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Scaling Lean and Agile Development: Thinking and Organizational Tools for Large-Scale Scrum: Successful Large, Multisite and Offshore Products with Large-scale Scrum (Agile Software Development) [Englisch] [Taschenbuch]

Craig Larman , Bas Vodde
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Kurzbeschreibung

8. Dezember 2008 Agile Software Development
Lean Development and Agile Methods for Large-Scale Products: Key Thinking and Organizational Tools for Sustainable Competitive Success Increasingly, large product-development organizations are turning to lean thinking, agile principles and practices, and large-scale Scrum to sustainably and quickly deliver value and innovation. However, many groups have floundered in their practice-oriented adoptions. Why? Because without a deeper understanding of the thinking tools and profound organizational redesign needed, it is as though casting seeds on to an infertile field. Now, drawing on their long experience leading and guiding large-scale lean and agile adoptions for large, multisite, and offshore product development, and drawing on the best research for great team-based agile organizations, internationally recognized consultant and best-selling author Craig Larman and former leader of the agile transformation at Nokia Networks Bas Vodde share the key thinking and organizational tools needed to plant the seeds of product development success in a fertile lean and agile enterprise. Coverage includes * Lean thinking and development combined with agile practices and methods* Systems thinking* Queuing theory and large-scale development processes* Moving from single-function and component teams to stable cross-functional cross-component Scrum feature teams with end-to-end responsibility for features * Organizational redesign to a lean and agile enterprise that delivers value fast* Large-scale Scrum for multi-hundred-person product groups In a competitive environment that demands ever-faster cycle times and greater innovation, applied lean thinking and agile principles are becoming an urgent priority. Scaling Lean & Agile Development will help leaders create the foundation for their lean enterprise-and deliver on the significant benefits of agility. In addition to the foundation tools in this text, see the companion book Practices for Scaling Lean & Agile Development: Large, Multisite, and Offshore Product Development with Large-Scale Scrum for complementary action tools.

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Produktinformation

  • Taschenbuch: 368 Seiten
  • Verlag: Addison Wesley; Auflage: 1 (8. Dezember 2008)
  • Sprache: Englisch
  • ISBN-10: 0321480961
  • ISBN-13: 978-0321480965
  • Größe und/oder Gewicht: 22 x 18 x 2 cm
  • Durchschnittliche Kundenbewertung: 5.0 von 5 Sternen  Alle Rezensionen anzeigen (2 Kundenrezensionen)
  • Amazon Bestseller-Rang: Nr. 39.499 in Fremdsprachige Bücher (Siehe Top 100 in Fremdsprachige Bücher)
  • Komplettes Inhaltsverzeichnis ansehen

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Produktbeschreibungen

Synopsis

Lean Development and Agile Methods for Large-Scale Products: Key Thinking and Organizational Tools for Sustainable Competitive Success Increasingly, large product-development organizations are turning to lean thinking, agile principles and practices, and large-scale Scrum to sustainably and quickly deliver value and innovation. However, many groups have floundered in their practice-oriented adoptions. Why? Because without a deeper understanding of the thinking tools and profound organizational redesign needed, it is as though casting seeds on to an infertile field. Now, drawing on their long experience leading and guiding large-scale lean and agile adoptions for large, multisite, and offshore product development, and drawing on the best research for great team-based agile organizations, internationally recognized consultant and best-selling author Craig Larman and former leader of the agile transformation at Nokia Networks Bas Vodde share the key thinking and organizational tools needed to plant the seeds of product development success in a fertile lean and agile enterprise.Coverage includes *Lean thinking and development combined with agile practices and methods*Systems thinking*Queuing theory and large-scale development processes*Moving from single-function and component teams to stable cross-functional cross-component Scrum feature teams with end-to-end responsibility for features *Organizational redesign to a lean and agile enterprise that delivers value fast*Large-scale Scrum for multi-hundred-person product groups In a competitive environment that demands ever-faster cycle times and greater innovation, applied lean thinking and agile principles are becoming an urgent priority.

Scaling Lean & Agile Development will help leaders create the foundation for their lean enterprise--and deliver on the significant benefits of agility. In addition to the foundation tools in this text, see the companion book Practices for Scaling Lean & Agile Development: Large, Multisite, and Offshore Product Development with Large-Scale Scrum for complementary action tools.

Über den Autor und weitere Mitwirkende

Craig Larman is a management and product development consultant in enterprise-level adoption and use of lean development, agile principles and practices, and large-scale Scrum in large, multisite, and offshore development. He is chief scientist at Valtech, an international consulting and offshore outsourcing company. His books include the best-sellers Agile & Iterative Development: A Manager's Guide (Addison-Wesley, 2004) and Applying UML and Patterns, Third Edition (Prentice Hall, 2005). Bas Vodde works as an independent product-development consultant and large-scale Scrum coach. For several years he led the agile and Scrum enterprise-wide adoption initiative at Nokia Networks. He is passionate about improving product development, an avid student of organizational, team management, and product development research, and remains an active developer.


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5 von 6 Kunden fanden die folgende Rezension hilfreich
Format:Taschenbuch
Listening to Bas Vodde's speech about "the trouble with component teams" at the Stockholm Scrum Gathering 2008, I was amazed. From the participants' reactions, you could easily hear and see when someone recognized his or her own project: The troubles he described seemed too familiar. Yet most real big software development organization seems to be facing them, even on their way to getting agile, if the development teams are still organized according to architectural components. He also could explain with a really practical background why and how these problems would be solved by having agile cross-functional feature teams. These insights can be found with much more detail in the "Feature Teams" chapter of this wonderful book.

Craig Larman and Bas Vodde have put together lots of valuable background information on lean thinking applied to software projects. The book describes how agility is based in the Toyota values and principles, as well as in systems thinking and queuing theory. But it is far away from being a theoretical book, since it contains lots of practical experiences from the authors and other people introducing Scrum into large organizations. A big emphasis is on understanding that the pillars of lean are "Respect for people" and "Continuous improvement" and that the lean principles and the methods with which they are supported will not work alone, without the rest of the framework. As well as you cannot "do agile" but only "be agile". These are things frequently misunderstood, especially in large companies. Suddenly you are invited to dozens of daily "Scrum" standup meetings held by managers who have heard that daily standups make you agile.

A chapter I particularly like is the "Organization" chapter. How can you form an organization around agile development teams?
Lesen Sie weiter... ›
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5.0 von 5 Sternen Lean Agile Enterprise ALIVE! 13. Juni 2014
Format:Taschenbuch|Verifizierter Kauf
Ich habe schon sehr viele Bücher iin diesem Umfeld gelesen und bin sehr spät auf das Buch von Craig Larman gestossen. Es ist sicherlich das BESTE Buch, wenn man nach Tips und Ratschläge sucht. Seine Vorschläge sind nach 'try this ...' / 'avoid this ...' extrem gut geordnet. Wer in diesem Umfeld arbeitet, findet viele hilfreiche Gedanken. Wichtig ist allerdings, dass es kein 'silver bullet' gibt - try it / avoid it / learn about it ...
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18 von 18 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen Be Agile/Lean Rather Than Do Agile/Lean 25. Februar 2009
Von Methods & Tools Software Development Magazine - Veröffentlicht auf Amazon.com
Format:Taschenbuch
This book is a classic example of the fact that it is better to teach somebody to fish than to give him fish. It emphasizes that it is important to "be agile" more than to "do agile". Approaches like Scrum or Lean are more frameworks to think about continuous improvement than tools that should be applied blindly like cooking recipes. The book will therefore tell you that "large-scale Scrum is Scrum" or that lean is not just kanban or waste reduction. The first part of the book is focused on thinking tools (systems thinking, lean thinking, queueing theory) that are presented with software project management related examples. Those who are looking for practical advice should not believe that the book remains only at the conceptual level. The authors distill many "try..." and "avoid..." recommendations that will help you implement agile and lean ideas in your organization. The second part of the book is devoted to organizational tools and the final chapter proposes frameworks to adapt Scrum to larger contexts.

This book is a must for those who believe that software development project management goes beyond the simple application of "silver bullet" recipes. It is a rich source of both thinking and practical content that is well suited for non-linear reading. A very good "Scrum primer" chapter at the end of the book will provide an introduction for those who are not familiar with this approach and a large number of "recommended readings" items will allow readers to explore more in details each concept.
8 von 8 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen You need to read this book if you want to do a successful agile transition 3. März 2009
Von Andrea Heck - Veröffentlicht auf Amazon.com
Format:Taschenbuch
Listening to Bas Vodde's speech about "the trouble with component teams" at the Stockholm Scrum Gathering 2008, I was amazed. From the participants' reactions, you could easily hear and see when someone recognized his or her own project: The troubles he described seemed too familiar. Yet most real big software development organization seems to be facing them, even on their way to getting agile, if the development teams are still organized according to architectural components. He also could explain with a really practical background why and how these problems would be solved by having agile cross-functional feature teams. These insights can be found with much more detail in the "Feature Teams" chapter of this wonderful book.

Craig Larman and Bas Vodde have put together lots of valuable background information on lean thinking applied to software projects. The book describes how agility is based in the Toyota values and principles, as well as in systems thinking and queuing theory. But it is far away from being a theoretical book, since it contains lots of practical experiences from the authors and other people introducing Scrum into large organizations. A big emphasis is on understanding that the pillars of lean are "Respect for people" and "Continuous improvement" and that the lean principles and the methods with which they are supported will not work alone, without the rest of the framework. As well as you cannot "do agile" but only "be agile". These are things frequently misunderstood, especially in large companies. Suddenly you are invited to dozens of daily "Scrum" standup meetings held by managers who have heard that daily standups make you agile.

A chapter I particularly like is the "Organization" chapter. How can you form an organization around agile development teams? How should the product development organization above the teams be? What needs to be changed in the other departments? What happens to phases and milestones? How will the HR strategies be adapted, how will budgeting work? - Very valuable also the top ten organizational impediments they and other agile development experts found, e.g. "considering learning a waste of time and money". You do not get all the answers, yet many, and the right questions.

In few words: A lot of helpful insights and tools that you estimate if you want to do a successful agile transition. Lots of thanks to Bas and Craig! - I am looking forward to the announced companion book "Practices for Scaling Lean and Agile".
5 von 5 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen Great tools for those adopting agile on large teams 5. Juni 2009
Von Ade Miller - Veröffentlicht auf Amazon.com
Format:Taschenbuch
While supposedly on vacation and sitting on a beach in Jamaica I finally got around to reading a couple of books that haven't quite made it to the top of the stack. This is largely thanks to the lack of slack and impending annual performance reviews. More on that later...

In the meantime what of Scaling Lean & Agile Development: Thinking and Organizational Tools for Large-Scale Scrum?

It turns out this wasn't quite what I was expecting. Which, in this case, is a good thing. Much of the nuts and bolts of large-scale development will be covered in an--as yet unpublished--companion volume; "Practices for Scaling Lean & Agile Development: Large, Multisite and Offshore Product Development with Large-Scale Scrum".

Why is this a good thing? Well, the second volume will focus on the nuts and bolts and the temptation would for many potential readers--myself included--to skip the theory and go straight to the applied. A bad idea when the central theme of the first volume is that large-scale agile adoption has effects throughout the organization. The development team and day-to-day development activities are just the tip of the iceberg.

The first section of the book focuses on thinking tools; Systems Thinking, Lean Thinking, Queueing Theory. Which is typical of the book's approach of giving the readers the tools to "Be agile rather than do agile". This makes a lot of sense. Large organizations are complex and unique, attempting to author a one size fits all recipe for agile adoption would seem unwise. But if you're expecting a book containing a prescriptive set of recipes then you'll be disappointed.

The second section covers the organizational tools starting off with Feature Teams and the inherent problems with component teams. The discussion expands to cover many other topics; building teams in place of managing resource pools, rewarding teams as opposed to individuals, a Beyond Budgets approach rather than a conventional annual budgeting approach. All these come into play when managing large scale organizational change to a more agile approach.

It's only in the last chapter that the authors put it all together and discuss two example Scrum Frameworks for large organizations. They also go to great lengths not to be prescriptive with "Try..." and "Avoid..." sections replacing "Do..." and "Don't...". Much of the details will be covered in the companion book.

There's a lot of material presented here and it leaves the reader with the somewhat daunting task of figuring out how to turn their organization inside out. Especially when considering something the size of Microsoft's Developer Division (of which p&p is part). There are some possible reasons for this:

There's an inflection point at some size/complexity scale where this approach breaks down.
Visual Studio's huge legacy, architecture, code base and long established engineering culture needs more change than I can imagine in order to map it onto the full Feature Team approach they describe (I'm not very imaginative).
The road from were we are today and the approach Bas and Craig describe is longer than I'm prepared to accept.
In some respects much of what we tried to do in Visual Studio Tools for Office 2008 maps onto their Product, Product Area and Feature Teams approach and we had moderate successes. I'll be giving my well-thumbed to various people in the Division's engineering team and see what they think. It's full of good ideas and definitely worth reading I'm waiting for volume 2.

Read more about distributed and large scale agile on my blog: [...]
5 von 5 Kunden fanden die folgende Rezension hilfreich
4.0 von 5 Sternen Extremely thorough 24. März 2009
Von Lasse Koskela - Veröffentlicht auf Amazon.com
Format:Taschenbuch
"Scaling Lean & Agile Development: Thinking and Organizational Tools for Large-Scale Scrum" is the first of two books co-authored by the same duo. This first volume covers the underlying theory needed for understanding the dynamics of scaling agile development to large organizations, including one of the best introductions to Systems Thinking that I remember reading.

Indeed, the first part of this book is all about thinking tools such as Systems Thinking, Lean Thinking, and Queuing Theory. Throughout the book, the authors refer back to these theories when they try to illuminate the "what" and "why" of various dynamics.

The second part focuses more concretely on how to scale a product development organization. It starts with a thorough, seminal chapter on Feature Teams and continues with more general discussion of what makes teams work. True to their style of writing, these chapters are full of references to related research. Knowing the authors, I expected nothing less. After team work, the authors move on to discussing a scaling technique called "Requirement Areas", specialization, organizational impediments, even budgeting and HR.

The third and last part of the book is essentially an appendix containing the "Scrum Primer" by Gabrielle Benefield and Pete Deemer. Personally, I think this appendix could've been left out, considering that most readers should already be familiar with Scrum.

Again, this book is perhaps the most thoroughly researched text on agile development I've read (and I've read most of them) and the authors clearly know what they're talking about. Having said that, it is also quite a heavy read considering that it's only some 300+ pages. I read it in one day, barely leaving the couch but I can imagine that others might not enjoy the theory-heavy approach as much.

With that said, while it's not full of the kind of concrete tips we'd like to see, this book does offer a strong foundation for understanding how to scale and how not to scale up organizations for agile development. I highly recommend it to leaders, change agents and agile coaches involved in large-scale transitions.
2 von 2 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen Best process book I read in many years 7. September 2011
Von B. Pl - Veröffentlicht auf Amazon.com
Format:Taschenbuch
The title sugegsts like it was about scrum or about scaling. Those are really just a tiny chapter.

Most content describes lean THINKING, how to see the world, the values, avoid usual thinking traps.

While I had this kind of thinking for long, the book helped me much to recognize and formulate it. Also I based seminars on its content to spread this thinking model to other people in the team and the organisation.

What lead to massive boost of productivity and having fun instead of grinding.

It should be a must read.
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