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What fascinates me the most in the Lean software development approach is the quality of the people that support it. Mary and Tom Poppendieck are not an exception to this rule. Their book “Leading Lean Software Development” achieves the seemingly contradictory goals of being very insightful but still easy and captivating to read.
In the context of software development, Kanban is an approach based on Lean that tries to limit waste and work in progress to the actual capacity of the software development team. The aim of Kanban is to create a context that balances capacity and demand through a value stream and promote visual project management.
The goal of the book “Lean-Agile Software Development – Achieving Enterprise Agility” by Alan Shalloway, Guy Beaver and James R. Trott, is to propose a vision of Agile software development that goes behind the current practices, more specifically Scrum, to integrate the principles of Lean development.
The definitive talk on Work in Progress (WIP) talks about getting things done. From team-level to whole-enterprise scale, the amount of work inside the system directly affects the amount of value being delivered.
“Implementing Lean Software Development” is a book from Mary and Tom Poppendieck that helps to apply the lean manufacturing approach to the software development activities. After a presentation of the way Toyota designed its lean approach for manufacturing and product development, the book describes how these principles could be translated in the software development world.
Boiling frogs and Lean transformation often have at least one thing in common: Do it quickly, but not quickly enough, and the subject might jump overboard. Changing behaviours, influencing culture and moving forwards on the path towards Lean or Agile is hard work. More often than not, the advice dispensed is “it depends”.
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