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Business-driven IT-wide agile (scrum) and Kanban (lean) implementation : an action guide for business and IT leaders /
| Clasificación: | Libro Electrónico |
|---|---|
| Autores principales: | , |
| Otros Autores: | , |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Boca Raton, Fla. :
CRC Press,
©2013.
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| Temas: | |
| Acceso en línea: | Texto completo (Requiere registro previo con correo institucional) |
Tabla de Contenidos:
- SETTING UP THE STAGE Ineffectiveness of IT Software Project Management and Development: What Can We Do about It?; Why Are Command-and-Control and Waterfall Life Cycle Approaches Harmful When Used Together?; What Can We Do about It? Executive Summary of Agile (Scrum) and Kanban (Lean); So, What Is Agile?; Agile Manifesto; Example of a Known Agile Process: Scrum; Agile Practices in a Nutshell; So, What Is Lean and What Is Kanban?; So, What Is Lean?; So, What Is Kanban?; Kanban Practices in a Nutshell; Similarities between Agile/Scrum and Kanban; Summary; Endnotes Why Agile Alone May Not Be Enough or the Right Solution,
- And Why Implementing Agile or Kanban without Good Business Objectives Will Normally Fail; Why Agile Alone May Not Be Enough (Preliminary Case Study #1); Initial Planning; Pilot Project Team; Initial Project Team Training; On-Site Scrum Workshop; Second Sprint: Another Hit for the Team!; Third Sprint: Things Started to Rumble; Fourth Sprint: Things Became Worse and Worse; Fifth Sprint: Project Was Cancelled!; Lessons Learned; From Scrum to Kanban (Preliminary Case Study #2); Context; Information Technology; There Is Nothing They Do Not Have; Feedback from the Trenches; Finally the Truth Came
- Out; Kanban Came to the Rescue; Pitfalls of New Software Processes; Release and Sprint Planning; Scrum Ceremonies; First Month; Change in Product Owner; Different Understanding of Agile and Scrum; Building New Expectations; Nice Surprise; Agile Started to Rumble; Back to Waterfall and Command and Control BUSINESS GOALS-DRIVEN IT-WIDE SOFTWARE DELIVERY IMPROVEMENT FRAMEWORK Seven-Step Software Delivery Improvement Framework; Description; Step 1: Identify the Business Sponsor and Her or His Needs and Goals; Identify the Business
- Sponsor; Identify Business Problems and Issues; Identify Business and IT Goals; Identify Measurements; Step 2: Perform Environment Boundary Identification and Assessment; Identify the Boundary; Environment Assessment; Findings Summary; Step 3: Envision Scenarios and Risks; Step 4: Detail the Chosen Action Plan; Step 5: Implement the Chosen Action Plan; Step 6: Inspect the Implementation’s Progress; Step 7: Adapt the Chosen Action Plan (as Needed); Summary Step 1: Identify the (Business) Sponsor and Her or His Needs and Goals; Identify the (Business) Sponsor(s); Identify the Sponsor(s)’ Needs and Goals; Summary Step 2: Perform Environment Boundary Identification
- And Assessment; How to Identify the Environment Boundary; Assess the Identified Business and IT Environment; Findings Summary; Summary Step 3: Envision Scenarios and Risks; From Goals to Action Items (in Bypassing the Assessment); How to Identify Risks (for Different Scenarios); Scenario Consolidation; Summary Step 4: Detail the Chosen Action Plan; Anatomy of a Detailed Scenario (Chosen Action Plan); The Seven Characteristics of a Good Action Plan; Summary Step 5: Implement the Chosen Action Plan; Set Up the Implementation Structure; Seven Characteristics of an Effective Plan Execution; Summary Step 6: Inspecting the Implementation’s Progress; Why Is Regular Progress Inspection Critical?; What to Inspect; At the Overall Plan Level; At the Action Item
- Level; Summary Step 7: Adapt the Chosen Action Plan (as Needed); Different Types of Change; Strategic Change; Operational Change; Examples of Adaptations; Strategic Impact; Operational Impact; Summary RETROSPECTIVES Lessons Learned CASE STUDIES; Case Study 1: "Customized Agile Combined with Kanban"; Step 1: Identify Business Sponsor and Her or His Needs and Goals; Step 2: Perform ATP’s Environment Boundary Identification and Assessment; ATP Process Improvement Effort’s Boundary; Environment Assessment; Findings Summary; Step 3: Envision ATP Scenarios; Step 4:
- Develop the Detailed Action Plan for ATP; Step 5: Execute the ATP Action Plan; Step 6: Inspect ATP Execution’s Progress; Identify and Mitigate Risks; Organize Effective Retrospectives and Learn from Their Lessons; Inspect the Actual Budget to Watch Out for Variance; Watch Out for Positive (and Less than Positive) Changes; Coming from the Different Dimensions; Step 7: Adapt the WTR Action Plan; Changes Coming from the Action Items and the Environment Reaction to the Action Plan; Organizational; Process; Change Due to Change in Business and/or IT Strategy; Lessons Learned APPENDICES Appendix A: From the Project Management Office to the Project
- Delivery Office; Modify the Traditional Project Manager’s Job Description; Project Manager’s Traditional Job Description; Agile/Lean Project Manager’s New Job Description; Change the Way the PMO Calculates Its Project Estimate; ; Appendix B: Change Management Appendix C: Two Most Important Tools of a Good Software Development Infrastructure; Continuous Integration; Automated Testing; ; Glossa