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Leading Lean Software Development

Results Are Not the Point

Paperback Engels 2009 9780321620705
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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 page

From 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.


Aantal pagina's:312
Hoofdrubriek:IT-management / ICT


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Over Mary Poppendieck

Mary Poppendieck, Managing Director of the Agile Alliance (a leading non profit organization promoting agile software development), is a seasoned leader in both operations and new product development with more than 25 years of IT experience. She has led teams implementing solutions ranging from enterprise supply chain management to digital media, and built one of 3M's first Just-in-Time lean production systems. Mary is currently the President of Poppendieck LLC, a consulting firm specializing in bringing lean production techniques to software development.

Andere boeken door Mary Poppendieck

Over Tom Poppendieck

Tom Poppendieck was creating systems to support concurrent development of commercial airliner navigation devices as early as 1985. Even then, the aerospace industry recognized that sequential development of product design, manufacturing process design and product support was costly and non-competitive. His subsequent experience in software product development, COTS implementation, and most recently as a coach, mentor, and enterprise architect support the same conclusion for software development. He currently assists organizations that need to improve their software development capabilities apply the lean principles and tools described in this book.

Andere boeken door Tom Poppendieck


Introduction: Framing

1. Systems Thinking
-A Different Way to Run an Airline
-Frame 1: Customer Focus
-Frame 2: System Capability
-Frame 3: End-to-End Flow
-Frame 4: Policy-Driven Waste
-Portrait: Product Champion, Take
-Your Shot

2. Technical Excellence
-Facts, Fads, and Fallacies
-Frame 5: Essential Complexity
-Frame 6: Quality by Construction
-Frame 7: Evolutionary Development
-Frame 8: Deep Expertise
-Portrait: Competency Leader
-Your Shot

3. Reliable Delivery
-Race to the Sky
-Frame 9: Proven Experience
-Frame 10: Level Workflow
-Frame 11: Pull Scheduling
-Frame 12: Adaptive Control
-Portrait: Product Champion, Take 2
-Your Shot

4. Relentless Improvement
-Sick Hospitals
-Frame 13: Visualize Perfection
-Frame 14: Establish a Baseline
-Frame 15: Expose Problems
-Frame 16: Learn to Improve
-Portrait: Manager as Mentor
-Your Shot

5: Great People
-Cultural Assumptions
-Frame 17: Knowledge Workers
-Frame 18: The Norm of Reciprocity
-Frame 19: Mutual Respect
-Frame 20: Pride of Workmanship
-Portrait: Front-Line Leaders
-Your Shot

6. Aligned Leaders
-Agile IBM
-Frame 21: From Theory to Practice
-Frame 22: Governance
-Frame 23: Alignment
-Frame 24: Sustainability
-Portrait: Leaders at All Levels


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