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Towards the Integration of Security Practices in the Software Implementation Process of ISO/IEC 29110: A Mapping Read chapter Read first chapter

2017 | OriginalPaper | Chapter

Lean and Agile Software Process Improvement - An Overview and Outlook

Authors : Alexander Poth, Susumu Sasabe, Antònia Mas

Published in: Systems, Software and Services Process Improvement

Publisher: Springer International Publishing

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Abstract

Agile and lean approaches are disruptive approaches for the established software development approaches. Furthermore agile approaches are going step by step out of the software area into other areas like individual services outside the production, which is the root of lean. In this work we present an overview and outlook about agile and lean approaches to help to find answers to some questions: What is the difference between agile and lean? What kind of continuos improvement is inherent in agile and lean? How can lean and agile approaches be combined with software process improvement approach?

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previous chapter Automotive Quality Universities – AQU – Integration of Modular Content into the Higher Education Studies
next chapter A New Approach: Not Agile vs. Traditional QM but Applying the Best of Both
Footnotes
1
The term procedure is used instead of process because the ISO 9000:2015 defines procedures as optional documented to emphasis the more formal character. This makes the term procedure more adequate for agile teams because many teams do not focus on too much consolidation and reinforcement of processes to be able to change them easier if needed.
 
2
The value chain is a core business procedure to make money. In agile environments, teams are organized around a value chain in independent teams to deliver entire functions to the value chain. In a web-shop a value chain could be “search product”, “put it on the shopping card”, “check out/buy” depending on complexity additional functions like “manage customer profile” etc. are also individual function teams instead of be part of check out “shipping address fields”.
 
3
Self-organized teams are setup and organized to act business centric and autonomy. They are empowered with their comprehensive know how to decide and act self-organized and independent from other teams – for fast reaction on incidents etc.
 
4
Feature or function teams are agile teams to handle a business functionality. Focus is to bring all relevant know how to run a “part” of business in an end-to-end fashion in the team. This is orthogonal to many IT setting with stacking teams in for example 3-tier applications in a frontend, business logic-and database-team to group specialists into competence teams.
.
 
5
Transition: The way from the status quo to an ideal agile organization is often called transition or agile transition. By definition, a transition never ends because something is always to optimize to have a better agile organization.
 
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Metadata
Title
Lean and Agile Software Process Improvement - An Overview and Outlook
Authors
Alexander Poth
Susumu Sasabe
Antònia Mas
Copyright Year
2017
Book
Systems, Software and Services Process Improvement

Print ISBN: 978-3-319-64217-8

Electronic ISBN: 978-3-319-64218-5

Copyright Year: 2017

DOI
https://doi.org/10.1007/978-3-319-64218-5_38

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