Leading Lean Software Development Results Are Not the Point

ISBN-10: 0321620704

ISBN-13: 9780321620705

Edition: 2010

List price: $54.95
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Description: This practical guide to putting lean software development to work is packed with real-world examples and introduces powerful tools for successfully leading lean software projects.

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Book details

List price: $54.95
Copyright year: 2010
Publisher: Addison Wesley Professional
Publication date: 11/19/2009
Binding: Paperback
Pages: 312
Size: 7.00" wide x 9.00" long x 0.75" tall
Weight: 1.056
Language: English

Foreword
Introduction: Framing
Acknowledgments
Systems Thinking
A Different Way to Run an Airline
Customer Focus
Who Are Your Customers?
Customers Who Pay for the System
Customers Who Use the System
Customers Who Support the System
Customers Who Derive Value from the System
What Is Your Purpose?
What Is the Nature of Customer Demand?
Failure Demand
Value Demand
System Capability
What Is Your System Predictably Achieving?
Understanding Capability
What Does Your System Need to Achieve?
Don't Set Targets
Use Relative Goals with Caution
Challenge: Pull from the Future
End-to-End Flow
Eliminate Failure Demand
Map Value Demand
Find the Biggest Opportunity
Policy-Driven Waste
How Can Policies Cause Waste?
The Five Biggest Causes of Policy-Driven Waste
Complexity
Economies of Scale
Separating Decision Making from Work
Wishful Thinking
Technical Debt
Portrait: Product Champion, Take 1
Customer-Facing Ideation
Technology-Facing Ideation
Your Shot
Technical Excellence
Facts, Fads, and Fallacies
Structured Programming
Top Down Programming
What Happened to Structured Programming?
Object-Oriented Programming
High-Level Languages
The Life Cycle Concept
Separation of Design from Implementation
Life Cycle Concept Considered Harmful
Evolutionary Development
Meanwhile, While No One Was Paying Attention
Why Did It Work?
Distraction
The Future of Agile
Essential Complexity
Divide and Conquer
The Internet Architecture Emerges
Low-Dependency Architecture
Conway's Law
Quality by Construction
Test-Driven Development
x Unit Frameworks
Acceptance Tests
Test Automation
Testing to Failure
Continuous Integration
How Often Is "Continuous"?
After Deployment
Code Clarity
Refactoring
Evolutionary Development
Ethnography
Collaborative Modeling
Quick Experimentation
Cycles of Discovery
Deep Expertise
Expertise Is Important
Developing Expertise
Deliberate Practice
The Ten-Year Rule
Retention
Standards
Code Reviews
Portrait: Competency Leader
Growing Technical Expertise
Your Shot
Reliable Delivery
Race to the Sky
How Did They Do It?
Team Design
Flow
Schedule
Decoupling
Logistics
Cash Flow Thinking
Proven Experience
Constraints Expose Risk
System Design
Design Loopbacks
Implementation Complexity
Three Ways to Reduce Schedule Complexity
Level Workflow
Small Batches
Iterations
Making Work Ready
Kanban
How Kanban Works
Iterations or Kanban?
Commitment
Teamwork
Batch Size
Cadence
Capacity
Iterations: Velocity
Kanban: Throughput
Pull Scheduling
Scheduling Medium-Sized Systems
Decouple
Scheduling Small, Frequent Requests
Arbitrate with Value
Limit Queues
Scheduling Larger Systems
Timebox-Don't Scopebox
Portfolio Management
Adaptive Control
Customer Feedback Every Iteration
Frequent Releases
Consumability
Escaped Defects
Customer Outcomes
Portrait: Product Champion, Take 2
The Story of a Product Champion
February 2004, Harvard University
June 2004, Palo Alto
Fall 2006, Palo Alto
February 2007, Chicago
Summer 2007. Chicago
January 2008, New Hampshire
June 2008, Denver
November 2008, Chicago
Your Shot
Relentless Improvement
Sick Hospitals
The Checklist
No Work-arounds
No Ambiguity
Quick Experiments
Visualize Perfection
The Theoretical Limit
High-Velocity Organizations
Customer Focus
Establish a Baseline
Work Design
Output
Pathway
Connections
Test-Driven Handovers
Process Standards
Expose Problems
Go to the Workplace
Learn to Improve
The Goal Is Learning
Problem/Countermeasure Board
A3 Thinking
Pull-Based Authority
Responsibility Authority
Share the Knowledge
Portrait: Manager as Mentor
Your Shot
Great People
Cultural Assumptions
The Cultural Heritage of Management Practices
Agile Software Development
Lean Software Development
Company Culture
Knowledge Workers
Knowledge Worker Productivity
Results Are Nor the Point
The Norm of Reciprocity
Remuneration or Reciprocity?
Mutual Respect
Cross-Cultural Teams
The Value of Diversity
Self-Organizing Teams?
Pride of Workmanship
Purpose-Passion-Persistence-Pride
Portrait: Front-Line Leaders
Your Shot
Aligned Leaders
Agile@IBM
The Transformation
Stakeholder Involvement
An Early Experiment
Lessons Learned
From Theory to Practice
Focus on Customer Outcomes
Change the System
Create a Sense of Urgency
Governance
Beyond Budgeting
12 Principles
What Is Productivity?
Alignment
Cause and Effect
Susta inability
Portrait: Leaders at All Levels
Leaders Provide Purpose
Leaders Set the Tone and Tempo
Leaders Make People Better
Leaders Create Space for Others to Succeed
Bibliography
Index
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