Index [ptgmedia.pearsoncmg.com]€¦ · 258 INDEX Boeing 777 project, 117–120, 140, 230 787 Dreamliner, 210 outsourcing, 216–217 Bohnet, Ralph, 167 bonuses as incentives, 145,

257

3D modeling, 1183M

example, 213–214feasibility stage, 47focus on the job, 52handspreads, 47samples of new products, 47

7 principles. See seven principles.7 wastes. See seven wastes.14 points of Deming, 122–12380/20 rule, 25–26

AA3 reports, 157–158acceptance tests, 150, 186. See also story

tests.accommodations, 233accountability, 64–65Aden, Jill, 195adopting new technologies, 230–231agile software development, tools for. See

Rally.Airline Information Management System,

119airport check-in desk example, 110airport delays, example, 136–137Aisin fire, 208–209, 211AJAX, 150Alias, 55alignment, 69allegiance, 214–216Allen, Charles, 234American auto industry, 2–3American System of Manufacture, 1analyzing the situation, 169andon, 139–140annual performance rating. See

performance evaluations.applause, 210Appleton, Brad, 202approval process, 84, 103architecture, software

definition, 20

divisible systems, 182feedback and quality, 182

assemble-to-order, 34assembly line. See mass production.assessment, 188–189asynchronous cadence, 109Austin, Rob, 40auto industry. See also specific industries.

America, 2–3Japan, 4–7used car sales, 41

Autodesk, 55automating complexity, 72–73automating routine tasks, 197–198, 227–

228, 231–232autonomation (Jidoka), 5–6availability of processes, 98

BBAA airport management, 217–218,

220–221backlog items, 185–186balanced scorecards, 144barriers

eliminating, 210interdepartmental, 122

batch and queue approach, 88Beck, Kent, xxBell, Gordon, 165bell curve, and individual performance,

130Bell Laboratories, 121Benneton, 67Beyond the Goal, 230big visible charts, 140billing system example, 167–168Black Belts, 229blame, 143Blanc, Honoré, 1–2Blenko, Marcia, 57BMI, 39BMI call center, outsourcing, 215Boehm, Barry, 33

Index

index.fm Page 257 Thursday, August 3, 2006 10:06 AM

258 INDEX

Boeing777 project, 117–120, 140, 230787 Dreamliner, 210outsourcing, 216–217

Bohnet, Ralph, 167bonuses as incentives, 145, 146books and publications

Beyond the Goal, 230Cheaper by the Dozen, 37“Collaboration Rules,” 208Conquering Complexity in Your Business, 67“Do You Have Too Much IT?”, 69Estimating and Planning, 232–233Fit for Developing Software, 187Hidden Value, 146The Instructor, the Man and the Job, 234The Knowledge-Creating Company, 156Lean Software Development: An Agile

Toolkit, xxiiiLean Solutions, 43The Living Company, 141, 225The Machine That Changed the World, 11Managing the Unexpected, 9Product Development for the Lean

Enterprise, 15Product Development Performance, 13, 52“Quality With a Name,” 20Taxonomy of Problem Management

Activities, 20Toyota Production System, 5The Toyota Way, 14The Ultimate Question, 241“When IT’s Customers Are External,” 62–63Who has the D?, 57Working Effectively with Legacy Code, 167

bottleneck elimination, xixbottlenecks (Muri), xixboundaries, organizational

cascading queues, 113–114cost of crossing, 39–40, 243lean supply chains, 13relational contracts, 221teams, 214value streams, 84

boundaries, system, 201Brin, Sergey, 46building quality in, 25–29burn-down charts, 140business case, 240business intent, testing, 200business process, 17, 20, 181

business successconstraints, 153responsibility for, 13, 16, 53rewards for, 145

Ccadence

asynchronous, example, 109cycle time reduction, 108–109establishing, 108–109

Cagan, Martin, 53Canada, 231–232capable development process, 98capacity, limiting work to

cycle time reduction, 110–111teams, 134

cascading queues, 113–114cash stage, 49cause. See root causes.champions, 52–57, 133change

agents, 229management, 25scope bloat, 25scope control, 25tolerance, 182waste, 25

change for the better (Kaizen) events, 173–175change requests, 62chartering teams, 241charts, 140Cheaper by the Dozen, 37chief architect, 133chief engineer, 53–55Christensen, Clayton, 226Chrysler

NS minivan, 56QFD (quality function deployment) analysis,

56shared leadership, 56

churnrequirements, 24, 91test-and-fix, 24value streams, 91waste, 24

Clark, Kim B., 52Clark, Mike, 197ClearStream Consulting, 167–168Cleland-Huang, Jane, 182CMM, 124coaches, 133

index.fm Page 258 Thursday, August 3, 2006 1:26 PM

INDEX 259

codecomplexity, 69source of waste, 74–75technical debt, 150undeployed, 75undocumented, 75unsynchronized, 74untested, 74

code reviews, 194–195coffee cup simulation, 10–11Cohn, Mike, 232collaboration. See partners; teams.“Collaboration Rules,” 208co-located teams, 211, 213commitment. See also Just-in-Time commitment.

to change, 151deferring, principle of, 32–33iterative development, 186planning as, 33

committers, 209–210companies

life expectancy, 225–227organizational boundaries

cascading queues, 113–114cost of crossing, 39–40, 243lean supply chains, 13relational contracts, 221teams, 214value streams, 84

purpose of, 123types of, 141

compensationalternatives to money, 145–146annual raises, 144balanced scorecards, 144bonuses, 145, 146promotion systems, 143–144reward basis, 144–145span of influence versus span of control, 144–

145competing on the basis of time, 34competitive advantage

complexity, 69customer satisfaction, 241development speed, 35expert workforce, 37feedback, 177lean principles, 11management innovation, 124outsourcing, 215–216Toyota, 224user interface, 189

complete teams, 57–60complexity

automating, 72–73competitive advantage, 69cost of, 69–70limiting features and functions, 70–71minimum useful feature sets, 71–72pricing structure, example, 72–73prioritizing features, 71–72root cause of waste, 67software code, 69

concept stage, 46concurrent development, 182concurrent engineering, 16condensing knowledge, 157configuration management, 201–202conflict of interest, 215conquering complexity, 5Conquering Complexity in Your Business, 67constraints, 230–233continuous improvement

cadence, 168complexity reduction, 166configuration management, 201Deming’s 14 points, 122development organization objectives, 239at PatientKeeper, 98principle of, 38waste elimination, 166

continuous integration, 202–203contractors, 218contracts

BAA airport management, 217–218, 220–221fixed price, 125Norwegian Computer Society, 218–219NTNU (Norwegian University of Science and

Technology), 218–219PS 2000, 218–219purpose of, 217relational, 219–221T5 Agreement, 217–218time and materials, 218

Cook, Scott, 51, 55costs

competing on the basis of time, 34complexity, 24–25, 69–70crossing organizational boundaries, 39–40,

243economies of scale, 5extra features, 24–25joint ventures, 220Keiretsu advantage, 12


260 INDEX

costs (continued):lifecycle, 20, 70–71refactoring, 166of software maintenance, 20–21standards, 193support and warranty, 164synergistic relationships, 221target, 180, 218–219, 221

counterintuitive conceptscontinuous integration, 202Lean, 11new paradigms, 11object orientation, 195set based development, 161seven principles, 23

Crawford-Mason, Clare, 125create knowledge, principle of, 29–32Critical Chain, 232–233cross-functional teams, 56, 64, 78, 122Cunningham, Ward, 187custom systems. See software development,

custom systems.customer-focused organizations

champions, 52–57chief engineer, 53–55complete teams, 57–60decision making, 57designing for manufacturability, 58–59designing for operations, 58–59development goal, 55facilitating information flow, 52–60leadership, 52–57leadership teams, 55Murphy’s Law, 59–60responsibility, 56–57shared leadership, 56What can go wrong, will go wrong, 59–60

customersdelighting, 49–52. See also Google.focus on the job, 51–52Kano model, 49–52needs, 43satisfaction, 49–52satisfaction, as competitive advantage, 241satisfaction, measurements, 241service, example, 111–112understanding, 50

cycle timemeasurements, 238–240PatientKeeper, 97–98reducing

establishing a cadence, 108–109

evening out work arrival, 103–105limiting work to capacity, 110–111minimizing process elements, 105–107minimizing process size, 107–108pull scheduling, 112–114

speed, 98–99utilization and, 102

DDarwin Information Typing Architecture

(DITA), 131dashboards, 136, 140–141de Geus, Arie, 141, 225decisions. See also commitment.

irreversible, 160key, 162making, 57

decomposition, optimizing by, 40–41defects

discovering versus preventing, 27, 82. See also test-driven development.

inspecting for, 27, 82as management problems, 29queues, 25–26rates, 27, 34, 81, 85seven wastes, 81–82tracking systems, 27

defer commitment, principle of, 32–33delays

mapping in value streams, 91seven wastes, 80–81

delighters, 65delighting customers, 49–52deliver fast, principle of, 34–35. See also speed.Dell Computer, 11–13Deming, W. Edwards

14 pointsoverview, 122–123point 12, 210points 6 and 7, 210

causes of problems, 121, 123–124choosing suppliers, 122, 123Deming Cycle, 121dependence on inspection, 122fear, 122inherent system variation, 121interdepartmental barriers, 122introduction, 120leadership, 122numerical quotas, 123PDCA (plan, do, check, act), 121, 154–155pride of workmanship, 123


INDEX 261

psychology, 122purpose of a company, 123scientific method, 121slogans, exhortations, and targets, 123synergy, 121System of Profound Knowledge, 121theory of knowledge, 121training, 122, 123

Deming Cycle, 121democracy principle, Google, 45Denne, Mark, 182dependencies, teams, 135deployment

available to production, 87, 90average time, 6, 86concept-to-launch time, 99, 103cycle time, 170, 238–239delays, 91incremental, 178–179minimum useful feature sets, 71obsolescence, 91Polaris project, 178–179QFD (quality function deployment) analysis,

56undeployed code, 75

designof code. See software development.intent, testing, 200for manufacturability, 58–59for operations, 58–59of products. See Toyota Product Development

System; Toyota Production System.Design for Six Sigma (DFSS), 229design/build teams, 118, 123, 133deskilling, 228deterministic school, 21detractor, 65, 241Detroit, 2, 4, 117developing software. See software development.development teams

3M, 56–60capacity, 99champions, 132DFSS (Design for Six Sigma), 229error prevention, 82expertise, 129–130, 212goal of, 240incentives, 123interaction designers, 189joined at the hip, 55maintenance duties, 79measurements, 237

pride in workmanship, 210process improvement, 31pull scheduling, 112–114rewards, 145set-based concurrent engineering, 16size, and technical debt, 153

DFSS (Design for Six Sigma), 229differentiation, 50discipline

automating routine tasks, 197–198code reviews, 194–195configuration management, 201–202continuous integration, 202–203five S’s, 190–192merging subsystems, 203–204mistake-proofing, 196–198nested synchronization, 203–204Open Source reviews, 196organizing a workspace, 190–192pairing, 195–196shine (seiso), 191–192sort (seiri), 191–192standardize (seiketsu), 191–192standards for software development, 193–196sustain (shitsuke), 191–192systematize (seiton), 191–192test-driven development, 198–201

dispatching, 137–138DITA (Darwin Information Typing

Architecture), 131divisible systems architecture, 182Do It Right the First Time, 165do it right the first time, 29“Do You Have Too Much IT?”, 69doctor’s appointments, example, 104–105documentation, 74, 77domain, 82, 180, 183domain models, 185–186Drucker, Peter, 12–13, 220–221dual ladder, 143dysfunctional measurements, 238

EEasel Corporation, xviieconomic companies, 141economies of scale, 4, 68education. See training.80/20 rule, 25–26eliminate waste, principle of, 23–25eliminating barriers, 210embedded software, 20, 163empirical school, 21


262 INDEX

employees. See partners; people; teams.engaged thinking people, 35, 37, 117, 237enterprise software, 20entrepreneurial leaders, 16, 37, 54ERP (Enterprise Resource Planning), 231estimates

as commitments, 232granular level, 134implementation effort, 185stories, 183tasks, 97

Estimating and Planning, 232–233Evans, Eric, 186Evans, Phillip, 208Excel, 36excellence principle, Google, 45exchanging tests, 212exhortations, 123exhortations as incentives, 123expediting projects, 98experimentation, 171–172expert technical workforce, 37expertise, in teams, 129–131exploratory tests, 201extra features, as waste, 24–25, 75

FFAA (Federal Aviation Administration), 119face-to-face discussion, 78fail fast, 118–119fast delivery. See deliver fast; speed.fear as incentive, 122feasibility stage, 46–47Feathers, Michael, 167features

limiting, 70–71, 165minimum useful sets, 71–72prioritizing, 71–72wastes, 24–25, 75YAGNI (You Aren’t Going to Need It), 165

FedEx, 34feedback, and quality

architecture, 182competitive advantage, 177iterative development, 183–190Polaris program, 177–182release planning, 179–181

financial results. See return on investment.fire, Aisin plant, 208–209, 211FIT (Framework for Integrated Tests), 75, 150,

187Fit for Developing Software, 187

Fitnesse, 150five S’s, 190–192fixed price contracts, 125fixtures, 187focus on the job, 51–52Ford, Henry, 2–3Ford Motor Company, 2–314 points of Deming, 122–123Fowler, Martin, 167framework for integrated tests. See FIT

(Framework for Integrated Tests).France, 1–2Francis, Charles A., 3frequent integration, 212Fujimoto, Takahiro, 52Fujitsu, 39funding profiles, 61future blindness, 226

Ggames, 17, 48, 181Gap, 68Gates, Bill, 36GE Workout, 173–175genchi-genbutsu (go, see, confirm), 54General Motors, 2–3George, Michael, 67Gilbreth, Frank, 37–38Gilbreth, Lillian, 37–38global networks, 210–214global teams, 212global work groups, 212goal setting, 223Goldratt, Eliyahu, 230, 232Google

corporate philosophy, 44customer satisfaction, 50democracy principle, 45excellence principle, 45history of, 43–44Keyhole, 45maps, 45page rank system, 48product development principles, 44–45product development timeline

cash stage, 49concept stage, 46feasibility stage, 46–47pilot stage, 48systems design stage, 47

queuing theory, 101–102speed principle, 45


INDEX 263

startup, 46–47value principle, 44workforce utilization, 101–102

Google Earth, 45Google Local, 45Green Book, 6

Hhack-a-thon, 152hacking versus speed, 35Hamel, Gary, 117, 124–125handoffs, 77–78hangers, theft of, 125hardening software, 150–151haste makes waste, 35Heathrow, 217help desk, BMI, 39help each other, 35, 127, 129, 183Hidden Value, 146history of lean software development

See Just-in-TimeSee mass productionSee Toyota Product Development SystemSee Toyota Production System

H&M, 67Honda, xxiii, 55Honeywell, 119–120HTTPUnit, 150hypothesis development, 171, 234–241

IIBM AT cables, 196–198incentives

applause, 210blame, 143individual performance, 142performance evaluations, 141–143rankings, 142–143

incremental development, dangers of, 164incremental funding, 61Inditex, 67, 69individual performance as incentives, 142industrial model, 2, 5, 11infrastructure, outsourcing, 214–215innovation

management, 124, 218start of, 46Web inspired, 233

inspectionsdependence on, 122

discovering defects, 27, 82. See also test-driven development.

preventing defects, 27, 82. See also test-driven development.

purpose of, 27types of, 27

The Instructor, the Man and the Job, 234integration

continuous, 202–203frequent, 212

interaction designers, 55, 130, 189interchangeable parts, 1–2interchangeable people, 2–3interdepartmental barriers, 122Internet age, and knowledge creation, 159intrinsic rewards, 146Intuit

complete teams, 57–58founding of, 51leadership teams, 55limiting complexity, 70QuickBooks, 70Quicken

introduction of, 51leadership teams, 55

Quicken Rental Property Management, 57–58

inventory. See also Just-in-Time.coffee cup simulation, 10–11pull system, 10–11rocks-and-stream metaphor, 7–8as waste, 24

irreversible decisions, 160ISO 9000, 124–125IT departments

accountability, 64–65business collaboration, 62–65cost, 68external customers, 62–63fixing, 64guide to the use of technology, 69versus software companies, 62–65we-they model, 63workload example, 103–104

iterative developmentassessment, 188–189commitment, 186example, 184feedback and quality, 183–190FIT (Framework for Integrated Tests), 187implementation, 186–188introduction, 183–184


264 INDEX

iterative development (continued):overview, 183planning, 186preparation, 185–186stories, 183–186story-test driven development, 186user interface variation, 189–190

JJapan. See also Toyota; Toyota Product

Development System; Toyota Production System.

auto industry, 4–7textile industry, 3–4

Java, five S’s, 192Jefferson, Thomas, 1Jensen, Bent, 80Jidoka (autonomation), 5–6JIFFIE, 151job grades, 143–144Job Instruction (JI) module, 235–236Job Methods (JM) module, 235–236Job Relations (JR) module, 235–236Johnson, Jim, 24joined at the hip, 55joint ventures, 220–221Jones, Daniel, 43journey

accommodations, 233adopting new technologies, 230–231automating routine tasks, 227–228, 231–232centering on people, 227–228corporate life expectancy, 225–227Critical Chain, 232–233developing a hypothesis, 234–241ERP (Enterprise Resource Planning), 231future blindness, 226goal setting, 223measurement, 237–241push versus pull systems, 236–237right to think, 237road map, 242schedules, 228Six Sigma, 229–230Theory of Constraints, 230–233thinking, 236–237tools versus results, 229–230training, 234–236the use of technology, 227–228

JR (Job Relations) module, 235–236Jula, John, 54junior people, 130–131, 144

JUnit, 150Juran, J. M., 26Just-in-Time. See also inventory.

autonomation (Jidoka), 5–6definition, 4Green Book, 6Just-in-Time flow, 5maximizing local efficiencies, 8mistake-proof systems, 6–7nonstock production, 6rocks-and-stream metaphor, 7–8stop-the-line culture, 5–6zero inspection, 6–7

Just-in-Time commitment. See also commitment.dangers of incremental development, 164Do It Right the First Time, 165example, 167–168examples

medical device interface, 162pluggable interfaces, 163red-eye reduction, 162–163

introduction, 159–160irreversible decisions, 160key decisions, 162legacy systems, 166–168refactoring, 164–168and scientific method, 154set-based design, 160–164and waste, 164YAGNI (You Aren’t Going to Need It), 165

Just-in-Time manufacturing, 4–7

KKaizen (change for the better) events, 173–175Kanban, 10–11, 136, 138–139kanban cards, 10–11Kano, Noriaki, 49–52Kano model, 49–52Keiretsu, 12–13Kennedy, Michael, 15key decisions, 162Keyhole, 45knowledge

creationA3 reports, 157–158condensing knowledge, 157in the Internet age, 159keeping notebooks, 156–157lost knowledge, 155–159principle of, 29–32problem definition, 152–153at Rally Software Development, 149–152


INDEX 265

technical debt, 150tracking knowledge, 155–159

theory of, 121knowledge-based engineering, 15The Knowledge-Creating Company, 156

Llarge group improvement, 173–175large-batch software development, 71, 102last responsible moment, 32, 161, 185lava lamp, 140, 198leadership

customer-focused organizations, 52–57Deming’s points, 122entrepreneurial, 16, 37, 54Honda, 55Intuit, 55Open Source, 209–210process, 132–133Strong Project Leader, 54teams, 55, 132–133technical, 132–133traveling team leaders, 213

leandefinition, xxiiiinitiatives

first step, 153initiating. See journey.reasons for failure, 153

manufacturingversus development, 14overview, 11–12

principles, competitive advantage, 11. See also seven principles.

productionSee also lean, software developmentSee also mass productionSee also Toyota Product Development

SystemSee also Toyota Production SystemDell Computer, 11–13flowchart, 12Keiretsu, 12–13knowledge-based engineering, 15manufacturing, 11–12manufacturing versus development, 14operations, 11–12product development, 13–15Southwest Airlines, 11–12supply chain, 12–13Toyota versus other vehicle manufacturers,

13

software developmenthistory of

See lean, productionSee mass productionSee Toyota Product Development

SystemSee Toyota Production System

overview, 17Lean Solutions, 43learn-by-doing, 19learning. See training.legacy systems, 166–168Lexus, 13lifecycle costs, 20, 70–71Liker, Jeffrey, 14limiting work to capacity, 110–111, 134Linux security breach, example, 207–208, 211Little’s Law, 100–101The Living Company, 141, 225L.L. Bean, 34local efficiencies, 8looms, automated, 3–4lost knowledge, 155–159

MMacCormack, Alan, 30MacGibbon, Simon, 62The Machine That Changed the World, 11maintenance

cost of, 20–21staffing for, 79–80

managementfunctional, 133innovation as competitive advantage, 124people. See people, managing.project, 133. See also project managers.

Managing the Unexpected, 9manufacturing. See also Toyota Product

Development System; Toyota Production System.

versus development, 14Just-in-Time, 4–7lean, 14lean production, 11–12mass production, 12–13video cassettes, 59

mapping value streams. See value streams.maps, Google, 45Marick, Brian, 166, 199market research, 56, 62–63market share, 61, 241Martens, Ryan, 149


266 INDEX

mass productionSee also lean, productionSee also Toyota Product Development SystemSee also Toyota Production SystemAmerican auto industry, 2–3American System of Manufacture, 1Ford Motor Company, 2–3General Motors, 2–3interchangeable parts, 1–2interchangeable people, 2–3Japanese auto industry, 4–7Japanese textiles, 3–4Just-in-Time manufacturing, 4–7and lean manufacturing, 12–13

maximizing local efficiencies, 8McAfee, Andrew, 69McCabe Cyclomatic Complexity Index, 194–

195Measure UP, 40–41measurements

customer satisfaction, 241cycle time, 238–240decreasing number of, 40–41dysfunctional, 238improving the wrong ones, 237Measure UP, 40–41net promoter score, 241optimize by decomposition, 40–41raising levels, 40–41reducing the number of, 238ROI (return on investment), 240–241Sloan, Alfred P., 40–41Sloan’s metrics, 40–41statistical process control, 120–122

medical device interface example, 162Meszaros, Gerard, 167MetaScrum meeting, xviimetrics. See measurements.Microsoft, respect for people, 36Miller, Lynn, 55, 189mindfulness, 9mind-meld, 50minimum useful feature sets, 71–72Minoura, Teruyuki, 236mistake-proofing, 6–7, 196–198money, as incentive, 145–146Muda (waste), xixMugridge, Rick, 187Mulally, Alan, 118, 123, 140multitasking, causing waste, 78–80Mura (stress), xixMuri (bottlenecks), xix

Murphy’s Law, 59–60myths

finishing the code, 79haste makes waste, 35one best way, 37–38optimize by decomposition, 40–41planning is commitment, 33predictable outcomes, 31–32specifications reduce waste, 24–25testing to find defects, 28–29

NNational Center for Manufacturing Sciences

(NCMS), 13nested synchronization, 203–204net promoter score, 241New United Motor Manufacturing Incorporated

(NUMMI), 226newspaper, online subscription, 50no partial credit, 188no secrets, 118Nonaka, Ikujiro, 156nonfunctional requirements, testing, 201nonstock production, 6non-value-added waste, 23, 83Norwegian Computer Society, 218–219Norwegian University of Science and

Technology (NTNU), 218–219notebooks, keeping, 156–157NS minivan, 56numerical quotas, 123

OOhno, Taiichi

introduction, 5–6planning, 33value streams, 83waste, 23–25, 75

on the job training, 234–236one best way, 2, 37–38one click build, 198Oobeya, 213Open Source

chief engineer approach, 54leadership, 54reviews, 196software example, 209–210Strong Project Leader, 54

operations, lean, 11–12optimize by decomposition, 40–41optimize the whole, principle of, 38– 41


INDEX 267

options-based development, 135ordinary employees, 117, 227O’Reilly, Charles, 146organizational boundaries. See boundaries,

organizational.organizing a workspace, 190–192organizing work, 138–139outsourcing

basic principles, 216–217BMI call center, 215Boeing, 216–217competitive advantage, 215–216conflict of interest, 215development, 216–217infrastructure, 214–215introduction, 214Procter & Gamble, 216–217Toyota, 216–217transactions, 215

overproduction, 25, 75overtime, 110–111

PPage, Larry, 46page rank system, Google, 48pairing, 195–196Pareto analysis, 26partially done work, 74–75partners. See also teams.

committers, 209–210contracts

BAA airport management, 217–218, 220–221

Norwegian Computer Society, 218–219NTNU (Norwegian University of Science

and Technology), 218–219PS 2000, 218–219purpose of, 217relational, 219–221T5 Agreement, 217–218

Deming point 12, 210eliminating barriers, 210equality of, 213examples

3M, 213–214Boeing 787 Dreamliner, 210Linux security breach, 207–208, 211Open Source software, 209–210Procter & Gamble, 210

exchanging tests, 212frequent integration, 212global networks, 210–214

global teams, 212global work groups, 212joint ventures, 220–221leaders, 209–210Oobeya, 213outsourcing

basic principles, 216–217BMI call center, 215Boeing, 216–217development, 216–217infrastructure, 214–215introduction, 214Procter & Gamble, 216–217Toyota, 216–217transactions, 215

proxies, 213rotating people, 212synergy, 207–217traveling team leaders, 213war room, 213

PatientKeepercycle time, 97–98delivery speed, 95–98development teams, 97introduction of Scrum, xviilimiting complexity, 71limiting work to capacity, 134product managers, 97release schedules, 97

PBS documentary, 119PDCA (plan, do, check, act), 121, 154–155people, managing

andon, 139–140under the bell curve, 130Boeing 777 project, 117–120, 140causes of low quality and productivity, 121centering on people, 227–228choosing suppliers, 122compensation

alternatives to money, 145–146annual raises, 144balanced scorecards, 144bonuses, 145, 146promotion systems, 143–144reward basis, 144–145span of influence versus span of control,

144–145dashboards, 136, 140–141Deming Cycle, 121Deming on, 120–123dependence on inspection, 122fear, 122


268 INDEX

people, managing (continued):incentives

individual performance, 142performance evaluations, 141–143rankings, 142–143

inherent system variation, 121interdepartmental barriers, 122job grades, 143–144junior people, 130–131, 144kanban, 136, 138–139leadership, 122numerical quotas, 123ordinary employees, 117, 227organizing work, 138–139PBS documentary, 119PDCA (plan, do, check, act), 121, 154–155pride of workmanship, 123projects versus products, 62psychology, 122rotating assignments, 212scientific method, 121self-directing work, 137–141sharing early and often, 118slogans, exhortations, and targets, 123stop-the-line culture, 139–140synergy, 121System of Profound Knowledge, 121testing early, failing fast, 118–119theory of knowledge, 121training, 122, 123, 129trust, 125visible signals, 139–140visual workspace, 136–141wall charts, 140why programs fail, 124–125Working Together program, 118–120

performance evaluations as incentives, 141–143personnel. See partners; people; teams.PERT (Program Evaluation and Review

Technique), 179Pfeffer, Jeffrey, 146pilot stage, 48P&L (profit and loss) model, 240plan, do, check, act (PDCA), 121, 154–155plan-driven methods, 33planning

as commitment, 33iterative development, 186Taiichi Ohno on, 33

pluggable interfaces example, 163Polaris program, 177–182policies. See practices; principles.

Post-it Notes, 139practices. See also principles.

definition, 19for successful software development, 30

predictable outcomes, 31–32Price, Jerry, 125pricing structure, complexity example, 72–73pride of workmanship, 123principles. See also practices.

continuous improvement, 38definition, 19Google

democracy principle, 45excellence principle, 45product development principles, 44–45speed principle, 45value principle, 44

lean software development. See seven principles.

learn-by-doing, 19of outsourcing, 216–217software development, 20–21understand-before-doing, 19

prioritizing features, 71–72Prius, 21problem solving

analyzing the situation, 169defining the problem, 152–153, 169disciplined approach, 169–172experimentation, 171–172first rule, 168follow up, 172hypothesis generation, 171introduction, 168Kaizen (change for the better) events, 173–

175large group improvement, 173–175scientific method, 154, 169–172standardization, 172verifying results, 172

process cycle efficiency, 85–86, 90–92, 108process leadership, 132–133processes

availability, 98average time, calculating, 100–101capable, 98minimizing elements, 105–107minimizing size, 107–108quality measurement, 99robust, 177too big, 107–108too many things, 105–107


INDEX 269

Procter & Gamble, 51, 210, 216–217product development, lean, 13–15Product Development for the Lean Enterprise,

15Product Development Performance, 13, 52product managers, 133product owners, 133productivity, 28products

concept stage, 46development. See software development;

Toyota Product Development System; Toyota Production System.

versus projects, 60–63specifications

basis for acceptance tests, 150waste reduction, 24–25

profit, definition, 152profit and loss (P&L) model, 240profitability, 61, 122, 241–242Program Evaluation and Review Technique

(PERT), 179programmer tests. See unit tests.programmers. See partners; people; teams.project managers, 42, 127, 133, 237. See also

management.projects

average process time, calculating, 100–101average speed, 99–100cycle time, 98–99dividing work into stories, 99expediting, 98measuring, 99PatientKeeper delivery cycle, 95–98process availability, 98process capability, 98versus products, 60–63red flags, 98setting upper limits, 99setting upper size limits, 99time delays, 98–99

promotion systems as incentives, 143–144property tests, 201Proulx, Tom, 55proxies, 213PS 2000 contract, 218–219psychology, 122pull scheduling, example, 112–113pull systems, 10–11, 236–237push systems, 236–237

QQA (Quality Assurance), 89, 96QFD (quality function deployment) analysis, 56quality

building in, principle of, 25–29change tolerance, 182discipline

automating routine tasks, 197–198code reviews, 194–195configuration management, 201–202continuous integration, 202–203five S’s, 190–192merging subsystems, 203–204mistake-proofing, 196–198nested synchronization, 203–204Open Source reviews, 196organizing a workspace, 190–192pairing, 195–196shine (seiso), 191–192sort (seiri), 191–192standardize (seiketsu), 191–192standards for software development, 193–

196sustain (shitsuke), 191–192systematize (seiton), 191–192test-driven development, 198–201

divisible systems architecture, 182iterative development

assessment, 188–189commitment, 186example, 184FIT (Framework for Integrated Tests), 187implementation, 186–188introduction, 183–184overview, 183planning, 186preparation, 185–186stories, 183–186story-test driven development, 186user interface variation, 189–190

robust development processes, 177role of feedback

architecture, 182iterative development, 183–190Polaris program, 177–182release planning, 179–181

Quality Assurance (QA), 89, 96quality function deployment (QFD) analysis, 56“Quality With a Name,” 20queuing theory. See also speed.

average process time, calculating, 100–101cascading queues, 113–114


270 INDEX

queuing theory (continued):cycle time reduction

establishing a cadence, 108–109evening out work arrival, 103–105limiting work to capacity, 110–111minimizing process elements, 105–107minimizing process size, 107–108pull scheduling, 112–114

examplesairport check-in desk, 110asynchronous cadence, 109customer service, 111–112doctor’s appointments, 104–105IT workload, 103–104pull scheduling, 112–113release cycles, 107–108a seven year list, 106–107thrashing, 111–112

Google, 101–102Little’s Law, 100–101system stability, 101–102utilization, 101–102variation, 101–102

QuickBooks, 70Quicken Rental Property Management, 57–58

Rraises as incentives, 144Rally Software Development, 149–152ranking people, 128, 142–143Raymond, Eric, 54red-eye reduction example, 162–163refactoring, 164–168Reichheld, Fred, 241relational contracts, 219–221relearning, 76release cycles, example, 107–108release planning, 179–181remote teams, 212–213repeatable reliable cycle time, 238requirements

churn, 24, 91nonfunctional, 182, 201overloading, 25SRS (Software Requirements Specifications),

75stale, 74test specs, 82timing assumptions, 233too early, 24, 91

respect for people, 3, 36–38response time

by category, 84

at peak capacity, 101queue length, 172reliability, 98testing, 201

responsibility, 56–57responsibility-based planning and control, 133–

135retrospectives, 236return on investment (ROI), 41, 240–241reversible decisions, 32rewards. See also compensation; incentives.

basis for, 144–145intrinsic, 146

right to think, 237risk

contracting away, 218custom software development, 181partially done work, 24refactoring, 164

river companies, 141robust development processes, 177rocks-and-stream metaphor, 7–8Rogers, Paul, 57root causes

failure of lean initiatives, 153group improvement failure, 174low quality and productivity, 121, 123–124of problems, 121, 123–124technical debt, 150waste, 67

rotating people, 212

Ssafety considerations, stop-the-line culture, 9sales, engineering, development (SED) system,

55Sapolsky, Harvey, 179satisfaction, customer, 49–52, 241schedules

inventory. See Just-in-Time.Kanban, 10–11PatientKeeper releases, 97philosophy of, 228slipping dates, 133–134and teams, 134, 135

Schnaith, Kent, 192Schwaber, Ken, xviiscientific method

Deming Cycle, 121Just-in-Time commitment, 154managing people, 121problem solving, 154, 169–172steps of, 154


INDEX 271

stop-the-line culture, 154Toyoda, Kiichiro, 154Toyoda, Sakichi, 154Toyota Production System, 154

scope bloat, 25scope control, 25Scrum

bottleneck elimination, xixcreation of, xvii–xviiidefinition, 28quality improvement, 28stress avoidance, xixType A, xviiType B, xviiType C, xviiwaste elimination, xixwinning companies, xviiwinning product portfolio, xviiwinning teams, xvii

Scrum Product Owners, 133ScrumMasters, 133Sears, 34SED (sales, engineering, development) system,

55seiketsu (standardize), 191–192seiri (sort), 191–192seiso (shine), 191–192seiton (systematize), 191–192self-directing work, 137–141self-organization, 17, 19, 97set-based design, 160–164seven principles

building quality in, 25–29create knowledge, 29–32defer commitment, 32–33deliver fast, 34–35eliminate waste, 23–25myths

haste makes waste, 35one best way, 37–38optimize by decomposition, 40–41planning is commitment, 33predictable outcomes, 31–32specifications reduce waste, 24–25testing to find defects, 28–29

optimize the whole, 38– 41respect people, 36–38

seven wastes. See also waste.defects, 81–82delays, 80–81extra features, 75handoffs, 77–78

partially done work, 74–75relearning, 76task switching, 78–80

seven year list, example, 106–107shared leadership, 56sharing early and often, 118Shewhart Cycle, 121Shimmings, Ian, 41shine (seiso), 191–192Shingo, Shigeo

introduction, 6–7purpose of inspections, 82seven wastes, 73types of inspections, 27

ship builders, training, 234–236shitsuke (sustain), 191–192Shook, Jim, 35Shore, Jim, 20Sienna minivan, 53–55Silicon Valley Product Group, 53silos, 40, 131simulation, kanban cards, 10single point of responsibility, 65Six Sigma, 124, 229–230slack, 15, 88, 102, 112, 134slipping dates, 133–134Sloan, Alfred P., 2, 40–41slogans as incentives, 123small batches, 15, 74, 101–102, 196Smalley, Art, 153Smith, Levering, 178Sobek, Durwood, 53software

cost of maintenance, 20–21development timeline, 20difficult to change. See legacy systems.embedded, definition, 20enterprise, definition, 20legacy, 166–168structure of. See architecture, software.

software companies versus internal IT, 62–65software development

capable processes, 98concurrent, 182defect queues, 25–26detailed design, 29–30deterministic school, 21empirical school, 21handling changes. See change, management.large-batch approach, 71, 102outsourcing, 216–217plan-driven methods, 33


272 INDEX

software development (continued):principles of. See principles; seven principles.process quality measurement, 99speed, competitive advantage, 35speed versus hacking, 35systematic learning, 31waterfall model, 22, 29–30

software development, custom systemsaccountability, 64–65beginning/end criteria, 62change requests, 62funding profiles, 61IT departments

accountability, 64–65fixing, 64versus software companies, 62–65we-they model, 63

IT—business collaboration, 62–65products versus projects, 60–63software companies versus internal IT, 62–65staffing, 62we-they model, 63

Software Requirements Specifications (SRS), 75sort (seiri), 191–192Southwest Airlines, 11–12span of influence versus span of control, 144–

145specialists in teams, 130–131specification-by-example, 200specifications, 24–25, 150speed. See also deliver fast; queuing theory.

average projects, 99cycle time, 98–99dividing work into stories, 99expediting, 98versus hacking, 35measuring, 99PatientKeeper delivery cycle, 95–98principle of, 45process availability, 98process capability, 98red flags, 98setting upper limits, 99time delays, 98–99unique projects, 100

Spolsky, Joel, 36Spring, 150Sprints, at PatientKeeper, xviiSRS (Software Requirements Specifications), 75staffing. See partners; people; teams.Stalk, George, 5, 35standardization, problem solving, 172

standardize (seiketsu), 191–192standards for software development, 193–196statistical process control, 120–122stealing hangers, 125stop-the-line culture

andon, 139–140definition, 5–6safety considerations, 9and scientific method, 154

storiesdividing work into, 99iterative development, 183–186no partial credit, 188

story tests, 200. See also acceptance tests.story-test driven development, 186strangling legacy code, 167stress (Mura), xixstress avoidance, xixStrong Project Leader, 54suggestion systems, 236supervisors. See people, managing.suppliers, choosing, 122, 123supply chain, lean, 12–13sustain (shitsuke), 191–192Sutcliffe, Kathleen M., 9Sutherland, Jeff, 71, 96synchronization, nested, 203–204synergy, 121, 207–217System of Profound Knowledge, 121system stability and queuing theory, 101–102system variation, 121systematic learning, 31systematize (seiton), 191–192systems design stage, 47

TT5 Agreement, 217–218tacit knowledge, 14, 31, 77–78, 156–157Takeuchi, Hirotaka, 156target costs, 180, 218–219, 221targets as incentives, 123task switching, 78–80Taxonomy of Problem Management Activities,

20Taylor, Frederick Winslow, 2, 37, 227TDD (test-driven development). See test-driven

development.teachers. See training.teams. See also partners.

barriers to, 128champions, 133characteristics of, 126–127


INDEX 273

chartering, 241coaches, 133co-located, 211, 213complete, 57–60cross-functional, 56, 64, 78, 122dependencies, 135design/build, 118, 123, 133development

3M, 56–60capacity, 99champions, 132DFSS (Design for Six Sigma), 229error prevention, 82expertise, 129–130, 212goal of, 240incentives, 123interaction designers, 189joined at the hip, 55maintenance duties, 79measurements, 237pride in workmanship, 210process improvement, 31pull scheduling, 112–114rewards, 145set-based concurrent engineering, 16size, and technical debt, 153

expertise, 129–131global, 212Honda, 55versus individual efforts, 126Intuit, 55, 57–58leadership, 55, 132–133limiting work to capacity, 134organizational boundaries, 214product managers, 133Quicken, 55ranking systems, 128remote, 212–213responsibility-based planning and control,

133–135schedules, 134, 135Scrum Product Owners, 133ScrumMasters, 133silos, 131slipping dates, 133–134specialists, 130–131variation, 135winning, xviiwork breakdown structure, 135versus workgroups, 126–127, 212

Teamwork is the key..., 56–57technical debt, 150

technical leadership, 132–133technical success, 145technical writers, 75, 130–131test early, fail fast, 118–119test harness

acceptance tests, 202benefits of, 82legacy systems, 166–167schedule, 27unit tests, 200usability tests, 201user interface, 151

test-and-fix churn, 24test-driven development (TDD)

exploratory tests, 201productivity, 28property tests, 201purpose of, 199story tests, 200types of tests, 199unit tests, 200usability tests, 201

testing3D modeling, 118automating, 82Boeing 777, 118–120business intent, 200design intent, 200to find defects, 28–29. See also test-driven

development.nonfunctional requirements, 201testing early, failing fast, 118–119too late, 88, 91user interface, 150–151, 201verification, role of, 29

testing early, failing fast, 118–119tests

acceptance, 150, 186acceptance-test-driven development, 186exchanging, 212programmer. See unit tests.story-test driven development, 186unit, 200usability, 21

textile industry, Japan, 3–4Theory of Constraints, 230–233theory of knowledge, 121thinking, 236–237thinking tools, 21–22, 195thrashing, example, 111–112time, competing on the basis of, 34timebox, 32, 181


274 INDEX

timelines. See value streams.too many things in processes, 105–107too much work. See limiting work to capacity.tools versus results, 229–230towering technical competence...., 129Toyoda, Eiji, 5, 226Toyoda, Kiichiro

incentives, 141introduction, 4scientific method, 154tracking knowledge, 155

Toyoda, Sakichievolutionary thinking, 226–227incentives, 141introduction, 3scientific method, 154tracking knowledge, 155

Toyotachief engineer, 53–55competitive advantage, 224fire at Aisin plant, 208–209, 211genchi-genbutsu (go, see, confirm), 54versus other vehicle manufacturers, 13outsourcing, 216–217problem definition, 152–153product delivery deadlines, 161profits, xxiiiresponsibility, 56–57responsibility-based planning and control,

133–135set-based design, 161Sienna minivan, 53–55Smart Car initiative, 224–225Teamwork is the key..., 56–57towering technical competence...., 129training new engineers, 129

Toyota Product Development SystemSee also Just-in-Time manufacturingSee also mass productionSee also Toyota Production Systemcornerstone elements, 16entrepreneurial leadership, 16expert engineering workforce, 16respect for people, 36–37responsibility-based planning and control, 16set-based concurrent engineering, 16software development philosophy, 21study of, 15

Toyota Production SystemSee also Just-in-Time manufacturingSee also mass productionSee also Toyota Product Development System

automated looms, 3autonomation (Jidoka), 5–6detecting abnormalities. See autonomation

(Jidoka); stop-the-line culture.goals, 152–153Japanese auto industry, 4–7Just-in-Time flow, 4–5overview, 4–7push versus pull systems, 236–237scientific method, 154versus Six Sigma, 229–230thinking, 236–237value streams, 83

Toyota Production System, 5The Toyota Way, 14traceability, 75, 199tracking knowledge, 155–159tradeoffs, 41, 158, 241training

Allen’s steps, 234–236Deming’s points, 122, 123on the job, 234–236Job Instruction (JI) module, 235–236Job Methods (JM) module, 235–236Job Relations (JR) module, 235–236new engineers, 129ship builders, 234–236TWI (Training Within Industry), 235–236vocational education, 234–236

Training Within Industry (TWI), 235–236transactions, outsourcing, 215traveling team leaders, 213trust, 125Turner, Richard, 33Type A Scrum, xviiType B Scrum, xviiType C Scrum, xvii

UThe Ultimate Question, 241uncoded documentation, waste, 74undeployed code, waste, 75understand-before-doing, 19undocumented code, waste, 75unit tests, 200United Airlines, 117–118United Kingdom, 41, 193, 217United States

3M tour, 213Deming and, 121doctor’s appointments, 104invention of interchangeable parts, 1–3


INDEX 275

liens registry, 231Toyota manufacturing, 216, 226Toyota moves to, 12

unsynchronized code, waste, 74untested code, waste, 74unused documentation, waste, 77US War Production Board, 235usability tests, 201used car sales, 41user interface

competitive advantage, 189iterative design, 189–190testing, 150–151, 201variation, 189–190

utilizationand cycle time, 102, 244full, 88Google workforce, 101–102and queuing theory, 101–102and variation, 101–114

Vvalue

customer-focused organizationschampions, 52–57chief engineer, 53–55complete teams, 57–60decision making, 57designing for manufacturability, 58–59designing for operations, 58–59development goal, 55facilitating information flow, 52–60leadership, 52–57leadership teams, 55Murphy’s Law, 59–60responsibility, 56–57shared leadership, 56What can go wrong, will go wrong, 59–60

customersdelighting, 49–52. See also Google.focus on the job, 51–52Kano model, 49–52needs, 43satisfaction, 49–52understanding, 50

value principle, 44value streams

churn, 91delays, 91examples, 85–91for future processes, 92keeping it simple, 85

mapping, 83–84owner identification, 84–85preparation, 83–84start/stop points, 84waste diagnosis, 91

Van Schooenderwoert, Nancy, 27variation

inherent in the system, 121and queuing theory, 101–102and utilization, 101–114

variation in teams, 135verification, and long release cycles, 107–108verifying results of problem solving, 172video cassettes, manufacturing, 59visible signals, 139–140vision, 16visual workspace, 136–141“vital few and trivial many” rule, 26vocational education, 234–236voice of the customer, 53, 229volunteers, 54, 208–210

Wwaiting. See delays.Wake, Bill, 165wall charts, 140war room, 213waste. See also seven wastes.

80/20 rule, 25–26anticipating, 76biggest source of, 24–25churn, 24complexity and, 67, 69–73diagnosing. See value streams.elimination

principle of, 23–25reducing by specification, 24–25Taiichi Ohno on, 23–25

extra features, 24–25inventory as, 24Just-in-Time commitment, 164lost knowledge, 76Muda, xixmultitasking, 78–80non-value-added, 23, 83partially done software, 24recognizing, 23. See also value streams.requirements churn, 24root cause, 67test-and-fix churn, 24uncoded documentation, 74undeployed code, 75


276 INDEX

waste (continued):undocumented code, 75unsynchronized code, 74untested code, 74unused documentation, 77“vital few and trivial many” rule, 26

waste (Muda), xixwaterfall development model, 22, 29–30Weick, Karl E., 9Welch, Jack, 173we-they model, 63What can go wrong, will go wrong, 59–60“When IT’s Customers Are External,” 62–63Whitney, Eli, 1Who has the D?, 57Wild, Werner, 159winning companies, xviiwinning product portfolio, xviiwinning teams, xvii

Wolf, Bob, 208Womack, James, 43work breakdown structure, 135workers. See partners; people; teams.workgroups, 126–127, 212Working Effectively With Legacy Code, 167Working Together program, 118–120Workout, 173–175write less code, 29, 67–73

YYAGNI (You Aren’t Going to Need It), 165Yamada, Kosaku, 13Yokoya, Yuji, 53–55

ZZara, 67–68zero inspection, 6–7


Documents

Index [ptgmedia.pearsoncmg.com]€¦ · 258 INDEX Boeing 777 project, 117–120, 140, 230 787 Dreamliner, 210 outsourcing, 216–217 Bohnet, Ralph, 167 bonuses as incentives, 145,