You are here

Home ›

lean

Lean Startup

Submitted by admin on 28/03/2013 - 20:17

Lean Startup, di Eric Ries, è un libro sull'innovazione di prodotto, non (o almeno non solo, come farebbe pensare il titolo) sul lancio di nuove iniziative imprenditoriali.

Il successo di un prodotto, spiega Ries, nasce spesso dall'aver imparato le lezioni necessarie dal fallimento di precedenti tentativi. Per questo motivo, ogni tentativo di innovazione va condotto come un prototipo da controllare e misurare, ottenendo riscontri concreti e verificabili, rapidamente e con il minor costo possibile. Per poter poi aggiustare il tiro.

Categorie: 
lean

Lotto di lavorazione minimo

Submitted by admin on 24/03/2013 - 18:29

Uno dei principi basilari dell'approccio Lean: ridurre al minimo il Work in Progress, usando lotti di lavorazione minimi.
Il video mostra due modi diversi di imbustare dieci lettere. Nel primo, tutte le lettere vengono piegate, poi tutte imbustate, poi tutte le buste vengono incollate, infine tutte timbrate. Nel secondo modo, viene lavorata in modo completo una lettera-busta alla volta.

Categorie: 
lean

Sviluppo lean e gestione dei requisiti

Submitted by admin on 07/01/2013 - 10:28

Interessante numero di Software Engineering Radio con un dialogo - intervista tra Christof Ebert e Frances Paulisch su Lean (software) development: utile complemento al Lean tutorial pubblicato da IEEE Software qualche mese fa, soprattutto per quanto riguarda la gestione dei requisiti in ambito lean.

Categorie: 
lean
requisiti

Lean tutorial

Submitted by admin on 29/11/2012 - 17:15

Il numero di September/October 2012 di IEEE Software ha come tema centrale lo sviluppo software Lean (in molti degli articoli della rivista Lean viene messo in relazione a Agile, per evidenziarne affinità e differenze).

L'articolo più interessante è Lean Software Development: a Tutorial di Mary Poppendieck e Michael Cusumano.

Poppendieck è l'autrice che ha pubblicato i testi probabilmente più interessanti sullo sviluppo Lean, come Lean Development Software: An Agile Toolkit for Software Development Managers e Implementing Lean Software Development: From Concept to Cash.

Michael Cusumano, del MIT, Massachussetts Institute of Technology, è da decenni uno degli osservatori più attenti dell'industria del software: il loro tutorial è probabilmente lo scritto più chiaro che sia stato pubblicato finora sull'approccio Lean allo sviluppo software.

Categorie: 
lean
agile

Stop Using Story Points

Submitted by admin on 28/10/2012 - 09:31

Gli Story Points sono un metodo di stima dimensionale usato per misurare e tenere sotto controllo la produttività e la velocità di un gruppo di sviluppo software. Sono molto diffusi negli ambiti di sviluppo "agile".

Una riflessione critica sull'uso degli story points in questo intervento di Joshua Kerievsky, che per certi versi testimonia un'evoluzione verso l'approccio "lean".

Categorie: 
agile
produttività
lean

Duraturo - adattabile

Submitted by admin on 09/04/2012 - 09:15

Il web è il più grande laboratorio mai esistito per studiare il comportamento umano, secondo Gerry McGovern:

"The Web facilitates continuous testing and improvement. Great web designs are responsive and flexible. They allow for rapid innovation based on feedback."

Dal "Built-to-last" (fatto per durare) al "Built-to-change" (fatto per cambiare).

Sulla stessa linea, per approfondire, l'ottimo libro di Eric Ries, The Lean Startup.

Categorie: 
software
lean

Lean Primer

Submitted by ac on 25/09/2009 - 21:27
Una introduzione sintetica ed efficace al pensiero "lean", di Craig Larman e Bas Vodde.
Categorie: 
agile
lean

Agile and Toyota - Alistair Cockburn

Submitted by ac on 07/01/2007 - 16:43
due post il 31-12-2006 e 1-1-2007

Re: [APM] Management lineage of software processes

Interestingly, the Toyota Production System (TPS) was already doing most of what we now call agile, already back in the 1970s.

The west didn't notice what they were doing and misinterpreted it. (most of) Those of us who wrote the agile manifesto in 2001 were not aware of TPS, and simply wrote what was on our minds. Since then, many of us have looked at TPS --- and I for one, can't see that we've added very much to what was already in TPS (test-first comes to mind as an exception).

Alistair

Re: [APM] Management lineage of software processes

Thanks, Boris. Well, I have three times visited a place in SLC(O.C.Tanner) where they are implementing TPS pretty strictly in their awards production, and I am unable to to suggest anything that they haven't already been doing for over a year. I.e., TPS already leads them to everything I know.

Personally, I think it's pretty nifty that we in software managed to reinvent our own localization of the ideas of TPS without knowing first about TPS. It doesn't bother me if Toyota got there first (over a 60-year period). I think the ideas are there to be found by multiple groups of people ... the math adds up, reflection and inspection lead there.

But the only reason I brought this all up was that someone asked about the sequencing of ideas and influences. AFAIK, we software people were not particularly influenced by Deming or TPS in coming up with the agile manifesto (I can speak for myself --- my information came strictly from staring at my interview results and management attempts in the early/mid 1990s ... I suspect the same was true for at least most of the people at the Snowbird meeting). And still, looking at time sequencing, it is clear that lean manufacturing got there first. I still don't know about Deming'sstuff.
Categorie: 
agile
lean

Lean and contracting situations - Mary Poppendieck

Submitted by ac on 07/01/2007 - 16:39
post il 3-1-2007 RE: [leandevelopment] Budgeting a Lean Project

Tal,

It seems that you are in a contracting situation, as opposed to developing software for use within your own organization. If I can make that assumption, then I would suggest that lean principles are not particularly viable unless lean contracting is also part of the equation. When you reach organizational barriers and lean organizations run up against non-lean organizations, it is often impossible for the supplier to act in a lean manner.

As an example, many automotive suppliers have adopted lean practices in order to supply Toyota. The lean areas of their plants are much more efficient and cost-effective, but they are usually not able to supply other automobile companies with the lean area of the plant – they have to maintain a non-lean (and less efficient) area of the plant to serve those other customers. Why? Because the Detroit automotive companies still want parts delivered in large batches – they thin the economies of scale are the dominating factor in their business, despite decades of evidence to the contrary.

Similarly, if you have customers that believe that accumulating huge batches of detailed requirements is the most efficient way to contract with suppliers, then you may have to operate in a non-lean way with those customers. When you find customers that want a lean supplier, you can partner with them in a lean way, and as the automotive suppliers found out, deliver better, more cost effective software. However, in general, the choice lies with the customer, not the supplier.

Mary Poppendieck
Categorie: 
cliente
lean
outsourcing
Subscribe to RSS - lean