Relevant bibliographies by topics / Lean and agile software

Academic literature on the topic 'Lean and agile software'

Author: Grafiati
Published: 10 December 2022
Last updated: 28 January 2023

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Journal articles on the topic "Lean and agile software"

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Kumar Nath, Udit, Satyasundara Mahapatra, Prasant Kumar Pattnaik, and Alok Kumar Jagadev. "Issues of lean-agile software development environment." International Journal of Engineering & Technology 7, no. 3.3 (June 8, 2018): 432. http://dx.doi.org/10.14419/ijet.v7i2.33.14204.

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The popular waterfall model is widely accepted approach for project management paradigm; however lean based agile model is the recent revolution to reduce work in progress items and makes transformation to better process by identifying and eliminating non-value-add activities and increase productivity with quality of deliverables. This paper includes the issues that involved in lean- agile process.
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Poth, Alexander, Susumu Sasabe, Antònia Mas, and Antoni-Lluís Mesquida. "Lean and agile software process improvement in traditional and agile environments." Journal of Software: Evolution and Process 31, no. 1 (August 14, 2018): e1986. http://dx.doi.org/10.1002/smr.1986.

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Maritz, Andries, and Fatima Hamdulay. "ACSESim: Agile and Lean software development in practice." Emerald Emerging Markets Case Studies 8, no. 1 (February 6, 2018): 1–25. http://dx.doi.org/10.1108/eemcs-02-2017-0025.

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Subject area Agile software development, Knowledge workers and Lean thinking as a management system Study level/applicability The case lends itself to students of business management, or aspiring consultants, who have been exposed to operations management in general and Lean thinking specifically. It is an advanced case study, assuming prior knowledge in these subjects and approaches the subject matter from an organisational development point of view, rather than a pure operations point of view. It is thus well suited to an elective on operational excellence on an MBA or in executive education courses in Lean thinking Case overview The case starts with Mark, manager of a software development team, hearing that he will have budget for two new developers who will join his team in the coming year. While the extra help could be useful, he was considering what the impact of new people would be on the productivity of the team, which he felt was already stretched. Mark continues to consider the entire development chain and how code changes were implemented to ACSESim’s (the company’s primary product) graphical user interfaces. Having recently been acquired by an American company, he was also under pressure to start to adopt some of the parent company’s systems, which would constitute a fairly disruptive, but necessary, change, particularly for future collaborations with other developers in the parent company. With two new developers, experience taught Mark that development could slow down owing to training efforts. To minimise disruption, he was wondering about how to get the new developers up-to-speed quickly and streamline their operations within a changing corporate environment. The case highlights the different mechanisms that were in place at ACSESim, including the use of issue trackers; Kanban boards; version control software; automated systems; stand-up meetings, etc. Each of these mechanisms is discussed briefly and shows the value they added to the development practices that were in place. This also allows students to understand Agile practices and what Lean thinking might mean in a knowledge work environment and then to consider what the proposed changes might mean and how they could be deployed. Expected learning outcomes To gain an understanding of how Lean and Agile principles can be applied in a software development environment and Lean knowledge work in general To consider the best way to manage new hires so that they can become productive in a Lean or Agile software development environment, whilst dealing with pressures to migrate to new systems. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS: 9: Operations and Logistics.
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Jain, Parita, Arun Sharma, and Laxmi Ahuja. "Software Maintainability Estimation in Agile Software Development." International Journal of Open Source Software and Processes 9, no. 4 (October 2018): 65–78. http://dx.doi.org/10.4018/ijossp.2018100104.

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Agile methodologies have gained wide acceptance for developing high-quality products with a quick and flexible approach. However, until now, the quality of the agile process has not been validated quantitatively. Quality being important for the software system, there is a need for measurement. Estimating different quality factors will lead to a quality product. Also, agile software development does not provide any precise models to evaluate maintainability. Therefore, there is a need for an algorithmic approach that can serve as the basis for estimation of maintainability. The article proposes an adaptive neuro-fuzzy inference system (ANFIS) model for estimating agile maintainability. Maintainability is one of the prominent quality factors in the case of agile development. The proposed model has been verified and found to be effective for assessing the maintainability of agile software.
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Elmoselhy, Salah A. M. "Empirically Investigating a Hybrid Lean-Agile Design Paradigm for Mobile Robots." Journal of Intelligent Systems 24, no. 1 (March 1, 2015): 117–34. http://dx.doi.org/10.1515/jisys-2014-0024.

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AbstractLean design and agile design paradigms have been proposed for designing robots; yet, none of them could strike a balance between cost-effectiveness and short duration of the design process without compromising the quality of performance. The present article identifies the key determinants of the mobile robots development process. It also identifies empirically the mobile robot design activities and strategies with the most influence on mobile robot performance. The study identified statistically the mobile robot design activities and strategies most positively correlated with mobile robot performance. The results showed that 65% of typical mobile robot design activities and strategies are affiliated with the lean design paradigm, while the remaining 35% are affiliated with the agile design paradigm. In addition, it was found that 22% of the lean mobile robot design activities and strategies and 25% of the agile mobile robot design activities and strategies, significantly with 99% confidence, are among the design activities and strategies most positively correlated with improving mobile robot performance. A hybrid lean-agile design paradigm is thus proposed.
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Brusov, Aleksandr. "AGILE: OPPORTUNITIES AND PERSPECTIVES OF APPLICATION IN PUBLIC ADMINISTRATION (LITERATURE REVIEW)." Public Administration Issues, no. 2 (2022): 134–58. http://dx.doi.org/10.17323/1999-5431-2022-0-2-134-158.

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The article provides an overview of publications on Agile methodology. In the literature Agile is generally understood to mean agile software development with regular feedback, ability to respond promptly to various changes and adjust the initial vision of the project at almost any moment. The paper reviews the values and basic principles of Agile, provides comparative characteristics of agile and traditional approaches to software development, describes the most popular Agile methods (Scrum, Kanban, Scrumban, eXtreme Programming (XP), Lean development). The review established that Agile is not only considered in terms of software development but also the project management approach. In addition, there are practices of implementing Agile in public administration. However, the authors point to IT project management problems in the public sector. Challenges relate to serious deficiencies in public procurement of software. The authors conclude that it is recommended to apply «Agile contracts» in public procurement. The Charter for the Agile Nations establishes a commitment to a more agile approach to legal regulation and will facilitate the implementation of Agile in public administration. Based on conducted analysis of publications the inference was made that Agile can also be viewed from a personnel management perspective. It has been suggested that implementation of Agile methodology to human resources management is a promising area and emerging trend of Agile development.
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Zorzetti, Maximilian, Ingrid Signoretti, Larissa Salerno, Sabrina Marczak, and Ricardo Bastos. "Improving Agile Software Development using User-Centered Design and Lean Startup." Information and Software Technology 141 (January 2022): 106718. http://dx.doi.org/10.1016/j.infsof.2021.106718.

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Róbert Modranský, Silvia Jakabová, Michal Hanák, and Albert Oláh. "Lean and Agile Project Management and the Challenges for its Implementation in SMEs in Czech Republic." Technium Social Sciences Journal 9 (July 8, 2020): 413–40. http://dx.doi.org/10.47577/tssj.v9i1.1145.

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The purpose of this paper is to investigate the possibilities, challenges and benefits of implementing Lean & agile project management in manufacturing SMEs. Lean & agile project management methods were originally developed for the software development industry, where they have revolutionized the way projects are managed. In the last decade, practitioners outside software development industry have started to realize the potential and benefits of implementing the agile approach. However, there are still only a few researches devoted to agile hardware development, and even fewer on the possibilities of its implementation in SMEs. By conducting a case study in the only manufacturing SMEs that has successfully implemented Scrum, analysing internal company’s documents and interviewing several employees and top managers from different sectors, who participated in the projects where Scrum was implemented, the lessons this organization has learned and that could be beneficial for both researchers and practitioners, are reported. The findings from this research show that although some adaptions of the Scrum framework were required, the applicability of the Scrum in this manufacturing SME was possible and beneficial.
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Iqbal, Tahir, Muhammad Shakeel Sadiq Jajja, Mohammad Khurrum Bhutta, and Shahzad Naeem Qureshi. "Lean and agile manufacturing: complementary or competing capabilities?" Journal of Manufacturing Technology Management 31, no. 4 (March 6, 2020): 749–74. http://dx.doi.org/10.1108/jmtm-04-2019-0165.

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PurposeLean (TQM and JIT) and agile manufacturing (AM) are viewed as strategic capabilities that can help firms to meet diverse set of market demands. However, the question whether lean manufacturing and AM are complementary or competing capabilities is still open to discussion. This research proposes an integrated research framework that draws on complementary theory, theory of systems, and concept of fit to examine this question regarding these two strategic capabilities.Design/methodology/approachData are collected from 248 apparel exporting firms, and the proposed model is evaluated using structural equation modeling.FindingsResults show that lean manufacturing, AM, and supporting management and infrastructural practices have positive and complementary effects on firm's performance. Further, results depict that lean manufacturing and AM complementarity is a complete organizational synergistic phenomenon, and piecemeal implementation of these initiatives may lead to suboptimal or unsatisfactory results. Results also indicate that there is no significant direct (correlated and uncorrelated) relationship of management, infrastructure, lean manufacturing, and AM practices with firm's performance and support that lean manufacturing and AM are not competing paradigms.Research limitations/implicationsThis research is based on cross-sectional data from one industry. Future research should collect data from diverse sectors in different countries.Practical implicationsThis study provides a key insight for manufacturing managers that piecemeal implementation of lean manufacturing and AM does not yield optimal outcomes. In addition, study suggests that lean manufacturing and AM complementarity builds on strong foundation of strategic management and internal and external infrastructure. Therefore, managers should focus on development of skilled and empowered human resources, technological advancements, and learning and virtually integrated organizations for effective implementation of lean manufacturing and AM.Originality/valueProposed framework is one of the first, if not the first, that seeks to resolve the question: whether lean manufacturing and AM are complementary or competing capabilities. Complementary effects of lean manufacturing and AM along with management, internal infrastructure, and common external infrastructure practices have positive impact on performance. This study also segregated infrastructure practices into internal and common external infrastructure practices.
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El Mokadem, Mohamed. "The classification of supplier selection criteria with respect to lean or agile manufacturing strategies." Journal of Manufacturing Technology Management 28, no. 2 (March 6, 2017): 232–49. http://dx.doi.org/10.1108/jmtm-04-2016-0050.

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Purpose The purpose of this paper is to investigate how manufacturing strategies could affect the supplier selection criteria used by business firms. Design/methodology/approach Survey strategy was used to empirically understand the research argument. First, principal component factor analysis was employed to validate the underlying structure of the supplier selection criteria. Then, simple regression analysis was employed to test the research hypotheses. Findings Organizations pursuing lean strategies will emphasize factors that improve their efficiency when selecting their suppliers, while organizations pursuing agile strategies will assert factors that improve their ability to respond to customer unique requirements when selecting their suppliers. Research limitations/implications This study provides new insight for researchers to understand the effect of manufacturing strategies on the classification of supplier selection criteria. However, the small sample size might limit the ability to generalize research findings. Further research is required to confirm the findings using a wider sample. Practical implications This research provides practitioners with useful insights into how to select their suppliers based on their manufacturing strategies. Originality/value This paper classifies supplier selection criteria into three distinct groups: lean, agile, and common capabilities. Lean capability refers to the list of criteria that are highly relevant in selecting suppliers for lean implementers. Agile capability refers to the list of criteria that are highly relevant in selecting suppliers for agile implementers. Finally, common capability refers to the list of criteria that have comparable relevance in selecting suppliers for both lean and agile implementers.
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Dissertations / Theses on the topic "Lean and agile software"

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Nanduri, V. S. S. N. R. Ram. "Lean + Agile vs Seven Wastes in Software Development." Thesis, Blekinge Tekniska Högskola, Institutionen för programvaruteknik, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-4057.

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Context: Software Process Improvement uses lean principles for eliminating wastes in the software development process. Waste is defined as anything that does not add value to the customer and product. The seven traditional wastes in software engineering are partially done work, extra process, extra features, waiting, motion, task switching and defects. Using the lean principles and practices, the wastes can be reduced or eliminated. It is important to know the lean practices that are widely used in software development and to know the practices, which captures the seven wastes. From the literature, the ability of waste reduction is theoretically discussed [2], but practically only little empirical evidence is available on ‘which practice is best capable in reducing specific kinds of waste.’ Objectives: Many software development organizations have adopted lean practices and agile practices for eliminating wastes of different kinds. Therefore, this study focuses on evaluating the effectiveness of lean practices in their ability to reduce the seven types of wastes associated with Lean Software Engineering. Methodology: The methodology that is used in this study is systematic literature review and industrial survey. In order to achieve the objective on evaluating the lean practices and agile practices in their ability to reduce the seven types of wastes that have more attention in research, a systematic literature review is conducted. Thereafter, to capture the effectiveness of lean practices in waste removal, a survey is designed to capture the perception of practitioners. Results: The systematic literature review has identified 53 relevant studies to the research topic. From these primary studies, the lean practices/principles, hybrid agile and lean practices, and the efficiency of agile practices in eliminating the seven wastes were identified. In addition to that, wastes that are captured by using lean practices; hybrid lean and agile practices were also identified. The reason for considering agile practices is that, agile and lean have similarities in eliminating the wastes and creating value to the customer [2][3]. Through the systematic literature review, it can be observed that researchers have not investigated all the seven wastes captured by lean practices. Thereafter, survey is the main contribution to this research where, the responses of 55 respondents from different countries were recorded. Most of the respondents are from India with 42% of the responses. We have asked the role of every respondent in their companies, and 19 respondents are Team leaders, 16 respondents are project managers and remaining people perform various other roles in software development. 38 respondents are from large-scale industry, which constitutes the majority part of the survey. The main contribution of the survey is identifying the ability of lean practices in eliminating different wastes. The respondents were asked to provide their level of agreement related to the effectiveness of each lean practices and agile practice in waste removal. A comparison between the results of SLR and survey reveals that there is a lot of variance in the perception of researchers and practitioners regarding the lean practices in eliminating wastes. Survey captures more wastes than SLR. From the results of survey, it was also identified that using the lean practices i.e. Kanban and VSM can eliminate most of the wastes. Kanban (41) and VSM (33) are mostly used and more efficient in industries. Conclusions: To conclude, the obtained results from this study will be quite useful for the real-time execution of lean practices. Team leaders, project managers, and organizations can adopt lean by choosing lean practices in accordance to the wastes that have to be eliminated from their software development process. This study has also identified the benefits and limitations of lean practices implemented in industry. This study helps researchers in providing necessary information that is very useful for further research in lean practices. The combinations of lean practices were also presented, which in terms one lean practice can compensate another in capturing all the seven wastes. In the survey, the additional wastes were identified when compared to SLR and this complements the literature. There is a considerable reach gap between the state of art and state of practice. It has been identified that VSM and Kanban practices have much attention in the literature. The remaining practices like Kotter and Kaizen are less concentrated in most of the research literature. From the literature, it is evident that none of the practices is capable of eliminating all the seven wastes in software development. VSM is capable of capturing wastes like waiting, extra process and motion. In addition, Kanban captures and eliminates wastes like partially done work, defects, task switching and extra features. With respect to the survey, Kanban and VSM practices are efficient in eliminating wastes. When the practitioners consider hybrid lean and agile practices, the combination of Kanban and Scrum, Scrum and VSM are efficient in eliminating wastes. The practitioners can consider the benefits of lean practices that are identified in this research.
V S S N R Ram Nanduri vssnrram@gmail.com
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Petersen, Kai. "Implementing Lean and Agile Software Development in Industry." Doctoral thesis, Karlskrona : Blekinge Institute of Technology, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-00465.

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Background: The software market is becoming more dynamic which can be seen in frequently changing customer needs. Hence, software companies need to be able to quickly respond to these changes. For software companies this means that they have to become agile with the objective of developing features with very short lead-time and of high quality. A consequence of this challenge is the appearance of agile and lean software development. Practices and principles of agile software development aim at increasing flexibility with regard to changing requirements. Lean software development aims at systematically identifying waste to focus all resources on value adding activities. Objective: The objective of the thesis is to evaluate the usefulness of agile practices in a large-scale industrial setting. In particular, with regard to agile the goal is to understand the effect of migrating from a plan-driven to an agile development approach. A positive effect would underline the usefulness of agile practices. With regard to lean software development the goal is to propose novel solutions inspired by lean manufacturing and product development, and to evaluate their usefulness in further improving agile development. Method: The primary research method used throughout the thesis is case study. As secondary methods for data collection a variety of approaches have been used, such as semi-structured interviews, workshops, study of process documentation, and use of quantitative data. Results: The agile situation was investigated through a series of case studies. The baseline situation (plan-driven development) was evaluated and the effect of the introduction of agile practices was captured, followed by an in-depth analysis of the new situation. Finally, a novel approach, Software Process Improvement through the Lean Measurement (SPI-LEAM) method, was introduced providing a comprehensive measurement approach supporting the company to manage their work in process and capacity. SPI-LEAM focuses on the overall process integrating different dimensions (requirements, maintenance, testing, etc.). When undesired behavior is observed a drill-down analysis for the individual dimensions should be possible. Therefore, we provided solutions for the main product development flow and for software maintenance. The lean solutions were evaluated through case studies.
Defence September 7
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Murray, Collin (Collin J. ). "Lean and agile software development : a case study." Thesis, Massachusetts Institute of Technology, 2008. http://hdl.handle.net/1721.1/43176.

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Thesis (S.M.)--Massachusetts Institute of Technology, System Design and Management Program, 2008.
"February 2008."
Includes bibliographical references (p. 89-90).
This paper looks at agile and lean development transitions for organizations that formerly used the waterfall style of development. There has been lots written about the positive aspects of agile software development and the anticipated benefits are widely touted. Through my research I became aware of significant obstacles that organizations can encounter when adopting an agile development method. The obstacles seem to be more applicable to organizations that use the waterfall development method and are compounded when legacy products exist. The intent of this thesis is to identify positive and challenging aspects for organizations that undertake a transition from waterfall development to agile development.
by Collin Murray.
S.M.
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Mummadi, Sowrabh. "Exploratory study of Overhead in Lean/Agile Software Development." Thesis, Blekinge Tekniska Högskola, Institutionen för programvaruteknik, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-21802.

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Moratilla, Temprado Enrique, and Bendito Enrique Ruz. "Lean Software Development and Agile Methodologies for a small Software development organization." Thesis, Högskolan i Borås, Institutionen Ingenjörshögskolan, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:hb:diva-20077.

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Lean Software Development is a new approach to provide a quality philosophy in software development companies. Lean offers a set of principles that helps companies to identify inefficient processes and waste. Therefore, by applying these principles, we can reduce costs, by shorting development time, incrementing productivity.In this study a software company with seven employees is analyzed. The company develops software and wants to increase its maturity and the quality of its processes. Currently, it has few documented processes. Furthermore, the company want a common way of working for every project. The challenge relies in adapting the set of principles provided by Lean to this particular case of study.We seek to analyze the current situation of the company to find out about the problems and limitations of the current way of working. After that we will state recommendations about the use of Lean combined with Agile practices such as Scrum and XP.As a result we present a proposal for implementation adapted from these philosophies to the needs and characteristics of the company.We have found that there are several ways in which the company can benefit from the implementation of Lean practices in combination with Scrum and XP. The result is a new framework that can be applied for other small software development companies in a similar situation.
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Mehta, Naresh, and Muhammad Junaid Gill. "Agile in Multisite Software Engineering : Integration Challenges." Thesis, Blekinge Tekniska Högskola, Institutionen för industriell ekonomi, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-14892.

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Many big organizations who are in existence since before the term agile came into existence are pursuing agile transformations and trying to integrate it with their existing structure. It has been an accepted fact that agile integrations are difficult in big organizations and many of such organizations fail the transformations. This is especially true for multisite software organizations where a traditional mix of old and new ways of working ends up creating issues. The result of such failure is the implementation of a hybrid way of working which ultimately leads to lower output and higher cost for the organizations.This paper looks at the integration challenges for multisite software engineering organizations and correlates with the theoretical findings by earlier with practical findings using survey and interviews as data collection tools. This paper specifically focusses on integration challenges involving self-organizing teams, power distribution, knowledge hiding and knowledge sharing, communications and decision making. The paper also has empirical evidence that shows that there is a communication and understanding gap between the employees and management in basic understanding of agile concepts.
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Katayama, Eduardo Teruo. "A contribuição da indústria da manufatura no desenvolvimento de software." Universidade de São Paulo, 2011. http://www.teses.usp.br/teses/disponiveis/45/45134/tde-11042012-102429/.

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Os Métodos Ágeis surgiram no final da década de 90, como uma alternativa aos métodos prescritivos de desenvolvimento de software. Eles propõem uma nova abordagem de desenvolvimento, eliminando gastos com documentação excessiva e burocrática, enfatizando a interação entre as pessoas e as atividades que efetivamente trazem valor ao cliente. Nos últimos anos, diversos princípios e práticas baseados na indústria de manufatura foram incorporadas pelos Métodos Ágeis de desenvolvimento de software. Um dos princípios absorvidos é o de melhorar a eficácia de uma organização através de melhorias globais. Embora este princípio seja bem difundido nos Métodos Ágeis, utilizá-lo não é uma tarefa fácil. Nem sempre é fácil ter uma visão global do processo de desenvolvimento. Além disso, para realizar melhorias globais é necessário descobrir a causa para possíveis problemas, o que também pode ser uma tarefa difícil. Esse trabalho investiga duas abordagens da indústria de manufatura que enxergam uma organização como um sistema no qual todas as partes são inter-relacionadas. Com base nelas, três abordagens de desenvolvimento de software existentes são analisadas. Finalmente, um estudo comparativo foi feito para avaliar as principais características dos métodos de desenvolvimento estudados. Esse estudo estende o trabalho feito por Abrahamssom et al., no livro Agile Software Development: Current Research and Future Directions, avaliando o desempenho dos métodos seguindo o arcabouço proposto pelos mesmos autores.
Agile methods appeared in the late 90\'s as an alternative approach to the classic prescriptive planning approaches to software development. They propose a new style of development, eliminating excessive and bureaucratic documentation, and emphasizing the interactions between people collaborating to achieve high productivity and deliver high-quality software. In the last few years, several principles and practices based on the manufacturing industry were incorporated by Agile software development. One of the principles absorbed is to improve the effectiveness of an organization through an overall improvement. Although this principle is quite widespread in Agile Methods, using it is not an easy task. It is not easy to get the big picture of the development process. Moreover, to achieve overall improvements is necessary to discover the cause of possible problems, which can also be a difficult task. This work investigates two approaches in the manufacturing industry that shares the assumption that the whole organization is focused on overall throughput, not on micro-optimization. Based on then, three approaches to existing software development are analyzed. Finally, a comparative study was done to assess the main characteristics of the studied methods. This study extends the work done by Abrahamssom et al. In the book Agile Software Development: Current Research and Future Directions, evaluating the performance of the methods following the framework proposed by the same authors.
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Maddila, Kalyan Chakravarthy. "Potential metrics for Agile and Lean : Systematic Literature Review and Survey." Thesis, Blekinge Tekniska Högskola, Institutionen för programvaruteknik, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-1916.

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Context: Despite continuously increasing importance of Agile and Lean in software development, the number of studies that investigate on use of metrics relevant to Agile or Lean are limited and yet few studies implements was unclear. Unclear is which are the prominent metrics that are useful in industries, and their purpose of usage. Objectives: Main goal of this study is to find the metrics useful in Agile and Lean practicing industries; that are evaluated in industries by systematically identifying all the metrics from empirical evidence found in Literature as well as verifying which of them are prominently being used in industries. In addition, the purpose of using these metrics in industries are reported, and causes for dissatisfaction on use of some of the identified metrics among surveyed companies are investigated and reported. Methods: Two research methodologies are used; Systematic Literature Review (SLR) and Industrial Survey. SLR is performed using snowballing as search approach to select primary studies. SLR is used to identify all the metrics that are useful for Agile and Lean software development. Rigor and relevance analysis is performed to assess the quality of the resulted primary studies. Industrial survey was conducted in order to verify and extend the empirical evidence exists in Literature regarding metrics by finding which of them are more prominently being used. Moreover causes for dissatisfaction over outcome of metrics use for process improvements were observed by performing comparative analysis between unsatisfied respondents results and satisfied respondents results. Results: In total 20 metrics were identified from the studies having high rigor and high relevance. Moreover 11 out of these 20 metrics were identified to be prominently being used in industries using survey and other 9 metrics are found useful for Agile or Lean methods but need more awareness. Evidence from both SLR and survey shows that most of these identified or potential metrics are used for time associated purposes which are predictability, tracking, forecasting or planning, and very little evidence found for metrics that are being used directly for quality purpose. It was observed that some of the surveyed respondents who answered not satisfied with the metrics being used are not aware of the potential benefits these metrics can offer in Agile or Lean settings. Conclusion: Evidence from both SLR and survey shows that the identified 20 metrics are very important and useful for Agile or Lean methods. 11 out of these 20 metrics are prominently being used by industries and evidence shows for other 9 metrics are also useful for Agile but needs more awareness for industries to realize their potential benefits in large scale. Also, more evidence is found for metrics that are used for time related purposes which are being dominant and important in industries than quality focused metrics. Therefore, it is important for industries not only to know which metrics are appropriate for Agile or Lean but also to have a deep understating of metrics behaviors. This will help to realize the level predictability these metric’s offer in order to make right assumptions or planning.
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Norrmalm, Thomas. "Achieving Lean Software Development : Implementation of Agile and Lean Practices in a Manufacturing-Oriented Organization." Thesis, Uppsala universitet, Avdelningen för datalogi, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-147645.

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The study reveals improvement areas in terms of lead time and quality in a traditionalsoftware development process of a large manufacturing-oriented organization, andidentifies four obstacles to the application of a Lean software development frameworkin order to achieve such improvements. The data from interviews are matched tofour predefined categories. These categories are evaluated using value streammapping and a framework of seven common improvement areas in softwaredevelopment. A large project and task tracking system indicate that lead time is a realproblem in the process. The most significant improvement area is wait time forchange approval meetings. A second prominent improvement area is the large amountof approval handshakes. At least a few of these handshakes are always approved, thusadding unnecessary lead time to the process. The four most imminent obstacles in adopting lean software development areidentified through estimating the efficiency of two in-house derivations of Scrum andKanban. The first obstacle is deep vertical but narrow horizontal expertise amongdevelopers. With some systems, there’s only one developer who knows how tomaintain the product. This makes it impossible to work as a team which is animperative principle of lean. A second obstacle is how the teams are arrangedorganizationally. They have a functional setup over three departments and threemanagers, which to some extent create a silo mentality, rendering cooperationdifficult. A third obstacle is how the teams are arranged geographically. Split over twolocations, manufacturing and headquarters, they have different customers, objectivesand a plain unfamiliarity with another that has reduced the will and opportunity tocommunicate and coordinate. A fourth obstacle is the inherent conflict between theprescriptive activities of ITIL, optimized for IT operational services,  and theadaptability of agile methodologies, optimized for rapid change and empiricaldecisions. ITIL fulfills a sometimes uncalled for need to get all changes approvedthrough several layers of management. The study concludes that Lean software development is in conflict with manytraditional values of a manufacturing organization. Although lean may be prevalent inother parts of the organization, this does not necessarily include the IT function. ITstill seems to have hard time grasping the lean concepts of flow, waste and value.
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Rodríguez, P. (Pilar). "Combining lean thinking and agile software development:how do software-intensive companies use them in practice?" Doctoral thesis, Oulun yliopisto, 2013. http://urn.fi/urn:isbn:9789526203324.

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Abstract Software engineering is advancing according to market needs. Consequently, software development methods that initially caused controversies such as Agile, and more recently Lean, are increasingly being adopted by the software industry. Particularly, Lean Software Development, which was initially regarded as one of the Agile methods, is acquiring an identity of its own as a means to scale Agile. However, Lean thinking is still open to interpretation in the domain of software development, which differs fundamentally from the manufacturing domain where Lean originally emerged. Specific issues such as the essence of Lean Software Development, the compatibility of Lean and Agile and the best combination of them are not properly understood. This dissertation addresses Lean thinking and its combination with Agile in the field of software development, by providing empirical evidence on how software-intensive organisations use them in practice. The research was performed in four phases. First, the relevant literature was analysed to identify research opportunities. Second, a survey strategy was used to investigate status and trends in the adoption of Agile and Lean. The third phase explored in detail how Agile and Lean are combined in practice, by conducting case studies on two large-scale, industry-leading companies that were transforming their processes from Agile Software Development into Lean Software Development. Finally, in the fourth phase, the results of the previous research phases were synthetized to draw conclusions and outline implications. The results of the study confirmed the interest of practitioners in using a combination of Agile and Lean. Unlike in manufacturing, the borders of Agile and Lean are not clearly defined in the software domain. The results provided evidence of numerous compatibilities between Agile and Lean in software development. Generally, the use of Agile methods at a prescriptive level is guided by Lean principles. However, Lean thinking also brings new practical elements to software development processes, such as Kanban, work-in-progress limits, a ‘pull’ and ‘less waste’-oriented culture and an extended emphasis on transparency and collaborative development. The results showed the fundamental importance of practices that enable quick feedback, fast learning and adaptation
Tiivistelmä Ohjelmistotuotanto kehittyy markkinoiden tarpeiden mukaisesti. Aiemmin kiisteltyjä ketteriä menetelmiä, ja nykyään myös Lean-menetelmiä sovelletaan yhä useammin ohjelmistoteollisuudessa. Lean-menetelmiin perustuva Lean-ohjelmistokehitys erottuu selkeämmin välineenä laajentaa ketterien menetelmien käyttöä. Lean on yhä monitulkintainen ohjelmistotuotannossa, joka poikkeaa teollisuustuotannosta, josta Lean on peräisin. Lean-ohjelmistokehitystä, Lean- ja ketterien menetelmien yhteensopivuutta ja niiden parasta yhdistelmää ei vielä ymmärretä riittävän hyvin. Tämä väitöskirja käsittelee Lean-menetelmien yhdistämistä ketteriin menetelmiin ohjelmistotuotannossa. Tutkimus esittää kokemusperäistä tietoa, kuinka näitä menetelmiä käytetään ohjelmisto-alan organisaatioissa. Tutkimus oli nelivaiheinen. Aluksi tutkimusmahdollisuudet kartoitettiin tutkimalla aiheeseen liittyvää kirjallisuutta. Seuraavaksi tutkittiin kyselytutkimuksen avulla Lean- ja ketterien menetelmien käyttämisen nykytilaa ja kehitystä. Kolmannessa vaiheessa tapaustutkimuksilla selvitettiin Lean- ja ketterien menetelmien yhdistämistä käytännössä. Tapaustutkimuksia tehtiin kahdessa suuressa yrityksessä, jotka olivat muuttamassa prosessejaan ketteristä menetelmistä kohti Lean-ohjelmistokehitystä. Lopuksi aiemmat tutkimusvaiheet yhdistettiin johtopäätöksiä ja vaikutusten hahmottamista varten. Tutkimuksen tulokset vahvistavat Lean- ja ketterien menetelmien yhdistämisen kiinnostavan ohjelmistotuotannonharjoittajia. Lean- ja ketterien menetelmien rajat eivät ole selkeästi määriteltyjä ohjelmistotuotannossa. Tulokset tukevat käsitystä Lean- ja ketterien menetelmien yhteensopivuudesta. Lean ohjaa yleisellä tasolla ketterien menetelmien käyttöä. Lean tuo kuitenkin myös uusia elementtejä ohjelmistotuotantoon, kuten Kanban-menetelmän, keskeneräisen työn rajoittamisen, kysyntään perustuvan ’pull’-menetelmän ja turhan työn vähentämistä tavoittelevan ’less-waste’-työkulttuurin. Lean-ajattelu myös lisää painotusta läpinäkyvyyteen ja yhteistyöhön
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Books on the topic "Lean and agile software"

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Przybyłek, Adam, Aleksander Jarzębowicz, Ivan Luković, and Yen Ying Ng, eds. Lean and Agile Software Development. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-030-94238-0.

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Przybyłek, Adam, Jakub Miler, Alexander Poth, and Andreas Riel, eds. Lean and Agile Software Development. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-67084-9.

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Coplien, James O. Lean architecture for agile software development. Chichester: Wiley, 2010.

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Tom, Poppendieck, ed. Lean software development: An agile toolkit. Boston: Addison-Wesley, 2003.

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Shalloway, Alan. Lean-agile software development: Achieving enterprise agility. Upper Saddle River, NJ: Addison-Wesley, 2010.

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Shalloway, Alan. Lean-agile software development: Achieving enterprise agility. Upper Saddle River, NJ: Addison-Wesley, 2010.

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Shalloway, Alan. Lean-agile software development: Achieving enterprise agility. Upper Saddle River, NJ: Addison-Wesley, 2009.

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Shalloway, Alan. Lean-agile software development: Achieving enterprise agility. Upper Saddle River, NJ: Addison-Wesley, 2010.

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Guy, Beaver, and Trott James, eds. Lean-agile software development: Achieving enterprise agility. Upper Saddle River, NJ: Addison-Wesley, 2010.

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Hibbs, Curt. The art of lean software development. Sebastopol, CA: O'Reilly Media, 2009.

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Book chapters on the topic "Lean and agile software"

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Janes, Andrea, and Giancarlo Succi. "Agile Methods." In Lean Software Development in Action, 69–101. Berlin, Heidelberg: Springer Berlin Heidelberg, 2014. http://dx.doi.org/10.1007/978-3-642-00503-9_4.

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Janes, Andrea, and Giancarlo Succi. "Issues in Agile Methods." In Lean Software Development in Action, 103–28. Berlin, Heidelberg: Springer Berlin Heidelberg, 2014. http://dx.doi.org/10.1007/978-3-642-00503-9_5.

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Anderson, David, Kati Vilkki, Alan Shalloway, David Joyce, David F. Rico, and Ken Power. "Panel: Why Agile, Why Lean?" In Lean Enterprise Software and Systems, 159–61. Berlin, Heidelberg: Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-642-16416-3_29.

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Vilkki, Kati. "When Agile Is Not Enough." In Lean Enterprise Software and Systems, 44–47. Berlin, Heidelberg: Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-642-16416-3_6.

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Conboy, Kieran, and Vasco Duarte. "Scaling Agile to Lean – Track Summary." In Lean Enterprise Software and Systems, 1–2. Berlin, Heidelberg: Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-642-16416-3_1.

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Poppendieck, Mary, and Tom Poppendieck. "Introduction to Lean Software Development." In Extreme Programming and Agile Processes in Software Engineering, 280. Berlin, Heidelberg: Springer Berlin Heidelberg, 2005. http://dx.doi.org/10.1007/11499053_49.

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Laanti, Maarit. "Agile Transformation Study at Nokia – One Year After." In Lean Enterprise Software and Systems, 3–19. Berlin, Heidelberg: Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-642-16416-3_2.

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Meyer, Sebastian, Eric Knauss, and Kurt Schneider. "Distributing a Lean Organization: Maintaining Communication While Staying Agile." In Lean Enterprise Software and Systems, 99–103. Berlin, Heidelberg: Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-642-16416-3_14.

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O’hEocha, Colm, and Kieran Conboy. "The Role of the User Story Agile Practice in Innovation." In Lean Enterprise Software and Systems, 20–30. Berlin, Heidelberg: Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-642-16416-3_3.

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Curley, Martin. "Enabling Dynamic Capabilities through Agile IT and beyond Budgeting Practices." In Lean Enterprise Software and Systems, 175–84. Berlin, Heidelberg: Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-642-16416-3_31.

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Conference papers on the topic "Lean and agile software"

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Ambler, Scott W. "Scaling agile software development through lean governance." In 2009 ICSE Workshop on Software Development Governance (SDG). IEEE, 2009. http://dx.doi.org/10.1109/sdg.2009.5071328.

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Lenarduzzi, Valentina, and Maria Ilaria Lunesu. "The lean strategies." In XP '18 Companion: 19th International Conference on Agile Software Development. New York, NY, USA: ACM, 2018. http://dx.doi.org/10.1145/3234152.3234163.

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Wang, Xiaofeng. "The Combination of Agile and Lean in Software Development: An Experience Report Analysis." In 2011 AGILE Conference. IEEE, 2011. http://dx.doi.org/10.1109/agile.2011.36.

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Sutherland, Jeff, and Jean Tabaka. "Incorporating Lean Development Practices into Agile Software Development." In 2007 40th Annual Hawaii International Conference on System Sciences (HICSS'07). IEEE, 2007. http://dx.doi.org/10.1109/hicss.2007.267.

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Aitken, Ashley M. "Introduction to Agile and Lean Software Engineering Minitrack." In 2013 46th Hawaii International Conference on System Sciences (HICSS 2013). IEEE, 2013. http://dx.doi.org/10.1109/hicss.2013.290.

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Aitken, Ashley, and Jay Trimble. "Introduction to Agile and Lean Software Engineering Minitrack." In 2014 47th Hawaii International Conference on System Sciences (HICSS). IEEE, 2014. http://dx.doi.org/10.1109/hicss.2014.584.

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Tripp, John, and Ashley Aitken. "Introduction to Agile and Lean Software Engineering Minitrack." In 2015 48th Hawaii International Conference on System Sciences (HICSS). IEEE, 2015. http://dx.doi.org/10.1109/hicss.2015.662.

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Melegati, Jorge. "What influences software startups to use lean startup?" In XP '18 Companion: 19th International Conference on Agile Software Development. New York, NY, USA: ACM, 2018. http://dx.doi.org/10.1145/3234152.3314990.

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Wnuk, Krzysztof, and Kalyan Chakravarthy Maddila. "Agile and lean metrics associated with requirements engineering." In IWSM/Mensura '17: 27th International Workshop on Software Measurement and 12th International Conference on Software Process and Product Measurement. New York, NY, USA: ACM, 2017. http://dx.doi.org/10.1145/3143434.3143437.

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Perera, G. I. U. S., and M. S. D. Fernando. "Enhanced agile software development — hybrid paradigm with LEAN practice." In 2007 International Conference on Industrial and Information Systems. IEEE, 2007. http://dx.doi.org/10.1109/iciinfs.2007.4579181.

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Reports on the topic "Lean and agile software"

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Turner, Richard, Ray Madachy, Jo Ann Lane, Dan Ingold, and Laurence Levine. Agile-Lean Software Engineering (ALSE) Evaluating Kanban in Systems Engineering. Fort Belvoir, VA: Defense Technical Information Center, March 2013. http://dx.doi.org/10.21236/ada582532.

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Willenbring, James M., Roscoe Ainsworth Bartlett, and Michael Allen Heroux. TriBITS lifecycle model. Version 1.0, a lean/agile software lifecycle model for research-based computational science and engineering and applied mathematical software. Office of Scientific and Technical Information (OSTI), January 2012. http://dx.doi.org/10.2172/1038225.

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Slocum, Alexander H. Lean and Agile Precision Manufacturing Systems. Fort Belvoir, VA: Defense Technical Information Center, January 2002. http://dx.doi.org/10.21236/ada408372.

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Turner, Richard, Ray Madachy, Jo A. Lane, Dan Ingold, and Laurence Levine. Agile and Lean Systems Engineering: Kanban in Systems Engineering. Fort Belvoir, VA: Defense Technical Information Center, December 2011. http://dx.doi.org/10.21236/ada582072.

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Laureani, Alessandro. Agile and Lean Six Sigma integration: a Leadership framework. Purdue University, 2021. http://dx.doi.org/10.5703/1288284317325.

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Adams, D., M. Armendariz, M. Blackledge, F. Campbell, M. Cloninger, L. Cox, J. Davis, et al. Applying Agile MethodstoWeapon/Weapon-Related Software. Office of Scientific and Technical Information (OSTI), May 2007. http://dx.doi.org/10.2172/926027.

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Herring, Angela. Agile Project Management for Research Software. Office of Scientific and Technical Information (OSTI), January 2022. http://dx.doi.org/10.2172/1840871.

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Klasky, Hilda B., Paul T. Williams, and Bennett Richard Bass. Proposal: Application of Agile Software Development Process in xLPR. Office of Scientific and Technical Information (OSTI), November 2012. http://dx.doi.org/10.2172/1062630.

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Johnson, Thomas. Lean and Efficient Software: Whole-Program Optimization of Executables. Fort Belvoir, VA: Defense Technical Information Center, October 2014. http://dx.doi.org/10.21236/ada614377.

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Melski, David. Lean and Efficient Software: Whole-Program Optimization of Executables. Fort Belvoir, VA: Defense Technical Information Center, January 2013. http://dx.doi.org/10.21236/ada574212.

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