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] P&L (profit and loss) model page rank system, Google Page, Larry pairing Pareto analysis partially done work partners [See also teams.] committers contracts BAA airport management 2nd Norwegian Computer Society NTNU (Norwegian University of Science and Technology) PS 2000 purpose of relational T5 Agreement Deming point 12 eliminating barriers equality of examples 3M Boeing 787 Dreamliner Linux security breach 2nd Open Source software Procter & Gamble exchanging tests frequent integration global networks global teams global work groups joint ventures leaders Oobeya outsourcing basic principles BMI call center Boeing development infrastructure introduction Procter & Gamble Toyota transactions proxies rotating people synergy traveling team leaders war room PatientKeeper cycle time delivery speed development teams introduction of Scrum limiting complexity limiting work to capacity product managers release schedules PBS documentary PDCA (plan, do, check, act) 2nd people, managing andon Boeing 777 project 2nd causes of low quality and productivity centering on people choosing suppliers compensation alternatives to money annual raises balanced scorecards bonuses 2nd promotion systems reward basis span of influence versus span of control dashboards 2nd Deming Cycle Deming on dependence on inspection fear incentives individual performance performance evaluations rankings inherent system variation interdepartmental barriers job grades junior people 2nd kanban 2nd leadership numerical quotas ordinary employees 2nd organizing work PBS documentary PDCA (plan, do, check, act) 2nd pride of workmanship projects versus products psychology rotating assignments scientific method self-directing work sharing early and often slogans, exhortations, and targets stop-the-line culture synergy System of Profound Knowledge testing early, failing fast theory of knowledge training 2nd 3rd trust under the bell curve visible signals visual workspace wall charts why programs fail Working Together program performance evaluations as incentives personnel [See partners ; people, managing ; teams.] PERT (Program Evaluation and Review Technique) Pfeffer, Jeffrey pilot stage plan, do, check, act (PDCA) 2nd plan-driven methods planning as commitment iterative development Taiichi Ohno on pluggable interfaces example Polaris program policies [See practices ; principles.] Post-it Notes practices [See also principles.] definition for successful software development predictable outcomes Price, Jerry pricing structure, complexity example pride of workmanship principles [See also principles.] continuous improvement definition democracy principle excellence principle product development principles speed principle value principle lean software development [See seven principles.] learn-by-doing of outsourcing software development understand-before-doing prioritizing features Prius problem solving analyzing the situation defining the problem 2nd disciplined approach experimentation first rule follow up hypothesis generation introduction Kaizen (change for the better) events large group improvement scientific method 2nd standardization verifying results process cycle efficiency 2nd 3rd process leadership processes availability average time, calculating capable minimizing elements minimizing size quality measurement robust too big too many things Procter & Gamble 2nd 3rd Product Development for the Lean Enterprise Product Development Performance 2nd product development, lean product managers product owners production productivity products concept stage development [See software development ; Toyota Product Development System ; Toyota Production System.] specifications basis for acceptance tests waste reduction versus projects profit and loss (P&L) model profit, definition profitability 2nd 3rd Program Evaluation and Review Technique (PERT) programmer tests [See unit tests.] programmers [See partners ; people, managing ; teams.] project managers 2nd 3rd 4th [See also management.] projects average process time, calculating average speed cycle time dividing work into stories expediting measuring PatientKeeper delivery cycle process availability process capability red flags setting upper limits setting upper size limits time delays versus products promotion systems as incentives property tests Proulx, Tom proxies PS 2000 contract psychology pull scheduling, example pull systems 2nd push systems |
Категории