Changing Software Development: Learning to Become Agile by Allan Kelly PDF

By Allan Kelly

ISBN-10: 047051504X

ISBN-13: 9780470515044

ISBN-10: 0470725311

ISBN-13: 9780470725313

Changing software program improvement explains why software program improvement is an workout in switch administration and organizational intelligence.  An underlying trust is that adjust is studying and studying creates knowledge.  through mixing the speculation of information administration, builders and executives will achieve the instruments to reinforce studying and alter to deal with new cutting edge techniques similar to agile and lean computing.

Changing software program improvement is peppered with useful recommendation and case reviews to provide an explanation for how and why wisdom, studying and alter are very important within the improvement process.  this present day, managers are pre-occupied with wisdom administration, association studying and alter administration; whereas software program builders are usually blind to the larger matters embedded of their work.  This leading edge ebook bridges this divide by means of linking the software program international of know-how and procedures to the company global of information, studying and alter.

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Extra info for Changing Software Development: Learning to Become Agile

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6 See Kennedy (2003). 7 See Womack and Jones (2005). 8 See Poppendieck and Poppendieck (2003, 2007). 23 24 Chapter 2 Agile and provides thinking tools to help translate Lean principles into Agile practices. All Lean organizations are by definition learning organizations, because the process of identifying and removing waste requires the organizations to learn. However, not all learning organizations are Lean – both the Royal Dutch/Shell oil company and the US Marine Corps have been called learning organizations, yet neither is Lean – let alone Agile.

This is part of the thinking behind the ‘flat hierarchy’ (something of a contradiction in terms) and ‘empowerment’ in the workforce. However sceptical we may be about management commitment and motivation for advocating empowerment, it is of itself a valid idea. In trying to lead learning and change, we need to consider ourselves empowered – an individual who doesn’t will find it hard to lead anything. We need to create change not through our own authority or through borrowing someone else’s but, rather, through working with those around us who are receptive to new ideas.

Consequently, customers are much more involved with Agile teams than is traditionally the case, and they carry a heavy workload. If the role isn’t adequately staffed, the customer can become the bottleneck for development or suffer overwork and burnout. 3 Design In traditional software methodologies, the design phase of a project occupied a large chunk of time at the start of the project. This approach has been characterized as Big Up-Front Design (BUFD). During this time, designers and architects evaluate the requirements, technology and possible future demands on the system.

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Changing Software Development: Learning to Become Agile by Allan Kelly


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