Lean Software Strategies - Peter Middleton

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Résumé :
Winner Of The 2007 Shingo Prize For Excellence In Manufacturing Research! Lean production, which has radically benefited traditional manufacturing, can greatly improve the software industry with similar methods and results. This transformation is possible because the same overarching principles that apply in other industries work equally well in software development. The software industry follows the same industrial concepts of production as those applied in manufacturing; however, the software industry perceives itself as being fundamentally different and has largely ignored what other industries have gained through the application of lean techniques. Lean Software Strategies: Proven Techniques for Managers and Developers, shows how the most advanced concepts of lean production can be applied to software development and how current software development practices are inadequate. Written for software engineers, developers, and leaders who need help creating lean software processes and executing genuinely lean projects, this book draws on the personal experiences of the two authors as well as research on various software companies applying lean production to software development programs.

Sommaire:
Introduction Part I: What Kind of Industry is Software? Chapter 1 - There's Three Kinds of Industries Chapter 2 - Understanding Earlier Production Systems Chapter 3 - Lean Production - Five Principles Chapter 4 - Determining Software's Industrial Paradigm - Reuse Practice Chapter 5 - Determining Software's Industrial Paradigm - SEI CMM Practice Chapter 6 - Determining Software's Industrial Paradigm - XP: Extreme Programming Chapter 7 - The Way Out of the Software Crisis Part II: Building Lean Software - Customer Space, Early Lifecycle Chapter 8 - Lean Value - Finding the Gold Hidden within Your Customer Chapter 9 - Choosing the Right Project Chapter 10 - Choosing a Value Representation Chapter 11 - Values - When Customers Know What They Want Chapter 12 - Values -- When Customers Don't Know What They Want Chapter 13 - Predicting How Customers Will React to Having Their Values Implemented Chapter 14 - Planning Implementation Part III: Building Lean Software - Producer Space, Late Lifecycle Chapter 15 - The Value Stream -- Design Chapter 16 - The Value Stream -- Production Chapter 17 - The Value Stream -- Verification-Smart Development Chapter 18 - The Value Stream -Choosing Programming Languages and Tools Chapter 19 - Flow - Applying Industrial Insights for Software Chapter 20 - Flow - Through Stage Transitions Chapter 21 - Pull and Perfection Appendix A: The LM - Aero C-130J OFP Software Product Family Part IV: Experiences of Lean Software Producers Chapter 22 - Is Microsoft's Build and Synchronize Process Lean? Chapter 23 - Industrial Engineering Insights on Variance in the Software Development Process Chapter 24 - Why Culling Software Colleagues is Necessary and Even Popular Chapter 25 - XP and Lean Software Development - the Spare Parts Logistics Case Study by Mark Windholtz Chapter 26 - Case Study: Timberline, Inc - Implementing Lean Software Development Conclusion: A Roadmap for Lean in Your Organization Bibliography