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Lean Software Development: An Agile Toolkit for Software Development Managers (Englisch) Taschenbuch – 8. Mai 2003
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Lean Software Development: An Agile Toolkit Mary Poppendieck Tom Poppendieck Forewords by Jim Highsmithand Ken Schwaber *Adapting agile practices to your development organization *Uncovering and eradicating waste throughout the software development lifecycle *Practical techniques for every development manager, project manager, and technical leaderLean Software Development: An Agile Toolkit Lean software development: applying agile principles to your organization In Lean Software Development, Mary and Tom Poppendieck identify seven fundamental "lean" principles, adapt them for the world of software development, and show how they can serve as the foundation for agile development approaches that work. Along the way, they introduce 22 "thinking tools" that can help you customize the right agile practices for any environment. Better, cheaper, faster software development. You can have all three--if you adopt the same lean principles that have already revolutionized manufacturing, logistics and product development.*Iterating towards excellence: software development as an exercise in discovery *Managing uncertainty: "decide as late as possible" by building change into the system.*Compressing the value stream: rapid development, feedback, and improvement *Empowering teams and individuals without compromising coordination *Software with integrity: promoting coherence, usability, fitness, maintainability, and adaptability *How to "see the whole"--even when your developers are scattered across multiple locations and contractors Simply put, Lean Software Development helps you refocus development on value, flow, and people--so you can achieve breakthrough quality, savings, speed, and business alignment.
Lean Software Development: An Agile Toolkit
Mary Poppendieck Tom Poppendieck
Forewords by Jim Highsmithand Ken Schwaber
- Adapting agile practices to your development organization
- Uncovering and eradicating waste throughout the software development lifecycle
- Practical techniques for every development manager, project manager, and technical leader
Lean software development: applying agile principles to your organization
In Lean Software Development, Mary and Tom Poppendieck identify seven fundamental "lean" principles, adapt them for the world of software development, and show how they can serve as the foundation for agile development approaches that work. Along the way, they introduce 22 "thinking tools" that can help you customize the right agile practices for any environment.
Better, cheaper, faster software development. You can have all three--if you adopt the same lean principles that have already revolutionized manufacturing, logistics and product development.
- Iterating towards excellence: software development as an exercise in discovery
- Managing uncertainty: "decide as late as possible" by building change into the system.
- Compressing the value stream: rapid development, feedback, and improvement
- Empowering teams and individuals without compromising coordination
- Software with integrity promoting coherence, usability, fitness, maintainability, and adaptability
- How to "see the whole"--even when your developers are scattered across multiple locations and contractors
Simply put, Lean Software Development helps you refocus development on value, flow, and people--so you can achieve breakthrough quality, savings, speed, and business alignment.Alle Produktbeschreibungen
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Oder besser: gleich die Originale lesen und eigene Schlüsse ziehen:
- Taiichi Ohno: Toyota Production System
- Donald Reinertsen: Managing the Design Factory
- James Womack, Daniel Jones, Daniel Roos: The Machine that changed the World
Sie gehen von Prinzipien des "Lean Manufacturing" aus, übersetzen die Prinzipien in die Domäne der Anwendungsentwicklung. Sie weisen explizit darauf hin, dass ein einfaches Übernehmen der Praktiken aus anderen Domänen nur fehlschlagen kann, und geben sich deshalb viel Mühe, die richtigen Analogien für Praktiken aus dem Lean Manufacturing in der Anwendungsentwicklung zu finden.
Wenn das jetzt sehr kompliziert klingt, so ist es das Buch dafür überhaupt nicht.
In sieben Kapiteln werden die "Lean Principles" vorgestellt:
1. Eliminate Waste (whatever gets in the way of rapidly satisfying a customer need is waste)
2. Amplify learning (Development is an exercise in discovery, while production is an exercise in reducing variation)
3. Decide as late as possible (Delaying decisions is valuable because better decisions can be made when they are based on fact, not speculation)
4. Deliver as fast as possible (Design, implement, feedback, improve. The shorter these cycles are, the more can be learned.)
5. Empower the team (lean practices use pull techniques to schedule work and contain local signaling mechanisms so workers can let each other know what needs to be done.)
6. Build integrity in (Integrity comes from wise leadership, relevant expertise, effective communication, and healthy discipline.)
7. See the whole (When individuals or organizations are measured on their specialized contribution rather than overall performance, suboptimization is likely to result.Lesen Sie weiter... ›
field. And what can I say, it is an eye opener. It gives you the theoretic
background and principles how to succeed in software development. It doesn't offer
a method or a process, but the foundation and tools you need to understand how
SW development should be (and unfortunately it most of the time isn't that way).
So in my eyes it's a much more timeless and important book, as it doesn't try to
give us a new methodology but the fundations we needed and haven't had. After reading
this book you understand why waterfall and all the heavy weight stuff simply can't
work and never will. No matter how hard we try.
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Main benefit for me it that it takes the discussion of project-level practices and explain the importance and the 'why's of those practices in a way that touches the mindset of high-level managers, directors, and even maybe the executive level of organizations.
The book also introduced me to a lean, systems-based way of approaching software development. Although I might have been pressed to enumerate all the principles and the tools in the book, I know that over the years I've applied many of them regularly- adapting them to fit the diverse domains and environments in which I worked. Over the years, my copy has became worn and dog-eared. It was marked with a yellow tag on the spine, my way of marking favorite books on my shelf. As such, it was often loaned out to others.
I recently re-read the book and was surprised how relevant it remains in 2009. A few of the specifics in the book are dated, such as its characterization of how CMM, CMMI and PMI relate to agile. However, most of the material, is not only relevant; it's often more applicable today than when it was originally written. The book is well organized, easy to read and filled with "pearls of wisdom". I'll continue to include it right next to Goldratt in my list of recommended reading.
A previous reviewer laments the authors' distaste for CMMI and PMI. For instance:
"Between PMI and CMM certification programs, a heavy emphasis on process definition and detailed, front-end planning seemed to dominate everyone's perception of best practices...spending a lot of time and getting the requirements right upfront was the way to do things `right the first time'...CMM, in its eagerness to standardize process, leaves out the heart of discovery and innovation..." Spot on.
As a PMP with CMMI experience, I couldn't agree more with the Poppendiecks' observations and concerns. They go on to say, "This is not to say that CMM and PMI are bad, but only that for anyone who has lived through the lean revolution, they tend to give the wrong flavor to a software development program." That "wrong flavor" is called "waterfall."
Of course there are Level 5 Agile shops out there, and the author's recognize that "CMM is not supposed to dictate approach, but only assess..." But here's the problem: "CMM programs...may standardize on less than ideal practices...they may be better implemented separate from--and after--process improvements."
This book is a must read for software development managers and other business execs pursuing the promise of an Agile company (vs. IT shop). I'll definitely be passing out a few copies!
It is now several years later and I keep coming back to this title, not just for my own reference, but also for my clients. In my work as an Agile Mentor, this book is one of my all time top references. I recommend this book to developers, managers, executives, stakeholders, testers, customers, everyone! "Lean Software Development" gets this mighty nod from me because it provides straightforward language around productivity, revenue, and quality that helps all of these various roles understand the value of agile software development practices. When development teams eliminate waste daily, they eliminate waste from the overall product release. And when multiple teams eliminate waste from product releases, they are eliminating organizational waste. And with organizatinal waste tracked and eliminated, the entire organization enjoys higher quality and productivity. This progression of benefit occurs with all of the seven principles and the Poppendiecks give you the path to apply these bottom up or top down.
If you have but one book to choose in order to understand agile software development, start with "Lean Software Development". If your boss has only one book to choose in order to understand why YOU are interested in agile software development, have her start with "Lean Software Development".