Adapting the Lean Enterprise Self-Assessment Tool for Software Development Domain

Adapting the Lean Enterprise Self-Assessment Tool for Software Development Domain

Authors: Teemu Karvonen, Pilar Rodriguez, Pasi Kuvaja, Kirsi Mikkonen, Markku Oivo

Presentation @ SEAA 2012 38th Euromicro Conference 5.9.2012 Cesme, Izmir, Turkey

Teemu Karvonen (University of Oulu, Finland) &

Kirsi Mikkonen (Ericsson R&D Center, Finland)

http://www.oulu.fi/mgroup/ http://www.cloudsoftwareprogram.org/

Presentation contents

1. Paper presentation (Teemu Karvonen)

Introduction to topic

What is Lean Enterprise Self Assessment Tool (LESAT)?

Adaptation of LESAT for Software Development i.e. What we have done?

2. Lean reality, experiences from Ericsson Finland R&D (Kirsi Mikkonen)

Lean transformation in Ericsson

How LESAT is applied in Ericsson

3. Q&A

Introduction: Lean paradigm

Shift From Mass-production to Lean-production

Lean principlesPRINCIPLES OF LEAN

1. Specify value from the standpoint of the end customer by product family.

2. Identify all the steps in the value stream for each product family, eliminating whenever possible those steps that do not create value

3. Make the value-creating steps occur in tight sequence so the product will flow smoothly toward the customer.

4. As flow is introduced, let customers pull value from the next upstream activity.

5. As value is specified, value streams are identified, wasted steps are removed, and flow and pull are introduced, begin the process again and continue it until a state of perfection is reached in which perfect value is created with no waste

Source: http://www.lean.org/whatslean/principles.cfm

Lean Software Development

Create Knowledge

Defer Commitment

Respect People

http://www.poppendieck.com/

Build Quality In

Deliver fast

http://www.leanprimer.com/

Eliminate waste

Optimize the Whole

Lean Enterprise Transformation

Lean Enterprise Transformation

Lean highlights the importance of considering the whole enterprise in the transformation. Thus, a lean enterprise uses lean not just in some areas but in

everything it does

Lean Enterprise Transformation

Is related to organizational change.

“the process by which organizations move from their present state to some desired future state to increase

their effectiveness”

Jones (2004)

Lean Enterprise Transformation

Why do many lean transformation efforts fail?

What are the key success factors in implementing lean enterprise-wide?

How can we better assure that lean will impact bottom line results?

Are there certain transformation activities that are logically performed before others?

What is the role of senior leadership in assuring success?

Assessment(s) and transformation

In many cases enterprise transformation is cyclic process, where assessments produce important data and input for

corrective actions for new cycle

“At intervals, lean assessments are useful to get a picture how lean transformation is progressing. From time to

time it is vital to check if corrective actions are needed, major or minor ones.”

(Kuusela & Koivuluoma, 2011)

Lean assessment in software domain

Lean Enterprise Self-Assessment Tool

http://lean.mit.edu/

Lean Advancement Initiative

http://mit.edu/

Aerospace industry(LAI Consortium

members)

Seven Principles of Lean Enterprise Thinking

Based on both practical observation and rigorous research, LAI researchers have developed seven principles of a successful lean enterprise transformation

Adopt a holistic approach to enterprise transformation

Identify relevant stakeholders and determine their value propositions

Focus on enterprise effectiveness before efficiency

Address internal and external enterprise interdependencies

Ensure stability and flow within and across the enterprise

Cultivate leadership to support and drive enterprise behaviors

Emphasize organizational learning

Lean Enterprise Model (LEM)

Transition To Lean Roadmap (TTL)

LAI Self-Assessment Tool (LESAT)

http://lean.mit.edu/products/enterprise-transition-to-lean

http://lean.mit.edu/products/lean-enterprise-model

http://lean.mit.edu/products/lai-self-assessment-tool-lesat

http://lean.mit.edu/productsMore LAI products at:

LESAT Adaptation for software development domain

Conceptual space

Review prior research, literature etc.

Translate LESAT’s conceptual architecture, principles, and practices in to software context.

Real space

Evaluate LESAT for Software utility in real world (Only tool comparison, no empirical evaluation yet)

LESAT for Software

(proposal)

Deeper understanding of

Lean in SW domain

ISO/IEC 12207 Standard - Software lifecycle processes

LEAN SOFTWARE DEVELOPMENT

Agile methods

Adaptation:1. Review of LESAT language, concepts and processes

2. Mapping of lean practices and processes to software domain:

Scrum etc…

Poppendieck etc…

for software development- 7 modified assessment items

- Mappings to ISO/IEC 12207- Additional remarks for agile

and lean development

LESAT for Software Adaptation summary

LESAT for Software-documents

7 from all 54 practices were modified, all changes in Life-cycle processes section

87% of lean practices could be remained similar to original LESAT i.e. language and terminology compatible with “Software domain language”

Mappings to ISO/IEC 12207 processes

Additional remarks/mapping to Lean & Agile SW development

Summary sheet(s)

LESAT For Software Demonstration

LEAN ENTERPRISE SELF‐ ASSESSMENT TOOL FOR

SOFTWARE DOMAIN

LESAT FOR SOFTWARE V. 0.73 4.12.2011

Teemu Karvonen (teka@iki.fi)Available for download:LESAT for Software:http://goo.gl/9Odqv LESAT for Software summary sheets for assessment: http://goo.gl/Iis5k

Reality Check / Evaluation

SOFTWARE ENTERPRISE

Ericsson Lean AmplifierAGILE & LEAN SURVEY

for software development- 7 modified assessment items

- Mappings to ISO/IEC 12207- Additional remarks for agile

and lean development

Using LESAT for SW in practice

Utilizing LESAT organization level statements to facilitate lean transformation in software enterprise Focus on enterprise level value stream Continuous improvement at organization level

Method used: Self learning through Team discussion Participants empowered to initiate further actions

Resulting in new thinking: Lifts focus from team to organization level challenges Larger benefits to focus on end-to-end flow

Ericsson Lean transformation since 2008

Conclusion

LESAT for Software can complement current assessment tool portfolio in software domain

Contains enterprise level, value stream view in Lean adoption / lean transformation

Compatibility with other LAI based models and tools (MIT approach for lean transformation)

Thank You!Questions?

http://www.oulu.fi/mgroup/

http://www.cloudsoftwareprogram.org/

Additional materialComparison results

Ideas for future research

Field testing Empirical evaluation of tool in software industry Extend knowledge about lean transformation

characteristics in software industry

LESAT version 2.0 sync & update (new version release made available 2012 by LAI)

Comparison (overview)

Ericsson Lean AmplifierAGILE & LEAN SURVEY

Scrum

Mas

ter o

r Tea

m C

oach

Produ

ct O

wner

Develo

per

Team

Agile

Coach

Org

aniza

tion

Man

ager

Releas

e an

d Por

tfolio

Man

agem

ent

0

5

10

15

20

25

30

Lean transformation / leadership Lifecycle Enabling infrastructure0

5

10

15

20

25

30

LESAT

for software development

54 assessment items in three main sections by process areas

167 assessment items in 8 main sections by process areas

Comparison (Lean principles)

Ericsson Lean AmplifierAGILE & LEAN SURVEY

LESAT

for software development

Value Value stream

Flow Pull Perfection0.00%

5.00%

10.00%

15.00%

20.00%

25.00%

30.00%

35.00%

40.00%

45.00%

Value Value stream

Flow Pull Perfection0.00%

2.00%

4.00%

6.00%

8.00%

10.00%

12.00%

14.00%

16.00%

18.00%

Womack & Jones (1996) Lean Principles:

Comparison (Lean principles)

Ericsson Lean AmplifierAGILE & LEAN SURVEY

LESAT

for software development

Poppendieck’s (2006) Lean Software Development Principles:

Elim

inat

e was

te

Build

Qua

lity

In

Creat

e Kno

wledg

e

Defer

Com

mitm

ent

Deliv

er Fas

t

Respe

ct P

eopl

e

Optim

ize th

e W

hole

0.00%

5.00%

10.00%

15.00%

20.00%

25.00%

30.00%

Elim

inat

e was

te

Build

Qua

lity

In

Creat

e Kno

wledg

e

Defer

Com

mitm

ent

Deliv

er Fas

t

Respe

ct P

eopl

e

Optim

ize th

e W

hole

0.00%2.00%4.00%6.00%8.00%

10.00%12.00%14.00%16.00%18.00%20.00%