Pham Business-Driven IT-Wide Agile (Scrum) and Kanban (Lean) Implementation

An Action Guide for Business and IT Leaders
Erscheinungsjahr 2012
ISBN: 978-1-4665-7856-2
Verlag: Taylor & Francis
Format: EPUB
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 196 Seiten

Business-Driven IT-Wide Agile (Scrum) and Kanban (Lean) Implementation: An Action Guide for Business and IT Leaders explains how to increase IT delivery capabilities through the use of Agile and Kanban. Factoring in constant change, communication, a sense of urgency, clear and measurable goals, political realities, and infrastructure needs, it covers all the ingredients required for success.

Using real-world examples, this practical guide illustrates how to implement Agile and Kanban in software project management and development across the entire IT department. To make things easier for busy IT leaders and executives, the text includes two case studies along with numerous templates to facilitate understanding and kick-start implementation.

Explaining how IT and business management can work together to determine business goals that drive this IT-wide undertaking, the book arms you with actionable solutions that can be put to use immediately in any IT department, regardless of size.

Zielgruppe

Business and IT management and leadership; corporations with an IT department or software development department; IT consulting firms, university and college programs.

Autoren/Hrsg.

Pham, Andrew Thu

Pham, David Khoi

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Wirtschaftsinformatik, SAP, IT-Management
• Mathematik | Informatik EDV | Informatik Programmierung | Softwareentwicklung Software Engineering Agile Softwareentwicklung

Inhaltsverzeichnis

SETTING UP THE STAGE

Ineffectiveness of IT Software Project Management and Development: What Can We Do about It?
Why Are Command-and-Control and Waterfall Life Cycle Approaches Harmful When Used Together?
What Can We Do about It?

Executive Summary of Agile (Scrum) and Kanban (Lean)
So, What Is Agile? Agile Manifesto Example of a Known Agile Process: Scrum Agile Practices in a Nutshell
So, What Is Lean and What Is Kanban? So, What Is Lean? So, What Is Kanban? Kanban Practices in a Nutshell
Similarities between Agile/Scrum and Kanban
Summary
Endnotes

Why Agile Alone May Not Be Enough or the Right Solution, and Why Implementing Agile or Kanban without Good Business Objectives Will Normally Fail
Why Agile Alone May Not Be Enough (Preliminary Case Study #1) Initial Planning Pilot Project Team Initial Project Team Training On-Site Scrum Workshop Second Sprint: Another Hit for the Team! Third Sprint: Things Started to Rumble Fourth Sprint: Things Became Worse and Worse Fifth Sprint: Project Was Cancelled! Lessons Learned
From Scrum to Kanban (Preliminary Case Study #2) Context Information Technology There Is Nothing They Do Not Have Feedback from the Trenches Finally the Truth Came Out Kanban Came to the Rescue
Pitfalls of New Software Processes Release and Sprint Planning Scrum Ceremonies First Month Change in Product Owner Different Understanding of Agile and Scrum Building New Expectations Nice Surprise Agile Started to Rumble Back to Waterfall and Command and Control

BUSINESS GOALS-DRIVEN IT-WIDE SOFTWARE DELIVERY IMPROVEMENT FRAMEWORK

Seven-Step Software Delivery Improvement Framework
Description Step 1: Identify the Business Sponsor and Her or His Needs and Goals Identify the Business Sponsor Identify Business Problems and Issues Identify Business and IT Goals Identify Measurements
Step 2: Perform Environment Boundary Identification and Assessment Identify the Boundary Environment Assessment Findings Summary
Step 3: Envision Scenarios and Risks
Step 4: Detail the Chosen Action Plan
Step 5: Implement the Chosen Action Plan
Step 6: Inspect the Implementation’s Progress
Step 7: Adapt the Chosen Action Plan (as Needed)
Summary

Step 1: Identify the (Business) Sponsor and Her or His Needs and Goals
Identify the (Business) Sponsor(s)
Identify the Sponsor(s)’ Needs and Goals
Summary

Step 2: Perform Environment Boundary Identification and Assessment
How to Identify the Environment Boundary
Assess the Identified Business and IT Environment
Findings Summary
Summary

Step 3: Envision Scenarios and Risks
From Goals to Action Items (in Bypassing the Assessment)
How to Identify Risks (for Different Scenarios)
Scenario Consolidation
Summary

Step 4: Detail the Chosen Action Plan
Anatomy of a Detailed Scenario (Chosen Action Plan)
The Seven Characteristics of a Good Action Plan
Summary

Step 5: Implement the Chosen Action Plan
Set Up the Implementation Structure
Seven Characteristics of an Effective Plan Execution
Summary

Step 6: Inspecting the Implementation’s Progress
Why Is Regular Progress Inspection Critical?
What to Inspect At the Overall Plan Level At the Action Item Level
Summary

Step 7: Adapt the Chosen Action Plan (as Needed)
Different Types of Change Strategic Change Operational Change
Examples of Adaptations Strategic Impact Operational Impact
Summary
RETROSPECTIVES
Lessons Learned
CASE STUDIES
Case Study 1: "Customized Agile Combined with Kanban" Step 1: Identify Business Sponsor and Her or His Needs and Goals Step 2: Perform ATP’s Environment Boundary Identification and Assessment ATP Process Improvement Effort’s Boundary Environment Assessment Findings Summary
Step 3: Envision ATP Scenarios
Step 4: Develop the Detailed Action Plan for ATP
Step 5: Execute the ATP Action Plan
Step 6: Inspect ATP Execution’s Progress Identify and Mitigate Risks Organize Effective Retrospectives and Learn from Their Lessons Inspect the Actual Budget to Watch Out for Variance Watch Out for Positive (and Less than Positive) Changes Coming from the Different Dimensions
Step 7: Adapt the WTR Action Plan Changes Coming from the Action Items and the Environment Reaction to the Action Plan Organizational Process Change Due to Change in Business and/or IT Strategy
Lessons Learned

APPENDICES
Appendix A: From the Project Management Office to the Project Delivery Office Modify the Traditional Project Manager’s Job Description Project Manager’s Traditional Job Description Agile/Lean Project Manager’s New Job Description Change the Way the PMO Calculates Its Project Estimate

Appendix B: Change Management
Appendix C: Two Most Important Tools of a Good Software Development Infrastructure Continuous Integration Automated Testing

Glossary
Bibliography
Index

Über Autor(innen)

Andrew T. Pham, Author of Scrum in Action, Agile project management and software development in the real world, has trained hundreds of software professionals and coached multiple project teams throughout the world to Agile (Scrum) and Kanban (Lean).

An elected senior member with the prestigious IEEE (Institute of Electrical and Electronics Engineers), Andrew Pham has held top positions in project management, enterprise architecture and software development.

In addition to the above, Andrew Pham is also a PMP and PMI-ACP, the Project Management Institute’s newly created certification for Agile Practitioner.
David K. Pham, prolific software creator, is the author of the two Ruby on Rails case studies in the book Scrum in Action, Software Project Management and Development, and a Sun-Certified Java and Microsoft-Certified Developer.

A technology entrepreneur, he was formerly the CTO of KTD Media Corp. and currently president of a web-based company in Providence, Rhode Island. David K. Pham was the invited guest speaker at the DevChatt conference for software developers in Nashville, Tennessee in 2011. He can be contacted at [e-mail].