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| Foreword | |
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| Foreword | |
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| Preface | |
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| Introduction | |
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| Eliminate Waste | |
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| The Origins of Lean Thinking | |
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| Seeing Waste | |
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| Partially Done Work | |
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| Extra Processes | |
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| Extra Features | |
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| Task Switching | |
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| Waiting | |
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| Motion | |
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| Defects | |
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| Management Activities | |
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| Value Stream Mapping | |
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| Map Your Value Stream | |
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| An Agile Value Stream Map | |
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| Try This | |
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| Amplify Learning | |
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| The Nature of Software Development | |
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| Perspectives on Quality | |
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| The Service View of Quality | |
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| Quality in Software Development | |
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| Variability | |
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| Design Cycles | |
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| Do It Right the First Time? Learning Cycles | |
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| Feedback | |
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| Software Development Feedback Loops | |
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| Iterations | |
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| Iteration Planning | |
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| Team Commitment | |
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| Convergence | |
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| Negotiable Scope | |
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| Synchronization | |
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| Synch and Stabilize | |
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| Spanning Application | |
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| Matrix | |
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| Set-Based Development | |
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| Set-Based Versus Point-Based | |
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| Set-Based Software Development | |
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| Develop Multiple Options | |
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| Communicate Constraints | |
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| Let the Solution Emerge | |
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| Try This | |
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| Decide as Late as Possible | |
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| Concurrent Development | |
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| Concurrent Software Development | |
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| Cost Escalation | |
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| Options Thinking | |
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| Delaying Decisions | |
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| Options | |
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| Microsoft Strategy, circa 1988 | |
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| Options Thinking in Software Development | |
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| The Last Responsible Moment | |
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| Making Decisions | |
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| Depth-First Versus Breadth-First Problem Solving | |
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| Intuitive Decision Making | |
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| The Marines | |
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| Simple Rules | |
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| Simple Rules for Software Development | |
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| Try This | |
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| Deliver as Fast as Possible | |
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| Why Deliver Fast? | |
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| Pull Systems | |
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| Manufacturing Schedules | |
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| Software Development Schedules | |
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| Software Pull Systems | |
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| Information Radiators | |
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| Queuing Theory | |
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| Reducing Cycle Time | |
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| Steady Rate of Arrival | |
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| Steady Rate of Service | |
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| Slack | |
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| How Queues Work | |
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| Cost of Delay | |
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| Product Model | |
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| Application Model | |
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| Tradeoff Decisions | |
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| Try This | |
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| Empower the Team | |
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| Beyond Scientific Management | |
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| CMM | |
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| CMMI | |
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| Self-Determination | |
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| The NUMMI Mystery | |
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| A Management Improvement Process | |
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| Motivation | |
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| Magic at 3M | |
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| Purpose | |
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| The Building Blocks of Motivation | |
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| Belonging | |
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| Safety | |
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| Competence | |
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| Progress | |
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| Long Days and Late Nights | |
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| Leadership | |
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| Leadership | |
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| Respected Leaders | |
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| Master Developers | |
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| The Fuzzy Front End | |
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| Where Do Master Developers Come From? | |
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| Project Management | |
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| Expertise | |
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| Nucor | |
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| Xerox | |
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| Communities of Expertise | |
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| Standards | |
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| Try This | |
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| Build Integrity In | |
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| Integrity | |
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| Perceived Integrity | |
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| Conceptual Integrity | |
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| The Key to Integrity | |
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| Perceived Integrity | |
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| Model-Driven Design | |
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| Maintaining Perceived Integrity | |
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| Conceptual Integrity | |
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| Software Architecture Basics | |
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| Emerging Integrity | |
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| Refactoring | |
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| Keeping Architecture Healthy | |
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| Maintaining Conceptual Integrity | |
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| Isn't Refactoring Rework? | |
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| Testing | |
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| Communication | |
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| Feedback | |
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| Scaffolding | |
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| As-Built | |
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| Maintenance | |
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| Try This | |
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| See the Whole | |
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| Systems Thinking | |
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| Measurements | |
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| Local Optimization | |
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| Why Do We Suboptimize? Superstition | |
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| Habit | |
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| Measuring Performance | |
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| Information Measurements | |
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| Contracts | |
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| Can There Be Trust Between Firms? | |
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| But Software Is Different | |
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| The Purpose of Contracts | |
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| Fixed-Price Contracts | |
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| Time-and-Materials Contracts | |
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| Multistage Contracts | |
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| Target-Cost Contracts | |
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| Target-Schedule Contracts | |
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| Shared-Benefit Contracts | |
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| The Key: Optional Scope | |
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| Try This | |
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| Instructions and Warranty | |
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| Caution-Use Only as Directed | |
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| Instructions | |
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| Sphere of Influence | |
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| Large Company | |
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| Small Company | |
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| Special Work Environments | |
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| Troubleshooting Guide | |
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| War | |