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Leading Lean Software Development: Results are Not the Point (Addison-Wesley Signature) [Englisch] [Taschenbuch]

Mary Poppendieck , Tom Poppendieck
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30. Oktober 2009 Addison-Wesley Signature
Building on their breakthrough bestsellers Lean Software Development and Implementing Lean Software Development, Mary and Tom Poppendieck's latest book shows software leaders and team members exactly how to drive high-value change throughout a software organization-and make it stick. They go far beyond generic implementation guidelines, demonstrating exactly how to make lean work in real projects, environments, and companies. The Poppendiecks organize this book around the crucial concept of frames, the unspoken mental constructs that shape our perspectives and control our behavior in ways we rarely notice. For software leaders and team members, some frames lead to long-term failure, while others offer a strong foundation for success. Drawing on decades of experience, the authors present twenty-four frames that offer a coherent, complete framework for leading lean software development. You'll discover powerful new ways to act as competency leader, product champion, improvement mentor, front-line leader, and even visionary. * Systems thinking: focusing on customers, bringing predictability to demand, and revamping policies that cause inefficiency * Technical excellence: implementing low-dependency architectures, TDD, and evolutionary development processes, and promoting deeper developer expertise * Reliable delivery: managing your biggest risks more effectively, and optimizing both workflow and schedules * Relentless improvement: seeing problems, solving problems, sharing the knowledge * Great people: finding and growing professionals with purpose, passion, persistence, and pride * Aligned leaders: getting your entire leadership team on the same pageFrom the world's number one experts in Lean software development, Leading Lean Software Development will be indispensable to everyone who wants to transform the promise of lean into reality-in enterprise IT and software companies alike.

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Leading Lean Software Development: Results are Not the Point (Addison-Wesley Signature) + Implementing Lean Software Development: From Concept to Cash (Addison-Wesley Signature) + The Lean Mindset: Ask the Right Questions (Addison Wesley Signature Series)
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  • Taschenbuch: 312 Seiten
  • Verlag: Addison Wesley; Auflage: 1 (30. Oktober 2009)
  • Sprache: Englisch
  • ISBN-10: 0321620704
  • ISBN-13: 978-0321620705
  • Größe und/oder Gewicht: 23,2 x 17,8 x 1,6 cm
  • Durchschnittliche Kundenbewertung: 5.0 von 5 Sternen  Alle Rezensionen anzeigen (1 Kundenrezension)
  • Amazon Bestseller-Rang: Nr. 92.552 in Fremdsprachige Bücher (Siehe Top 100 in Fremdsprachige Bücher)
  • Komplettes Inhaltsverzeichnis ansehen

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Über den Autor und weitere Mitwirkende

Mary Poppendieck has led teams implementing various solutions ranging from enterprise supply chain management to digital media. Mary is the president of Poppendieck LLC, which specializes in bringing lean techniques to software development. Tom Poppendieck, an enterprise analyst, architect, and agile process mentor, currently assists organizations in applying lean principles and tools to software development processes. The Poppendiecks are authors of Lean Software Development, winner of the 2004 Jolt Software Development Productivity Award, and Implementing Lean Software Development (both from Addison-Wesley).


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1 von 2 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen Manage the flow of knowledge 25. September 2010
I really like this book. The approach to software development matches very nicely with my experiences in lean and very agile projects. With a good team the flow of knowledge and information is essential together with a robust architecture which acts as a skeleton and guidance for the team.
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4.0 von 5 Sternen Not As Satisfying But Still Worthwhile 11. August 2010
Von Maurice Hagar - Veröffentlicht auf Amazon.com
Format:Taschenbuch|Verifizierter Kauf
Anything by Mary and Tom Poppendieck is recommended reading but I'm not quite as impressed this time around. To be sure, there is much we can learn here about the application of lean principles to project management and software development. The discussion of value demand vs. failure demand is particularly good. And I couldn't agree more with their assessment of targets and "goals gone wild." Our systems, as well as our people, are what they are; targets will not change their capabilities. We're more likely to produce distortion and cheating than improvement. And "relative goals can motivate competitors to sabotage each other's performance. Thus ranking performance relative to peers can be damaging...if reward systems are based on this ranking." Performance rewards should be "shared equally among all competitors." A number of themes span multiple frames--a weakness of the "frames" construct--and the authors revisit this one several times.

More lessons from Toyota--the darling of every lean study--are helpful even if quotes such as this one now ring hollow: "One of the fundamental elements of TPS [the Toyota Production System] that management must be fully committed to is the `customer first' philosophy."

Frame 6: Quality by Construction is generally helpful but this is where I first began to notice some incendiary rhetoric and straw-man argumentation against waterfall or "sequential" development. For example: "not trying to find [defects] until the end of development" demonstrates "the distorted logic of the sequential frame of reference." Later, in telling the fascinating story of the Empire State Building's construction: "They did not break down the job into tasks" and the project "was not framed by cost, schedule, and scope." Yet they did break down the job into "small batches" and the project was framed by a number of constraints including "$35 million of capital...and May 1, 1931." And "Let's be honest; customers do not need scope. They need to have business goals accomplished"--the definition of scope. And "I often wonder how companies can expect superior performance...when there is no one whose job it is to uncover the strengths of each person and match the job to the individual."

Some concepts advocated here, such as eliminating defects, change control, and work queues, are debatable and sometimes raise more questions than answers. On quality, for instance, the authors quote Edsger Dijkstra who says "effective programmers...should not waste their time debugging--they should not introduce bugs to start with." Bug-free programming is certainly possible but at what cost, even in a lean environment? And on eliminating work queues: "'But,' you protest, `our customers won't tolerate that!' Or `How will we learn what customers want if we turn down their requests?' Or `How will we keep track of what has been discarded?' Or `Won't customers simply keep their own queue?' Or `What do we do with the list we have now?' These are all good questions, and you should search for good answers." Such conclusions are not quite satisfactory. Nonetheless, this work will certainly force you to think and is, therefore, recommended reading.
17 von 22 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen lean - by frames of reference 6. November 2009
Von Jeanne Boyarsky - Veröffentlicht auf Amazon.com
Wow! I was blown away by how good it was. I expected it to be "light reading" as I'd read about many of the concepts elsewhere. Somehow the authors managed to present them all in a thought provoking way. Even the introduction had me scribbling in the margins. As a result, I only finished 5 chapters in a 6 hour flight. I promptly finished the remainder the next morning. A real page turner.

Each of the chapters follow the same format: detailed example of company applying concepts, 4 frames and brief portrait of how used. A frame is a point of view - like a camera frame. There were detailed examples throughout. Each chapter ends with questions to think about - these aren't classroom exercises - they really help. The frames really drew me in - each time I started the next one, I felt the mental shift.

I'm not sure what my favorite part of the book was - between the current examples (banking crisis, Captain Sully, Obama's website), historical ones (Empire State Building construction), clear diagrams, etc.

The beginning of the book really grabbed me. It explained why Southwest Airlines is so much more successful than the traditional airlines. The fact that I was on an airplane at the time helped, but the example stood on its own.

The fact that I didn't go more than 5 pages without writing a note or more than 1-2 pages without underlining something really speaks for itself. The book was great!
2 von 2 Kunden fanden die folgende Rezension hilfreich
3.0 von 5 Sternen Not as good as their previous books 24. November 2013
Von Clinton Begin - Veröffentlicht auf Amazon.com
Format:Kindle Edition|Verifizierter Kauf
This book simply was not as good as Implementing Lean Software Development. I gave it three stars only because I feel it's a bit of a money grab. Same content, reorganized, new title, for no reason. I would tell my leaders to read Implementing Lean Software Development and to avoid this book.
5.0 von 5 Sternen Must Read For Lean Transformation Leaders 25. Juli 2014
Von Philip R. Heath - Veröffentlicht auf Amazon.com
Format:Taschenbuch|Verifizierter Kauf
Leading Lean Software Development is book three in the Poppendieck “trilogy” on lean software development, and I have read and reviewed the previous two. I can say with no hesitation that this installment covers valuable ground within minimal overlap with the previous books. However, I would highly recommend starting at the beginning. The previous books provide the foundations that you will need to truly get the most out of this one.

Leading Lean Software Development speaks to a variety of leaders in an IT organization. While managers will benefit greatly, architects will also find great value. Chapter One will appeal greatly to architects or chief engineers that are responsible for driving the vision of products. The great thing about the material here is that it ties everything to business value, and this provides the proper framing for making technical decisions. On the flipside, managers are expected to have a high degree of technical competence that directly relates to the people that they lead. This will be in direct conflict with the practice of many companies where managers come from pure project management or other non-technical backgrounds. While that doesn’t make them bad managers as a matter of course, it will limit their effectiveness in implementing the principles of this book.

There are many ways to skin the proverbial IT cat, and Lean is one of them. If your organization is considering a Lean implementation, read this book. It tells you what you need to know individually, and it will also help you evaluate your chances of success. The biggest warning that the Poppendiecks give is copying practice without understanding the principles behind them. Reading this book will help you (and hopefully by extension your organization) avoid this mistake. The material in here is pure gold. I highly recommend it.
5.0 von 5 Sternen Obligatory reading for managers 21. November 2013
Von Johan S - Veröffentlicht auf Amazon.com
Format:Kindle Edition|Verifizierter Kauf
Mary Poppendieck is very god at presenting Lean with western eyes. This book gives managers a good overview of what Lean is all about and I recommend is strongly. It should be obligatory reading.
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