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School of Business | Department of Information and Service Economy | Information Systems Science | 2014
Thesis number: 13819
The hidden pitfalls of Kanban in software development
|Title:||The hidden pitfalls of Kanban in software development|
|Year:||2014 Language: eng|
|Department:||Department of Information and Service Economy|
|Academic subject:||Information Systems Science|
|Index terms:||tietojärjestelmät; information systems; ohjelmistot; software; tuotekehitys; product development; tutkimus ja kehitys; research and development|
» hse_ethesis_13819.pdf size:2 MB (1365890)
|Key terms:||Kanban; software development; pitfall; agile; change management; framework|
Objectives of the Study:
The objective of this thesis is to explore the hidden pitfalls of Kanban in software development. The aim is to discover the reasons behind the pitfalls and actions that nourish Kanban's failure.
Academic background and methodology:
Software development industry has been shifting towards more iterative, responsive and people-oriented development methods, which present the values of lean and agile thinking. Being characterized as the antidote for bureaucracy, the shift towards agile development methodologies has been one of the most significant factors affecting the software industry. Kanban as an agile change management framework has been perceived as the fairy godmother of software development making the reasons behind struggling Kanban projects particularly interesting. Thesis interviews five agile experts in the software development and studies their experiences of unsuccessful Kanban implementations. Emphasis is given to similar experiences and perceptions on how Kanban fails to redeem its value proposition.
The primary finding of the study is that an organization that is unable to change its mindset to support Kanban is a pitfall affecting the whole project, inevitably causing Kanban to fail. This is a challenge that all agile methods have in common. Agile can flourish only when agile values are being appreciated. The secondary finding is that many software teams claiming to be using Kanban have implemented only a shallow imitation of the real method thus creating a superficial implementation, which prevents achieving Kanban induced benefits. Thus, creating a superficial implementation, which prevents achieving Kanban induced benefits. Furthermore, the erroneous human interpretation of what Kanban really is and how to apply it correctly is a key factor contributing to the emerge of the pitfalls.
Kanban, software development, pitfall, agile, change management, framework
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