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A Tale of Two Transformations : Bringing Lean and Agile Software Development to Life - Michael K. Levine

A Tale of Two Transformations

Bringing Lean and Agile Software Development to Life

Hardcover Published: 19th January 2012
ISBN: 9781439879757
Number Of Pages: 323

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There are many books that seek to explain Lean and Agile software that offer theory, techniques, and examples. Michael Levine's first book, A Tale of Two Systems, is one of the best, synthesizing Lean manufacturing and product development with agile software concepts in an engaging business novel. However, there has been precious little practical guidance for those seeking to change existing organizations to become Lean and Agile, until now. Mr. Levine has followed the successful approach of A Tale of Two Systems, telling two simultaneous intertwined and contrasting stories, to bring organizational transformation to life.

Mary O'Connell and James "Wes" Wesleyan, recently engaged to be married, share a commitment to Lean and Agile Software. They have recently become leaders in two very different companies - one, stuck in a slow-moving, unresponsive, process-driven quagmire of a software culture; the other, struggling through the chaos of a sales-driven, process-less swirl. Together with their wise mentor, Neville Roberts, they identify two approaches to making needed changes: Drive People (a top-down approach focused on processes and tools), and People Driven (an enablement approach focused on people and organizations). Mary and Wes evaluate their situations and choose approaches that best fit for them, and the transformations commence.

A Tale of Two Transformations differs from many information technology books by grappling with all the complexities of our organizations: the people, the politics, the financials, the processes - in short, the culture from which our Lean and Agile journeys must begin. The change model presented in the flow of the stories is generally applicable, and can help anyone thinking about how to improve their organization.

Industry Reviews

The story-telling approach, with a summary of the lessons and insights at the end of each chapter, is an engaging way to learn!. My hat is off to Mr. Levine for writing a book that both entertains and teaches. Not an easy task, but masterfully done in this case.a --John G. Schmidt, Vice President for Enterprise Initiatives, Informatica & author of Lean Integration Finally! A book about Lean and Agile software development for the executives who want to make the transition - from someone who has been there ! deals with a broad array of leadership problems, from discovering chief engineers, to dealing with demanding sales managers to pulling back from outsourcing. -- Mary Poppendieck, Author of Lean Software Development, Implementing Lean Software Development, and Leading Lean Software Development

List of Figuresp. xi
Introductionp. xiii
Cast of Charactersp. xix
Setting the Stage for Change: February
Wes's Challenge at MCCA: Februaryp. 3
Narrator: Wes
MCCA's Past (in Microfilm) versus Its Future (in Information Management)p. 4
MCCA's Transformation Goal: Fix Operations and Build New Technology Productsp. 7
Wes's New Role: New Product Development, Including Technologyp. 12
Wes's New Organization and Peoplep. 14
Endnotesp. 20
Mary's Challenge at FinServia: Februaryp. 21
Narrator Mary
FinServia's Troubles: Glacial, Unresponsive Product Developmentp. 22
FinServia's Transformation Goal: Faster and Cheaperp. 28
Setting Initial Approaches for Both Companies: Februaryp. 33
Narrator: Wes
Building a Lean and Agile Change Modelp. 34
Comparing the Two Opportunities, and Selecting an Approachp. 40
Wes and Mary Make Their Initial Plansp. 43
Endnotesp. 48
Understanding the Landscape: March
Getting to Know the MCCA Team and Culture: Marchp. 51
Narrator: Wes
Meeting My Development Teamp. 52
Transforming Operations, Including the Relationship with Salesp. 56
Wes Visits San Diego National Insurancep. 64
Preparing to Meet SDNIp. 65
Listening for Customer Valuep. 68
Understanding the Customer's Needsp. 70
Endnotesp. 76
Reorienting FinServia's Relationship with GRI: Marchp. 77
Narrator Mary
GRI's Death Grip on Finservia's Technologyp. 77
Meeting with GRI: Being Clear about What FinServia Needsp. 81
GRI Goals and the Win-Winp. 84
Endnotesp. 88
Solving the Chief Engineer Puzzle at MCCA: Marchp. 89
Narrator Wes
Finding a Project Manager to Handle Part of the Chief Engineer Rolep. 89
Finding a Product Manager to Handle Part of the Chief Engineer Rolep. 93
Exploring Alternative Development Models: Powerful Individual Chief Engineers versus Development Teams of Peersp. 98
Endnotesp. 105
Beginning the Transformations: April-May
Six Weeks to Change the FineServia Organizations: Aprilp. 109
Narrator: Mary
Early Week One: Planning the FinServia Development Organizationp. 109
A Functional Organizationp. 110
A Divisional Organizationp. 111
A Matrix Organizationp. 112
Chief Engineers with Shared Supportp. 114
Later in Week One: Planning the Transition with GRIp. 118
Week Four: Selecting the Peoplep. 123
Week Six: Announcement Dayp. 128
Endnotesp. 131
Six Weeks to Start the MCCA Transformation: Mayp. 133
Narrator Wes
Preparing for the Management Scrump. 133
Assembling and Training the Teamp. 136
The Team Assembles: Overview Trainingp. 137
MCCA Value Defined by Owners, Customersp. 140
Lean Product Development Introducedp. 142
Agile Software Development: An Implementation of Lean Product Developmentp. 144
Agile Introducedp. 146
Scrum Explainedp. 149
Next Stepsp. 153
Creating the Management Backlog and the Release Planp. 154
Lean Team Scrum Meetingp. 164
Endnotesp. 169
Transformations Take Hold: May-September
Making Delivery Commitments at FinServia: Mayp. 173
Narrator Mary
The Classic Struggle: Setting Dates and Costsp. 173
The Date/Cost Commitment Struggle at FinServiap. 174
Configuring Agile Releases: Distributing to and Managing Multiple Backlogsp. 179
Endnotesp. 183
MCCA Engages with Its Sales Force and Customers at DocWorld: Late Julyp. 185
Narrator: Wes
Wes's Six-Month Retrospectivep. 185
User Conference Preparation: The Product Roadmap and Customer Engagement Planningp. 187
Connie and Wes Agree on Sales Guidancep. 191
Partnering with Customers and Prospects: Demos and Backlogsp. 195
Endnotesp. 199
Sprint 1 Demo at FinServia-Dealing with Disappointment: Julyp. 201
Narrator: Mary
Mary's Six-Month Retrospectivep. 201
Tools Can Help, Tools Can Hurtp. 203
Results of Sprint 1 Disappointing: The Sprint Demop. 204
Discord during the Sprintp. 204
Ready or Not, Sprint and Demop. 206
Reviewing the Plan for Sprint 1p. 207
(Lack of) Accomplishments of Sprint 1p. 209
Code Demo for Sprint 1p. 213
Sprint 1 Retrospectivep. 215
Margaret Plans and Facilitates the Retrospectivep. 215
Endnotesp. 229
Jack's Gambit at MCCAp. 231
Narrator: Wes
Phillip Spills the Beansp. 231
Getting Advice from Conniep. 232
Jack's Proposalp. 234
Mary and Wes Consider Lynn's Optionsp. 240
Lynn Hollander Makes Her Choicep. 241
Looking Back and Looking Ahead: December
Sustaining Lean and Agile: Decemberp. 249
Narrator: Wes
Comparing the MCCA and FinServia Experiencesp. 249
Sustaining a Lean and Agile Software Culturep. 255
Building Towering Technical Competencep. 256
Building and Sustaining Cultural Valuesp. 258
Strategic Planning and Studyp. 260
Customer-Focused, Hands-On Leadersp. 263
Lightweight Processesp. 265
Endnotesp. 266
Summary and Conclusions
Transforming to Become Lean and Agilep. 269
Summary of the People Driven Approachp. 269
Summary of the Drive People Approachp. 270
Vision and Leadershipp. 272
Set a Simple and Compelling Visionp. 272
Build a Supporting Coalitionp. 272
Make a Plan, Specific to Your Realityp. 273
Use Integrating Eventsp. 273
Accelerate Deliveryp. 274
Find Outside Wisdomp. 274
Encourage Engagement and Debate, within Limitsp. 274
Understand Your Boundariesp. 275
It's (Almost) Always about the Moneyp. 276
Peoplep. 276
Give Existing Leaders a Chancep. 276
Let Obstructionists Continue Their careers Elsewherep. 277
Stir Up the Pot by Adding Some New Bloodp. 277
Get Them to Do It Themselvesp. 278
Build Chief Engineers, but Adapt to the Situation at Handp. 278
Teach to Lead, and Lead by Teachingp. 279
Spreading Knowledge-Institutionalize Knowledge and Learningp. 279
"You Go to War with the Army You Have" or Build Your Capability before You Build Your Softwarep. 280
Organizationp. 281
Customer Focusp. 281
Demolish the Barriers: We Are All "The Business"p. 282
Small Intact Teamsp. 282
Processp. 282
Process Can Drive Lean/Agile Change, but It's Not Enough by Itselfp. 282
Start Slow and Simplep. 283
PDCA Yourself!p. 283
Methods-Don't Overprescribep. 283
But Do Insist on Some Basic Practicesp. 284
Toolsp. 284
Tools Can Help, but Be Careful!p. 284
Vendor Partnershipsp. 285
Final Wordsp. 286
Endnotesp. 286
Indexp. 287
Table of Contents provided by Ingram. All Rights Reserved.

ISBN: 9781439879757
ISBN-10: 1439879753
Audience: Professional
Format: Hardcover
Language: English
Number Of Pages: 323
Published: 19th January 2012
Publisher: Taylor & Francis Inc
Country of Publication: US
Dimensions (cm): 24.13 x 15.88  x 1.91
Weight (kg): 0.6
Edition Number: 1

Earn 203 Qantas Points
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