and higher technical integrity. I firmly believe folks who will read this book with an open mind will get new ideas. It stimulatated my thinking and helped me apply some of the principles to prevent costly rework. When compared to other books on the Lean subject this one has specifics and many principles and examples grounded in fact. It is truely non-fiction. Some other books on the subject are way off the mark and have some rather odd concepts that are counterproductive. I did learned to think more strategically after reading this fine book. I try not to slam anyone's opinions in books, especially when they are so open and honest about what works in software development and what does not. Software Lean "earned" a recent prestigious award. I read it a year earlier and touted it amongst software leaders, coworkers and collegues as a darn good read. Final point: I am normally a little critical of new concepts and fad books, but in this case found no fads and agree with 95% of what is written in Software Lean. It is somewhat innovation and very logical and I believe one can benefit by seeing many persopectives and not being so close minded. The other 5 % I disagree with is either what is lacking or perhaps simply philosophical differences based on my biases and inability to see the point. My hats off to this book that has helped to stimulate some actionable ideas. I've loaned it to a couple of enginners on my staff and they like it. The more we read, the more we learn. I kee