Index
3D modeling, 118
3M
feasibility stage, 47
focus on the job, 52
handspreads, 47
samples of new products, 47
7 principles. See seven principles.
7 wastes. See seven wastes.
A
acceptance tests, 150, 186. See also story tests.
accommodations, 233
Aden, Jill, 195
adopting new technologies, 230–231
agile software development, tools for. See Rally.
Airline Information Management System, 119
airport check-in desk example, 110
airport delays, example, 136–137
AJAX, 150
Alias, 55
alignment, 69
Allen, Charles, 234
American System of Manufacture, 1
analyzing the situation, 169
annual performance rating. See performance evaluations.
applause, 210
Appleton, Brad, 202
definition, 20
divisible systems, 182
feedback and quality, 182
assemble-to-order, 34
assembly line. See mass production.
asynchronous cadence, 109
Austin, Rob, 40
auto industry. See also specific industries.
used car sales, 41
Autodesk, 55
automating routine tasks, 197–198, 227–228, 231–232
availability of processes, 98
B
BAA airport management, 217–218, 220–221
balanced scorecards, 144
barriers
eliminating, 210
interdepartmental, 122
batch and queue approach, 88
Beck, Kent, xx
Bell, Gordon, 165
bell curve, and individual performance, 130
Bell Laboratories, 121
Benneton, 67
Beyond the Goal, 230
big visible charts, 140
billing system example, 167–168
Black Belts, 229
blame, 143
Blenko, Marcia, 57
BMI, 39
BMI call center, outsourcing, 215
Boehm, Barry, 33
777 project, 117–120, 140, 230
787 Dreamliner, 210
Bohnet, Ralph, 167
bonuses as incentives, 145, 146
books and publications
Beyond the Goal, 230
Cheaper by the Dozen, 37
“Collaboration Rules,” 208
Conquering Complexity in Your Business, 67
“Do You Have Too Much IT?”, 69
Estimating and Planning, 232–233
Fit for Developing Software, 187
Hidden Value, 146
The Instructor, the Man and the Job, 234
The Knowledge-Creating Company, 156
Lean Software Development: An Agile Toolkit, xxiii
Lean Solutions, 43
The Machine That Changed the World, 11
Managing the Unexpected, 9
Product Development for the Lean Enterprise, 15
Product Development Performance, 13, 52
“Quality With a Name,” 20
Taxonomy of Problem Management Activities, 20
Toyota Production System, 5
The Toyota Way, 14
The Ultimate Question, 241
“When IT’s Customers Are External,” 62–63
Who has the D?, 57
Working Effectively with Legacy Code, 167
bottleneck elimination, xix
bottlenecks (Muri), xix
lean supply chains, 13
relational contracts, 221
teams, 214
value streams, 84
boundaries, system, 201
Brin, Sergey, 46
burn-down charts, 140
business case, 240
business intent, testing, 200
business success
constraints, 153
responsibility for, 13, 16, 53
rewards for, 145
C
cadence
asynchronous, example, 109
Cagan, Martin, 53
capable development process, 98
capacity, limiting work to
teams, 134
cash stage, 49
cause. See root causes.
agents, 229
management, 25
scope bloat, 25
scope control, 25
tolerance, 182
waste, 25
change for the better (Kaizen) events, 173–175
change requests, 62
chartering teams, 241
charts, 140
Cheaper by the Dozen, 37
chief architect, 133
Christensen, Clayton, 226
Chrysler
NS minivan, 56
QFD (quality function deployment) analysis, 56
shared leadership, 56
churn
test-and-fix, 24
value streams, 91
waste, 24
Clark, Kim B., 52
Clark, Mike, 197
ClearStream Consulting, 167–168
Cleland-Huang, Jane, 182
CMM, 124
coaches, 133
complexity, 69
technical debt, 150
undeployed, 75
undocumented, 75
unsynchronized, 74
untested, 74
Cohn, Mike, 232
collaboration. See partners; teams.
“Collaboration Rules,” 208
commitment. See also Just-in-Time commitment.
to change, 151
deferring, principle of, 32–33
iterative development, 186
planning as, 33
companies
organizational boundaries
lean supply chains, 13
relational contracts, 221
teams, 214
value streams, 84
purpose of, 123
types of, 141
alternatives to money, 145–146
annual raises, 144
balanced scorecards, 144
span of influence versus span of control, 144–145
competing on the basis of time, 34
competitive advantage
complexity, 69
customer satisfaction, 241
development speed, 35
expert workforce, 37
feedback, 177
lean principles, 11
management innovation, 124
Toyota, 224
user interface, 189
complexity
competitive advantage, 69
limiting features and functions, 70–71
minimum useful feature sets, 71–72
pricing structure, example, 72–73
root cause of waste, 67
software code, 69
concept stage, 46
concurrent development, 182
concurrent engineering, 16
condensing knowledge, 157
configuration management, 201–202
conflict of interest, 215
conquering complexity, 5
Conquering Complexity in Your Business, 67
continuous improvement
cadence, 168
complexity reduction, 166
configuration management, 201
Deming’s 14 points, 122
development organization objectives, 239
at PatientKeeper, 98
principle of, 38
waste elimination, 166
continuous integration, 202–203
contractors, 218
contracts
BAA airport management, 217–218, 220–221
fixed price, 125
Norwegian Computer Society, 218–219
NTNU (Norwegian University of Science and Technology), 218–219
purpose of, 217
time and materials, 218
costs
competing on the basis of time, 34
crossing organizational boundaries, 39–40, 243
economies of scale, 5
joint ventures, 220
Keiretsu advantage, 12
refactoring, 166
of software maintenance, 20–21
standards, 193
support and warranty, 164
synergistic relationships, 221
counterintuitive concepts
continuous integration, 202
Lean, 11
new paradigms, 11
object orientation, 195
set based development, 161
seven principles, 23
Crawford-Mason, Clare, 125
create knowledge, principle of, 29–32
cross-functional teams, 56, 64, 78, 122
Cunningham, Ward, 187
custom systems. See software development, custom systems.
customer-focused organizations
decision making, 57
designing for manufacturability, 58–59
designing for operations, 58–59
development goal, 55
facilitating information flow, 52–60
leadership teams, 55
shared leadership, 56
What can go wrong, will go wrong, 59–60
customers
delighting, 49–52. See also Google.
needs, 43
satisfaction, as competitive advantage, 241
satisfaction, measurements, 241
understanding, 50
cycle time
reducing
establishing a cadence, 108–109
evening out work arrival, 103–105
limiting work to capacity, 110–111
minimizing process elements, 105–107
minimizing process size, 107–108
utilization and, 102
D
Darwin Information Typing Architecture (DITA), 131
decisions. See also commitment.
irreversible, 160
key, 162
making, 57
decomposition, optimizing by, 40–41
defects
discovering versus preventing, 27, 82. See also test-driven development.
as management problems, 29
tracking systems, 27
defer commitment, principle of, 32–33
mapping in value streams, 91
delighters, 65
deliver fast, principle of, 34–35. See also speed.
Deming, W. Edwards
14 points
point 12, 210
points 6 and 7, 210
causes of problems, 121, 123–124
Deming Cycle, 121
dependence on inspection, 122
fear, 122
inherent system variation, 121
interdepartmental barriers, 122
introduction, 120
leadership, 122
numerical quotas, 123
PDCA (plan, do, check, act), 121, 154–155
pride of workmanship, 123
psychology, 122
purpose of a company, 123
scientific method, 121
slogans, exhortations, and targets, 123
synergy, 121
System of Profound Knowledge, 121
theory of knowledge, 121
Deming Cycle, 121
democracy principle, Google, 45
Denne, Mark, 182
dependencies, teams, 135
deployment
available to production, 87, 90
concept-to-launch time, 99, 103
delays, 91
minimum useful feature sets, 71
obsolescence, 91
QFD (quality function deployment) analysis, 56
undeployed code, 75
design
of code. See software development.
intent, testing, 200
of products. See Toyota Product Development System; Toyota Production System.
Design for Six Sigma (DFSS), 229
design/build teams, 118, 123, 133
deskilling, 228
deterministic school, 21
developing software. See software development.
development teams
capacity, 99
champions, 132
DFSS (Design for Six Sigma), 229
error prevention, 82
goal of, 240
incentives, 123
interaction designers, 189
joined at the hip, 55
maintenance duties, 79
measurements, 237
pride in workmanship, 210
process improvement, 31
rewards, 145
set-based concurrent engineering, 16
size, and technical debt, 153
DFSS (Design for Six Sigma), 229
differentiation, 50
discipline
automating routine tasks, 197–198
configuration management, 201–202
continuous integration, 202–203
nested synchronization, 203–204
Open Source reviews, 196
organizing a workspace, 190–192
standardize (seiketsu), 191–192
standards for software development, 193–196
test-driven development, 198–201
DITA (Darwin Information Typing Architecture), 131
divisible systems architecture, 182
Do It Right the First Time, 165
do it right the first time, 29
“Do You Have Too Much IT?”, 69
doctor’s appointments, example, 104–105
Drucker, Peter, 12–13, 220–221
dual ladder, 143
dysfunctional measurements, 238
E
Easel Corporation, xvii
economic companies, 141
education. See training.
eliminate waste, principle of, 23–25
eliminating barriers, 210
empirical school, 21
employees. See partners; people; teams.
engaged thinking people, 35, 37, 117, 237
enterprise software, 20
entrepreneurial leaders, 16, 37, 54
ERP (Enterprise Resource Planning), 231
estimates
as commitments, 232
granular level, 134
implementation effort, 185
stories, 183
tasks, 97
Estimating and Planning, 232–233
Evans, Eric, 186
Evans, Phillip, 208
Excel, 36
excellence principle, Google, 45
exchanging tests, 212
exhortations, 123
exhortations as incentives, 123
expediting projects, 98
expert technical workforce, 37
exploratory tests, 201
extra features, as waste, 24–25, 75
F
FAA (Federal Aviation Administration), 119
face-to-face discussion, 78
fast delivery. See deliver fast; speed.
fear as incentive, 122
Feathers, Michael, 167
features
YAGNI (You Aren’t Going to Need It), 165
FedEx, 34
feedback, and quality
architecture, 182
competitive advantage, 177
iterative development, 183–190
financial results. See return on investment.
fire, Aisin plant, 208–209, 211
FIT (Framework for Integrated Tests), 75, 150, 187
Fit for Developing Software, 187
Fitnesse, 150
fixed price contracts, 125
fixtures, 187
Fowler, Martin, 167
framework for integrated tests. See FIT (Framework for Integrated Tests).
Francis, Charles A., 3
frequent integration, 212
Fujimoto, Takahiro, 52
Fujitsu, 39
funding profiles, 61
future blindness, 226
G
Gap, 68
Gates, Bill, 36
genchi-genbutsu (go, see, confirm), 54
George, Michael, 67
global teams, 212
global work groups, 212
goal setting, 223
corporate philosophy, 44
customer satisfaction, 50
democracy principle, 45
excellence principle, 45
Keyhole, 45
maps, 45
page rank system, 48
product development principles, 44–45
product development timeline
cash stage, 49
concept stage, 46
pilot stage, 48
systems design stage, 47
speed principle, 45
value principle, 44
workforce utilization, 101–102
Google Earth, 45
Google Local, 45
Green Book, 6
H
hack-a-thon, 152
hacking versus speed, 35
hangers, theft of, 125
haste makes waste, 35
Heathrow, 217
help desk, BMI, 39
help each other, 35, 127, 129, 183
Hidden Value, 146
history of lean software development
See Just-in-Time
See mass production
See Toyota Product Development System
H&M, 67
HTTPUnit, 150
hypothesis development, 171, 234–241
I
applause, 210
blame, 143
individual performance, 142
performance evaluations, 141–143
incremental development, dangers of, 164
incremental funding, 61
individual performance as incentives, 142
infrastructure, outsourcing, 214–215
innovation
start of, 46
Web inspired, 233
inspections
dependence on, 122
discovering defects, 27, 82. See also test-driven development.
preventing defects, 27, 82. See also test-driven development.
purpose of, 27
types of, 27
The Instructor, the Man and the Job, 234
integration
frequent, 212
interaction designers, 55, 130, 189
interdepartmental barriers, 122
Internet age, and knowledge creation, 159
intrinsic rewards, 146
Intuit
founding of, 51
leadership teams, 55
limiting complexity, 70
QuickBooks, 70
Quicken
introduction of, 51
leadership teams, 55
Quicken Rental Property Management, 57–58
inventory. See also Just-in-Time.
rocks-and-stream metaphor, 7–8
as waste, 24
irreversible decisions, 160
IT departments
cost, 68
fixing, 64
guide to the use of technology, 69
versus software companies, 62–65
we-they model, 63
iterative development
commitment, 186
example, 184
FIT (Framework for Integrated Tests), 187
overview, 183
planning, 186
story-test driven development, 186
user interface variation, 189–190
J
Japan. See also Toyota; Toyota Product Development System; Toyota Production System.
Java, five S’s, 192
Jefferson, Thomas, 1
Jensen, Bent, 80
JIFFIE, 151
Job Instruction (JI) module, 235–236
Job Methods (JM) module, 235–236
Job Relations (JR) module, 235–236
Johnson, Jim, 24
joined at the hip, 55
Jones, Daniel, 43
accommodations, 233
adopting new technologies, 230–231
automating routine tasks, 227–228, 231–232
corporate life expectancy, 225–227
developing a hypothesis, 234–241
ERP (Enterprise Resource Planning), 231
future blindness, 226
goal setting, 223
push versus pull systems, 236–237
right to think, 237
road map, 242
schedules, 228
Theory of Constraints, 230–233
the use of technology, 227–228
JR (Job Relations) module, 235–236
Jula, John, 54
JUnit, 150
Juran, J. M., 26
Just-in-Time. See also inventory.
definition, 4
Green Book, 6
Just-in-Time flow, 5
maximizing local efficiencies, 8
nonstock production, 6
rocks-and-stream metaphor, 7–8
Just-in-Time commitment. See also commitment.
dangers of incremental development, 164
Do It Right the First Time, 165
examples
medical device interface, 162
pluggable interfaces, 163
irreversible decisions, 160
key decisions, 162
and scientific method, 154
and waste, 164
YAGNI (You Aren’t Going to Need It), 165
Just-in-Time manufacturing, 4–7
K
Kaizen (change for the better) events, 173–175
Kennedy, Michael, 15
key decisions, 162
Keyhole, 45
knowledge
creation
condensing knowledge, 157
in the Internet age, 159
at Rally Software Development, 149–152
technical debt, 150
theory of, 121
knowledge-based engineering, 15
The Knowledge-Creating Company, 156
L
large group improvement, 173–175
large-batch software development, 71, 102
last responsible moment, 32, 161, 185
leadership
customer-focused organizations, 52–57
Deming’s points, 122
Honda, 55
Intuit, 55
Strong Project Leader, 54
traveling team leaders, 213
definition, xxiii
initiatives
first step, 153
initiating. See journey.
reasons for failure, 153
manufacturing
versus development, 14
principles, competitive advantage, 11. See also seven principles.
production
See also lean, software development
See also mass production
See also Toyota Product Development System
See also Toyota Production System
flowchart, 12
knowledge-based engineering, 15
manufacturing versus development, 14
Toyota versus other vehicle manufacturers, 13
software development
history of
See lean, production
See mass production
See Toyota Product Development System
overview, 17
Lean Solutions, 43
learn-by-doing, 19
learning. See training.
Lexus, 13
Liker, Jeffrey, 14
limiting work to capacity, 110–111, 134
Linux security breach, example, 207–208, 211
L.L. Bean, 34
local efficiencies, 8
M
MacCormack, Alan, 30
MacGibbon, Simon, 62
The Machine That Changed the World, 11
maintenance
functional, 133
innovation as competitive advantage, 124
people. See people, managing.
project, 133. See also project managers.
Managing the Unexpected, 9
manufacturing. See also Toyota Product Development System; Toyota Production System.
versus development, 14
lean, 14
video cassettes, 59
mapping value streams. See value streams.
maps, Google, 45
Martens, Ryan, 149
See also lean, production
See also Toyota Product Development System
See also Toyota Production System
American System of Manufacture, 1
Just-in-Time manufacturing, 4–7
maximizing local efficiencies, 8
McAfee, Andrew, 69
McCabe Cyclomatic Complexity Index, 194–195
customer satisfaction, 241
dysfunctional, 238
improving the wrong ones, 237
net promoter score, 241
optimize by decomposition, 40–41
reducing the number of, 238
ROI (return on investment), 240–241
statistical process control, 120–122
medical device interface example, 162
Meszaros, Gerard, 167
MetaScrum meeting, xvii
metrics. See measurements.
Microsoft, respect for people, 36
mindfulness, 9
mind-meld, 50
minimum useful feature sets, 71–72
Minoura, Teruyuki, 236
mistake-proofing, 6–7, 196–198
Muda (waste), xix
Mugridge, Rick, 187
multitasking, causing waste, 78–80
Mura (stress), xix
Muri (bottlenecks), xix
myths
finishing the code, 79
haste makes waste, 35
optimize by decomposition, 40–41
planning is commitment, 33
specifications reduce waste, 24–25
testing to find defects, 28–29
N
National Center for Manufacturing Sciences (NCMS), 13
nested synchronization, 203–204
net promoter score, 241
New United Motor Manufacturing Incorporated (NUMMI), 226
newspaper, online subscription, 50
no partial credit, 188
no secrets, 118
Nonaka, Ikujiro, 156
nonfunctional requirements, testing, 201
nonstock production, 6
Norwegian Computer Society, 218–219
Norwegian University of Science and Technology (NTNU), 218–219
NS minivan, 56
numerical quotas, 123
O
Ohno, Taiichi
planning, 33
value streams, 83
one click build, 198
Oobeya, 213
Open Source
chief engineer approach, 54
leadership, 54
reviews, 196
Strong Project Leader, 54
optimize by decomposition, 40–41
optimize the whole, principle of, 38–41
options-based development, 135
O’Reilly, Charles, 146
organizational boundaries. See boundaries, organizational.
organizing a workspace, 190–192
outsourcing
BMI call center, 215
competitive advantage, 215–216
conflict of interest, 215
introduction, 214
transactions, 215
P
Page, Larry, 46
page rank system, Google, 48
Pareto analysis, 26
partners. See also teams.
contracts
BAA airport management, 217–218, 220–221
Norwegian Computer Society, 218–219
NTNU (Norwegian University of Science and Technology), 218–219
purpose of, 217
Deming point 12, 210
eliminating barriers, 210
equality of, 213
examples
Boeing 787 Dreamliner, 210
Linux security breach, 207–208, 211
Procter & Gamble, 210
exchanging tests, 212
frequent integration, 212
global teams, 212
global work groups, 212
Oobeya, 213
outsourcing
BMI call center, 215
introduction, 214
transactions, 215
proxies, 213
rotating people, 212
traveling team leaders, 213
war room, 213
PatientKeeper
development teams, 97
introduction of Scrum, xvii
limiting complexity, 71
limiting work to capacity, 134
product managers, 97
release schedules, 97
PBS documentary, 119
PDCA (plan, do, check, act), 121, 154–155
under the bell curve, 130
Boeing 777 project, 117–120, 140
causes of low quality and productivity, 121
choosing suppliers, 122
compensation
alternatives to money, 145–146
annual raises, 144
balanced scorecards, 144
span of influence versus span of control, 144–145
Deming Cycle, 121
dependence on inspection, 122
fear, 122
individual performance, 142
performance evaluations, 141–143
inherent system variation, 121
interdepartmental barriers, 122
leadership, 122
numerical quotas, 123
PBS documentary, 119
PDCA (plan, do, check, act), 121, 154–155
pride of workmanship, 123
projects versus products, 62
psychology, 122
rotating assignments, 212
scientific method, 121
sharing early and often, 118
slogans, exhortations, and targets, 123
stop-the-line culture, 139–140
synergy, 121
System of Profound Knowledge, 121
testing early, failing fast, 118–119
theory of knowledge, 121
trust, 125
wall charts, 140
Working Together program, 118–120
performance evaluations as incentives, 141–143
personnel. See partners; people; teams.
PERT (Program Evaluation and Review Technique), 179
Pfeffer, Jeffrey, 146
pilot stage, 48
P&L (profit and loss) model, 240
plan, do, check, act (PDCA), 121, 154–155
plan-driven methods, 33
planning
as commitment, 33
iterative development, 186
Taiichi Ohno on, 33
pluggable interfaces example, 163
policies. See practices; principles.
Post-it Notes, 139
practices. See also principles.
definition, 19
for successful software development, 30
Price, Jerry, 125
pricing structure, complexity example, 72–73
pride of workmanship, 123
principles. See also practices.
continuous improvement, 38
definition, 19
democracy principle, 45
excellence principle, 45
product development principles, 44–45
speed principle, 45
value principle, 44
lean software development. See seven principles.
learn-by-doing, 19
understand-before-doing, 19
Prius, 21
problem solving
analyzing the situation, 169
defining the problem, 152–153, 169
first rule, 168
follow up, 172
hypothesis generation, 171
introduction, 168
Kaizen (change for the better) events, 173–175
large group improvement, 173–175
scientific method, 154, 169–172
standardization, 172
verifying results, 172
process cycle efficiency, 85–86, 90–92, 108
processes
availability, 98
average time, calculating, 100–101
capable, 98
quality measurement, 99
robust, 177
Procter & Gamble, 51, 210, 216–217
product development, lean, 13–15
Product Development for the Lean Enterprise, 15
Product Development Performance, 13, 52
product managers, 133
product owners, 133
productivity, 28
products
concept stage, 46
development. See software development; Toyota Product Development System; Toyota Production System.
specifications
basis for acceptance tests, 150
profit, definition, 152
profit and loss (P&L) model, 240
profitability, 61, 122, 241–242
Program Evaluation and Review Technique (PERT), 179
programmer tests. See unit tests.
programmers. See partners; people; teams.
project managers, 42, 127, 133, 237. See also management.
projects
average process time, calculating, 100–101
dividing work into stories, 99
expediting, 98
measuring, 99
PatientKeeper delivery cycle, 95–98
process availability, 98
process capability, 98
red flags, 98
setting upper limits, 99
setting upper size limits, 99
promotion systems as incentives, 143–144
property tests, 201
Proulx, Tom, 55
proxies, 213
psychology, 122
pull scheduling, example, 112–113
Q
QA (Quality Assurance), 89, 96
QFD (quality function deployment) analysis, 56
quality
building in, principle of, 25–29
change tolerance, 182
discipline
automating routine tasks, 197–198
configuration management, 201–202
continuous integration, 202–203
nested synchronization, 203–204
Open Source reviews, 196
organizing a workspace, 190–192
standardize (seiketsu), 191–192
standards for software development, 193–196
test-driven development, 198–201
divisible systems architecture, 182
iterative development
commitment, 186
example, 184
FIT (Framework for Integrated Tests), 187
overview, 183
planning, 186
story-test driven development, 186
user interface variation, 189–190
robust development processes, 177
role of feedback
architecture, 182
iterative development, 183–190
Quality Assurance (QA), 89, 96
quality function deployment (QFD) analysis, 56
“Quality With a Name,” 20
queuing theory. See also speed.
average process time, calculating, 100–101
establishing a cadence, 108–109
evening out work arrival, 103–105
limiting work to capacity, 110–111
minimizing process elements, 105–107
minimizing process size, 107–108
examples
airport check-in desk, 110
asynchronous cadence, 109
doctor’s appointments, 104–105
QuickBooks, 70
Quicken Rental Property Management, 57–58
R
raises as incentives, 144
Rally Software Development, 149–152
Raymond, Eric, 54
red-eye reduction example, 162–163
Reichheld, Fred, 241
relearning, 76
release cycles, example, 107–108
repeatable reliable cycle time, 238
requirements
overloading, 25
SRS (Software Requirements Specifications), 75
stale, 74
test specs, 82
timing assumptions, 233
response time
by category, 84
at peak capacity, 101
queue length, 172
reliability, 98
testing, 201
responsibility-based planning and control, 133–135
retrospectives, 236
return on investment (ROI), 41, 240–241
reversible decisions, 32
rewards. See also compensation; incentives.
intrinsic, 146
right to think, 237
risk
contracting away, 218
custom software development, 181
partially done work, 24
refactoring, 164
river companies, 141
robust development processes, 177
rocks-and-stream metaphor, 7–8
Rogers, Paul, 57
failure of lean initiatives, 153
group improvement failure, 174
low quality and productivity, 121, 123–124
technical debt, 150
waste, 67
rotating people, 212
S
safety considerations, stop-the-line culture, 9
sales, engineering, development (SED) system, 55
Sapolsky, Harvey, 179
satisfaction, customer, 49–52, 241
schedules
inventory. See Just-in-Time.
PatientKeeper releases, 97
philosophy of, 228
Schnaith, Kent, 192
Schwaber, Ken, xvii
scientific method
Deming Cycle, 121
Just-in-Time commitment, 154
managing people, 121
steps of, 154
stop-the-line culture, 154
Toyoda, Kiichiro, 154
Toyoda, Sakichi, 154
Toyota Production System, 154
scope bloat, 25
scope control, 25
Scrum
bottleneck elimination, xix
definition, 28
quality improvement, 28
stress avoidance, xix
Type A, xvii
Type B, xvii
Type C, xvii
waste elimination, xix
winning companies, xvii
winning product portfolio, xvii
winning teams, xvii
Scrum Product Owners, 133
ScrumMasters, 133
Sears, 34
SED (sales, engineering, development) system, 55
seiketsu (standardize), 191–192
myths
haste makes waste, 35
optimize by decomposition, 40–41
planning is commitment, 33
specifications reduce waste, 24–25
testing to find defects, 28–29
seven wastes. See also waste.
extra features, 75
relearning, 76
seven year list, example, 106–107
shared leadership, 56
sharing early and often, 118
Shewhart Cycle, 121
Shimmings, Ian, 41
Shingo, Shigeo
purpose of inspections, 82
seven wastes, 73
types of inspections, 27
ship builders, training, 234–236
Shook, Jim, 35
Shore, Jim, 20
Silicon Valley Product Group, 53
simulation, kanban cards, 10
single point of responsibility, 65
slogans as incentives, 123
small batches, 15, 74, 101–102, 196
Smalley, Art, 153
Smith, Levering, 178
Sobek, Durwood, 53
software
development timeline, 20
difficult to change. See legacy systems.
embedded, definition, 20
enterprise, definition, 20
structure of. See architecture, software.
software companies versus internal IT, 62–65
capable processes, 98
concurrent, 182
deterministic school, 21
empirical school, 21
handling changes. See change, management.
plan-driven methods, 33
principles of. See principles; seven principles.
process quality measurement, 99
speed, competitive advantage, 35
speed versus hacking, 35
systematic learning, 31
software development, custom systems
beginning/end criteria, 62
change requests, 62
funding profiles, 61
IT departments
fixing, 64
versus software companies, 62–65
we-they model, 63
IT—business collaboration, 62–65
products versus projects, 60–63
software companies versus internal IT, 62–65
staffing, 62
we-they model, 63
Software Requirements Specifications (SRS), 75
span of influence versus span of control, 144–145
specification-by-example, 200
speed. See also deliver fast; queuing theory.
average projects, 99
dividing work into stories, 99
expediting, 98
versus hacking, 35
measuring, 99
PatientKeeper delivery cycle, 95–98
principle of, 45
process availability, 98
process capability, 98
red flags, 98
setting upper limits, 99
unique projects, 100
Spolsky, Joel, 36
Spring, 150
Sprints, at PatientKeeper, xvii
SRS (Software Requirements Specifications), 75
staffing. See partners; people; teams.
standardization, problem solving, 172
standardize (seiketsu), 191–192
standards for software development, 193–196
statistical process control, 120–122
stealing hangers, 125
safety considerations, 9
and scientific method, 154
stories
dividing work into, 99
iterative development, 183–186
no partial credit, 188
story tests, 200. See also acceptance tests.
story-test driven development, 186
strangling legacy code, 167
stress (Mura), xix
stress avoidance, xix
Strong Project Leader, 54
suggestion systems, 236
supervisors. See people, managing.
Sutcliffe, Kathleen M., 9
synchronization, nested, 203–204
System of Profound Knowledge, 121
system stability and queuing theory, 101–102
system variation, 121
systematic learning, 31
systems design stage, 47
T
tacit knowledge, 14, 31, 77–78, 156–157
Takeuchi, Hirotaka, 156
target costs, 180, 218–219, 221
targets as incentives, 123
Taxonomy of Problem Management Activities, 20
Taylor, Frederick Winslow, 2, 37, 227
TDD (test-driven development). See test-driven development.
teachers. See training.
teams. See also partners.
barriers to, 128
champions, 133
chartering, 241
coaches, 133
cross-functional, 56, 64, 78, 122
dependencies, 135
development
capacity, 99
champions, 132
DFSS (Design for Six Sigma), 229
error prevention, 82
goal of, 240
incentives, 123
interaction designers, 189
joined at the hip, 55
maintenance duties, 79
measurements, 237
pride in workmanship, 210
process improvement, 31
rewards, 145
set-based concurrent engineering, 16
size, and technical debt, 153
global, 212
Honda, 55
versus individual efforts, 126
limiting work to capacity, 134
organizational boundaries, 214
product managers, 133
Quicken, 55
ranking systems, 128
responsibility-based planning and control, 133–135
Scrum Product Owners, 133
ScrumMasters, 133
silos, 131
variation, 135
winning, xvii
work breakdown structure, 135
versus workgroups, 126–127, 212
technical debt, 150
technical success, 145
technical writers, 75, 130–131
test early, fail fast, 118–119
test harness
acceptance tests, 202
benefits of, 82
schedule, 27
unit tests, 200
usability tests, 201
user interface, 151
test-and-fix churn, 24
exploratory tests, 201
productivity, 28
property tests, 201
purpose of, 199
story tests, 200
types of tests, 199
unit tests, 200
usability tests, 201
testing
3D modeling, 118
automating, 82
business intent, 200
design intent, 200
to find defects, 28–29. See also test-driven development.
nonfunctional requirements, 201
testing early, failing fast, 118–119
verification, role of, 29
testing early, failing fast, 118–119
tests
acceptance-test-driven development, 186
exchanging, 212
programmer. See unit tests.
story-test driven development, 186
unit, 200
usability, 21
Theory of Constraints, 230–233
theory of knowledge, 121
time, competing on the basis of, 34
timelines. See value streams.
too many things in processes, 105–107
too much work. See limiting work to capacity.
towering technical competence...., 129
Toyoda, Kiichiro
incentives, 141
introduction, 4
scientific method, 154
tracking knowledge, 155
Toyoda, Sakichi
evolutionary thinking, 226–227
incentives, 141
introduction, 3
scientific method, 154
tracking knowledge, 155
competitive advantage, 224
fire at Aisin plant, 208–209, 211
genchi-genbutsu (go, see, confirm), 54
versus other vehicle manufacturers, 13
product delivery deadlines, 161
profits, xxiii
responsibility-based planning and control, 133–135
set-based design, 161
towering technical competence...., 129
training new engineers, 129
Toyota Product Development System
See also Just-in-Time manufacturing
See also mass production
See also Toyota Production System
cornerstone elements, 16
entrepreneurial leadership, 16
expert engineering workforce, 16
responsibility-based planning and control, 16
set-based concurrent engineering, 16
software development philosophy, 21
study of, 15
See also Just-in-Time manufacturing
See also mass production
See also Toyota Product Development System
automated looms, 3
detecting abnormalities. See autonomation (Jidoka); stop-the-line culture.
push versus pull systems, 236–237
scientific method, 154
value streams, 83
Toyota Production System, 5
The Toyota Way, 14
Job Instruction (JI) module, 235–236
Job Methods (JM) module, 235–236
Job Relations (JR) module, 235–236
new engineers, 129
TWI (Training Within Industry), 235–236
Training Within Industry (TWI), 235–236
transactions, outsourcing, 215
traveling team leaders, 213
trust, 125
Turner, Richard, 33
Type A Scrum, xvii
Type B Scrum, xvii
Type C Scrum, xvii
U
The Ultimate Question, 241
uncoded documentation, waste, 74
undeployed code, waste, 75
understand-before-doing, 19
undocumented code, waste, 75
unit tests, 200
United States
3M tour, 213
Deming and, 121
doctor’s appointments, 104
invention of interchangeable parts, 1–3
liens registry, 231
Toyota manufacturing, 216, 226
Toyota moves to, 12
unsynchronized code, waste, 74
untested code, waste, 74
unused documentation, waste, 77
US War Production Board, 235
usability tests, 201
used car sales, 41
user interface
competitive advantage, 189
utilization
full, 88
V
value
customer-focused organizations
decision making, 57
designing for manufacturability, 58–59
designing for operations, 58–59
development goal, 55
facilitating information flow, 52–60
leadership teams, 55
shared leadership, 56
What can go wrong, will go wrong, 59–60
customers
delighting, 49–52. See also Google.
needs, 43
understanding, 50
value principle, 44
churn, 91
delays, 91
for future processes, 92
keeping it simple, 85
start/stop points, 84
waste diagnosis, 91
Van Schooenderwoert, Nancy, 27
variation
inherent in the system, 121
variation in teams, 135
verification, and long release cycles, 107–108
verifying results of problem solving, 172
video cassettes, manufacturing, 59
vision, 16
“vital few and trivial many” rule, 26
voice of the customer, 53, 229
W
waiting. See delays.
Wake, Bill, 165
wall charts, 140
war room, 213
waste. See also seven wastes.
anticipating, 76
churn, 24
diagnosing. See value streams.
elimination
reducing by specification, 24–25
inventory as, 24
Just-in-Time commitment, 164
lost knowledge, 76
Muda, xix
partially done software, 24
recognizing, 23. See also value streams.
requirements churn, 24
root cause, 67
test-and-fix churn, 24
uncoded documentation, 74
undeployed code, 75
undocumented code, 75
unsynchronized code, 74
untested code, 74
unused documentation, 77
“vital few and trivial many” rule, 26
waste (Muda), xix
waterfall development model, 22, 29–30
Weick, Karl E., 9
Welch, Jack, 173
we-they model, 63
What can go wrong, will go wrong, 59–60
“When IT’s Customers Are External,” 62–63
Whitney, Eli, 1
Who has the D?, 57
Wild, Werner, 159
winning companies, xvii
winning product portfolio, xvii
winning teams, xvii
Wolf, Bob, 208
Womack, James, 43
work breakdown structure, 135
workers. See partners; people; teams.
Working Effectively With Legacy Code, 167
Working Together program, 118–120
Y
YAGNI (You Aren’t Going to Need It), 165
Yamada, Kosaku, 13