Note: Supplemental materials are not guaranteed with Rental or Used book purchases.
Purchase Benefits
What is included with this book?
Foreword | p. xiii |
Foreword | p. xv |
Preface: What is This Book About? | p. xix |
Acknowledgments | p. xxi |
About the Authors | p. xxiii |
Setting Up The Stage | |
Ineffectiveness of IT Software Project Management and Development: What Can We Do about It? | p. 3 |
Why Are Command-and-Control and Waterfall Life Cycle Approaches Harmful When Used Together? | p. 4 |
What Can We Do about It? | p. 6 |
Executive Summary of Agile (Scrum) and Kanban (Lean) | p. 7 |
So, What Is Agile? | p. 7 |
Agile Manifesto | p. 7 |
Example of a Known Agile Process: Scrum | p. 9 |
Agile Practices in a Nutshell | p. 11 |
So, What Is Lean and What Is Kanban? | p. 12 |
So, What Is Lean? | p. 12 |
So, What Is Kanban? | p. 14 |
Kanban Practices in a Nutshell | p. 22 |
Similarities between Agile/Scrum and Kanban | p. 22 |
Summary | p. 24 |
Endnotes | p. 24 |
Why Agile Alone May Not Be Enough or the Right Solution, and Why Implementing Agile or Kanban without Good Business Objectives Will Normally Fail | p. 27 |
Why Agile Alone May Not Be Enough (Preliminary Case Study #1) | p. 27 |
Initial Planning | p. 28 |
Pilot Project Team | p. 28 |
Initial Project Team Training | p. 28 |
On-Site Scrum Workshop | p. 29 |
Second Sprint: Another Hit for the Team! | p. 30 |
Third Sprint: Things Started to Rumble | p. 30 |
Fourth Sprint: Things Became Worse and Worse | p. 30 |
Fifth Sprint: Project Was Cancelled! | p. 30 |
Lessons Learned | p. 30 |
From Scrum to Kanban (Preliminary Case Study #2) | p. 32 |
Context | p. 32 |
Information Technology | p. 33 |
There Is Nothing They Do Not Have | p. 33 |
Feedback from the Trenches | p. 33 |
Finally the Truth Came Out | p. 33 |
Kanban Came to the Rescue | p. 34 |
Pitfalls of New Software Processes | p. 34 |
Release and Sprint Planning | p. 35 |
Scrum Ceremonies | p. 36 |
First Month | p. 36 |
Change in Product Owner | p. 36 |
Different Understanding of Agile and Scrum | p. 37 |
Building New Expectations | p. 37 |
Nice Surprise | p. 38 |
Agile Started to Rumble | p. 38 |
Back to Waterfall and Command and Control | p. 39 |
Business Goals-Driven IT-Wide Software Delivery Improvement Framework | |
Seven-Step Software Delivery Improvement Framework | p. 43 |
Description | p. 43 |
Identify the Business Sponsor and Her or His Needs and Goals | p. 43 |
Identify the Business Sponsor | p. 43 |
Identify Business Problems and Issues | p. 44 |
Identify Business and IT Goals | p. 45 |
Identify Measurements | p. 45 |
Perform Environment Boundary Identification and Assessment | p. 45 |
Identify the Boundary | p. 46 |
Environment Assessment | p. 46 |
Findings Summary | p. 46 |
Envision Scenarios and Risks | p. 46 |
Detail the Chosen Action Plan | p. 47 |
Implement the Chosen Action Plan | p. 47 |
Inspect the Implementation's Progress | p. 47 |
Adapt the Chosen Action Plan (as Needed) | p. 47 |
Summary | p. 48 |
Step 1: Identify the (Business) Sponsor and Her or His Needs and Goals | p. 49 |
Identify the (Business) Sponsor(s) | p. 49 |
Identify the Sponsor(s)' Needs and Goals | p. 50 |
Summary | p. 52 |
Step 2: Perform Environment Boundary Identification and Assessment | p. 53 |
How to Identify the Environment Boundary | p. 53 |
Assess the Identified Business and IT Environment | p. 54 |
Findings Summary | p. 56 |
Summary | p. 56 |
Step 3: Envision Scenarios and Risks | p. 63 |
From Goals to Action Items (in Bypassing the Assessment) | p. 63 |
How to Identify Risks (for Different Scenarios) | p. 65 |
Scenario Consolidation | p. 68 |
Summary | p. 69 |
Step 4: Detail the Chosen Action Plan | p. 71 |
Anatomy of a Detailed Scenario (Chosen Action Plan) | p. 71 |
Seven Characteristics of a Good Action Plan | p. 74 |
Summary | p. 76 |
Step 5: Implement the Chosen Action Plan | p. 77 |
Set Up the Implementation Structure | p. 77 |
Seven Characteristics of an Effective Plan Execution | p. 78 |
Summary | p. 79 |
Step 6: Inspecting the Implementation's Progress | p. 81 |
Why Is Regular Progress Inspection Critical? | p. 81 |
What to Inspect | p. 81 |
At the Overall Plan Level | p. 82 |
At the Action Item Level | p. 82 |
Summary | p. 83 |
Step 7: Adapt the Chosen Action Plan (as Needed) | p. 87 |
Different Types of Change | p. 87 |
Strategic Change | p. 87 |
Operational Change | p. 87 |
Examples of Adaptations | p. 88 |
Strategic Impact | p. 88 |
Operational Impact | p. 88 |
Summary | p. 88 |
Retrospectives | |
Lessons Learned | p. 93 |
Case Studies | |
"Customized Agile Combined with Kanban" | p. 97 |
Identify Business Sponsor and Her or His Needs and Goals | p. 97 |
Perform ATP's Environment Boundary Identification and Assessment | p. 100 |
ATP Process Improvement Effort's Boundary | p. 100 |
Environment Assessment | p. 101 |
Findings Summary | p. 101 |
Envision ATP Scenarios | p. 111 |
Develop the Detailed Action Plan for ATP | p. 112 |
Execute the ATP Action Plan | p. 119 |
Inspect ATP Execution's Progress | p. 122 |
Identify and Mitigate Risks | p. 122 |
Organize Effective Retrospectives and Learn from Their Lessons | p. 125 |
Lessons | p. 125 |
Inspect the Actual Budget to Watch Out for Variance | p. 125 |
Watch Out for Positive (and Less than Positive) Changes Coming from the Different Dimensions | p. 126 |
Adapt the ATP Plan | p. 126 |
Change from the Action Items and the Environment Reaction to the Action Plan | p. 127 |
Change Due to Change in Business and/or IT Strategy | p. 128 |
Lessons Learned | p. 128 |
"(Customized) Agile and Kanban Coexistence" | p. 131 |
Identify WTR's Business Sponsor and Her Needs and Goals | p. 132 |
Mary Beckers's Organization | p. 132 |
First Preliminary Training | p. 132 |
Perform WTR Environment Boundary Identification and Assessment | p. 136 |
WTR Scenarios Envisioning | p. 138 |
Scenarios Risk Analysis | p. 138 |
Developing the Detailed Action Plan for WTR | p. 139 |
Execute the WTR Action Plan | p. 139 |
Inspect Progress of the WTR Action Plan | p. 141 |
Identify and Mitigate Risks | p. 142 |
Lessons from the Pilot Project's Retrospectives | p. 146 |
Inspect the Actual Budget to Watch Out for Variance | p. 146 |
Watch Out for Positive-and Less than Positive-Changes on the Different Dimensions | p. 146 |
Adapt the WTR Action Plan | p. 146 |
Changes Coming from the Action Items and the Environment Reaction to the Action Plan | p. 146 |
Organizational | p. 146 |
Process | p. 149 |
Change Due to Change in Business and/or IT Strategy | p. 150 |
Lessons Learned | p. 150 |
Appendices | |
From the Project Management Office to the Project Delivery Office | p. 155 |
Modify the Traditional Project Manager's Job Description | p. 156 |
Project Manager's Traditional Job Description | p. 156 |
Agile/Lean Project Manager's New Job Description | p. 156 |
Change the Way the PMO Calculates Its Project Estimate | p. 157 |
Change Management | p. 159 |
Two Most Important Tools of a Good Software Development Infrastructure | p. 161 |
Continuous Integration | p. 161 |
Automated Testing | p. 162 |
Glossary | p. 163 |
Bibliography | p. 167 |
Index | p. 169 |
Table of Contents provided by Ingram. All Rights Reserved. |
The New copy of this book will include any supplemental materials advertised. Please check the title of the book to determine if it should include any access cards, study guides, lab manuals, CDs, etc.
The Used, Rental and eBook copies of this book are not guaranteed to include any supplemental materials. Typically, only the book itself is included. This is true even if the title states it includes any access cards, study guides, lab manuals, CDs, etc.