E-Book, Englisch, 196 Seiten
An Action Guide for Business and IT Leaders
E-Book, Englisch, 196 Seiten
ISBN: 978-1-4665-7856-2
Verlag: Taylor & Francis
Format: EPUB
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)
Using real-world examples, this practical guide illustrates how to implement Agile and Kanban in software project management and development across the entire IT department. To make things easier for busy IT leaders and executives, the text includes two case studies along with numerous templates to facilitate understanding and kick-start implementation.
Explaining how IT and business management can work together to determine business goals that drive this IT-wide undertaking, the book arms you with actionable solutions that can be put to use immediately in any IT department, regardless of size.
Zielgruppe
Business and IT management and leadership; corporations with an IT department or software development department; IT consulting firms, university and college programs.
Autoren/Hrsg.
Fachgebiete
Weitere Infos & Material
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
Glossary
Bibliography
Index
