Settings for Lean Environment
Mary and Tom Poppendieck analyzed seven the most popular principals of Lean management model in the terms of their efficiency for software delivery process. (Poppendieck M. , T. , 2006) The core idea of successful implementation of Lean Methodology into software development process includes the elimination of waste. Any activity, which is not bringing additional value to ready product, should be differentiated as a waste.
Emerging of extra features, internal limitations in organizational behavior of employees and the accuracy of communication attitude can badly affect project delivery process; therefore eliminating waste is one of the core principals of Lean. Very often it dictates the breakage of organizational boundaries throughout a team or whole company. The main reason causes organizational settings’ change is a necessity of efficient communication.
Overall project success directly depends on model of team organization thus teams should be allowed to work in the hierarchy that doesn’t badly affect the efficiency of project delivery, even if such attitude argues with functional roles of employees. Current principle of team organization requires the high dedication and enthusiastic attitude from all team players. Lean process is defined to be built in powerful quality assets. It means that implementation of lean approach requires the
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In this case the right governance allows setting up the correct rules and requirements for team players’ behavior, helping developers to do the right things. Continuous monitoring of relevance metric is one of the most essential things throughout the development process. It helps to create knowledge, to promote new strategies and to discover what activity is expected by customer or employer in accordance with current knowledge. In order to meet knowledge creating demand the specific set of reusable methods and standards should be created and used as average company practice.
This set of standards after modernization in accordance with new project’s requirements will help to meet all project’s expectations and needs (Weinberg, 1969). Very often customer experiences the lack of time or knowledge or both to present the formalized specification. This case coincides with Lean ability to defer the commitment thus final specification is not important. On the other hand the efficiency of business processes is supported by flexibility of architectures. It means that organizational structure of development lifecycle should be tolerant to changes and the most important decisions are to be taken in the very last moment.
Deferring commitment is based on ability to reuse the capacities obtained in development of various applications in different projects for building several business scenarios of one development lifecycle. Building different variations of end business scenarios should not slow down the delivery time. Lean methodology dictates fast delivery model. The paradigm underlines high quality system that should be delivered quickly. The effective governance principles used as a strategy in this case will help to make a work limitation in accordance with team capacity, the employees will not have more tasks than they are capable to complete.
Self organization and responsibility on organizational level is a valuable criterion for fast delivery of results. Business value should be added through fast moving lifecycles but not through speeding in slow developing projects. Lean process peculiarities require people who will think thus high organizational awareness along with self respect build the necessary attitude to project activity as a part of organizational activity. Management style should be rather encouraging than controlling.
Lean approach to HR strategy as well as overall project management envisages the whole optimization of all business processes used throughout organization. The reason is that very often high level business models coincide or cross the individual projects’ expertise. Lean approach implementation requires that following organizational settings are to be changed in accordance with lean methodology and practices. They include organization’s mission and principals, organization structure along with policy and standards, IT measures, methodological processes and verification of roles and responsibilities in the company.