SDLC blueprint

Handbook

Lean Software Development — connection to the SDLC foundation

Lean is a **principle-based** thinking model, not a prescriptive framework. It layers on top of whatever delivery cadence a team uses (iterations, flow, gates) by asking: **does each activity add valu

Lean Software Development — connection to the SDLC foundation

Lean is a principle-based thinking model, not a prescriptive framework. It layers on top of whatever delivery cadence a team uses (iterations, flow, gates) by asking: does each activity add value, and how can we reduce waste end-to-end?

1. SDLC phases A–F (Lean lens)

Phase Lean expression Waste to watch
A — Shape Value definition; last responsible moment for scope decisions Over-specifying features nobody needs (muda of overproduction)
B — Plan Pull-based planning; just-enough detail for the next slice Excessive upfront planning that will change (inventory of specs)
C — Build Small batches; continuous integration; pairing for learning Task switching, partially done work, handoff delays
D — Verify Built-in quality (tests written with code, not after) Separate late-stage test phases that delay feedback
E — Release Shortest safe path to production; automate deployment Manual release ceremonies that add waiting time
F — Operate & learn Production feedback loops; Kaizen for next cycle Ignoring production signals; not closing the learning loop

Prescriptive rule: Map your value stream (idea → production) to phases A–F. Measure waiting time between phases — that is often where the largest waste hides.

Lean teams still maintain the blueprint tracking spine:

Artifact Lean mapping
Intent / request Demand signal; entry to the value stream
Spec Just-enough specification; defer detail until pull
Plan Commitment at the last responsible moment
Tasks Small batches within the flow
PRs Integration events; keep small for fast feedback
Reviews Learning moments; catch defects at the source
Release Value delivery; measure lead time from intent to here

Prescriptive rule: Track lead time (intent created → value delivered) and cycle time (work started → work done) as primary health metrics. These are more Lean-aligned than velocity or story points.

3. Ceremony intents (C1–C6) ↔ Lean practices

Intent Lean practice Notes
C1 — Align & decide Value-stream mapping; portfolio Kanban; strategic A3 Align on what is valuable, not just what is requested
C2 — Plan the slice Pull-based selection; last responsible moment Commit when you have enough information, not before
C3 — Execute & unblock Stand-up (flow-focused); Gemba walks Go to where the work happens; remove impediments at the source
C4 — Review & quality Built-in quality; customer feedback on delivered value Inspect the value delivered, not just the artifact produced
C5 — Reflect & improve Kaizen events; A3 problem-solving; Five Whys Systematic root-cause analysis, not just "what went well"
C6 — Knowledge share Set-based design reviews; cross-team learning; standards Share why decisions were made, not just what was built

See ceremony foundation and methodology bridge.

4. Role archetypes (blueprint hats on a Lean team)

Lean role Typical archetype emphasis Notes
Value-stream manager Orchestrator + Sponsor proxy Owns end-to-end flow; removes systemic waste
Lean coach / sensei Orchestrator + Quality advocate Teaches Lean thinking; facilitates Kaizen
Team members Implementer (primary) + Quality advocate Empowered to improve their own process
Management Steer (context-setter, not command-giver) Sets vision and constraints; serves the team

Detail: Roles, archetypes & methodology titles, Lean roles chapter.

5. What Lean adds beyond the foundation

  • Seven principles as a diagnostic lens for any methodology.
  • Value-stream thinking — optimize the whole, not local phases.
  • Waste taxonomy — seven wastes (muda) adapted for software.
  • Last responsible moment — decision timing as a first-class concern.
  • Kaizen — structured, continuous improvement as a cultural norm.

6. Anti-patterns (prescriptive "don't")

Anti-pattern Fix
"Lean" as excuse to skip documentation Lean eliminates unnecessary docs, not all docs; specs that prevent rework are value-adding
Optimizing one phase at the expense of others Map the whole value stream; local speed gains that cause downstream bottlenecks increase total waste
Kaizen without follow-through Track improvement actions; close the loop in the next cycle
Confusing Lean with "just go faster" Speed is a result of eliminating waste, not a goal achieved by cutting corners

7. References in-repo

Canonical source

Edit https://github.com/autowww/blueprints/blob/main/sdlc/methodologies/lean/foundation-connection.md first; regenerate with docs/build-handbook.py.