Implementing Lean Software Development: From Concept to Cash
Index[SYMBOL] [A] [B] [C] [D] [E] [F] [G] [H] [I] [J] [K] [L] [M] [N] [O] [P] [Q] [R] [S] [T] [U] [V] [W] [Y] [Z] cadence asynchronous, example cycle time reduction establishing Cagan, Martin Canada capable development process capacity, limiting work to cycle time reduction teams cascading queues cash stage cause [See root causes.] champions 2nd change agents management scope bloat scope control tolerance waste change for the better (Kaizen) events change requests chartering teams charts Cheaper by the Dozen chief architect chief engineer Christensen, Clayton Chrysler NS minivan QFD (quality function deployment) analysis shared leadership churn requirements 2nd test-and-fix value streams waste Clark, Kim B. Clark, Mike ClearStream Consulting Cleland-Huang, Jane CMM co-located teams 2nd coaches code complexity source of waste technical debt undeployed undocumented unsynchronized untested code reviews coffee cup simulation Cohn, Mike collaboration [See partners ; teams.] "Collaboration Rules," commitment [See also Just-in-Time commitment.] deferring, principle of iterative development planning as to change committers companies life expectancy organizational boundaries cascading queues cost of crossing 2nd lean supply chains relational contracts teams value streams purpose of types of compensation alternatives to money annual raises balanced scorecards bonuses 2nd promotion systems reward basis span of influence versus span of control competing on the basis of time competitive advantage complexity customer satisfaction development speed expert workforce feedback lean principles management innovation outsourcing Toyota user interface complete teams complexity automating competitive advantage cost of limiting features and functions minimum useful feature sets pricing structure, example prioritizing features root cause of waste software code concept stage concurrent development concurrent engineering condensing knowledge configuration management conflict of interest conquering complexity Conquering Complexity in Your Business constraints continuous improvement at PatientKeeper cadence complexity reduction configuration management Deming's 14 points development organization objectives principle of waste elimination continuous integration contractors contracts BAA airport management 2nd fixed price Norwegian Computer Society NTNU (Norwegian University of Science and Technology) PS 2000 purpose of relational T5 Agreement time and materials Cook, Scott 2nd costs competing on the basis of time complexity 2nd crossing organizational boundaries 2nd economies of scale extra features joint ventures Keiretsu advantage lifecycle 2nd of software maintenance refactoring standards support and warranty synergistic relationships target 2nd 3rd counterintuitive concepts continuous integration Lean new paradigms object orientation set based development seven principles Crawford-Mason, Clare create knowledge, principle of Critical Chain cross-functional teams 2nd 3rd 4th Cunningham, Ward custom systems [See software development, custom systems.] customer-focused organizations champions chief engineer complete teams decision making designing for manufacturability designing for operations development goal facilitating information flow leadership leadership teams Murphy's Law responsibility shared leadership What can go wrong, will go wrong customers delighting [See also Google.] focus on the job Kano model needs satisfaction satisfaction, as competitive advantage satisfaction, measurements service, example understanding cycle time measurements PatientKeeper reducing establishing a cadence evening out work arrival limiting work to capacity minimizing process elements minimizing process size pull scheduling speed utilization and |
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