Creating a Model to Understand Product (and Software) Development

8/14/2019 Creating a Model to Understand Product (and Software) Development

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1 Copyright © 2008 Net Objectives. All Rights Reserved. 20 May 2009

What’s Next In the

Agile World?The Case for Lean-Agile

Software Development




What’s Next?

Kanban!



[email protected]



Thank You For

Being Here



4 20 May 2009

Where We Have

Been

A (very) short history of the

software development culture




The Importance of Software

Software is permeating more andmore of our

businesses/lives/culture

The quality of our software is having

a greater influence on the quality of our lives

Failures in software are now

capable of doing greater and

greater damage

Other professions are becoming

increasingly vulnerable to software




Tick - Tock

60s: Software Crisis

80s: PCs

90s: Internet

00s: Consumer

Technologies / Agilemethods

70s: Software Engineering /Waterfall

80s: 4th Generation

Language

90s: Rigorous Process

(CMM)

00s: CMMI (done

improperly)


http://slidepdf.com/reader/full/creating-a-model-to-understand-product-and-software-development 7/897 20 May 2009

The Arrival

of Agile

Agile Has Been as Much a

Reaction as it Has Been a

Solution


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Agile Manifesto

Individuals and interactions over processes and tools

Working software over comprehensive documentation

Customer collaboration over contract negotiation

Responding to change over following a plan



What Is Agile?

Build software in steps

Get feedback from customers

Self-organizing teams

Deliver high quality software, faster, at lower cost



eXtreme Programming

Very popular for a few years 99-??

Demanded too much from developers

Why?



Scrum

Based on few principles

Several practices

Embraces “inspect and adapt”

Protect the team – exclude management



Current

Challenges

We're Moving, But

We're Not There



Current Challenges

Practices more widespread than principles

Lack of proper management view

Lack of professionalism / craftsmanship



We Need More

Practices work in a context

We have practice adherence but low agility

No set of practices will work in more than a limited

number of situations

If you look for someone else’s success you will get your

own failure



What Does It Take to Learn Something?

“Theory by itself teaches nothing.

Application by itself

teaches nothing.

Learning is the resultof dynamic interplay

between the two.”Peter Scholtes, The Leader’s

Handbook: A Guide ToInspiring Your People and

Managing the Daily

Workflow

Hunches,

hypotheses,

guesses Theory

DataExperience,

observation,

real life

True learningand improvement

Interaction



Available Management Paradigms

3 industrial paradigms

1900Interchangeable

People –

Assembly Line

1800Interchangeable

Parts

Craft



Improvements

Needed



Business Issue

If Software is important to a business then they have tocontrol:

– What it will do

– When it is finished

–

What it will cost How do you control something you don't understand, if

you are running a business?

Find something it is "like" that you do understand, and

reuse that knowledge What is software development like?



Re-thinking Change

If we accept that change is inevitable…

and if change means decay…

…isn't decay inevitable?

http://www.ahleman.com/Props/JD2.html



Decay

Time

Q u a l i t y a s

C o d e C h a n g e s

Hack it in Code Debt

"That’s the way it is"

Functional

Completeness

Cheaper to

Replace

ReleaseMaintenance



Rejecting Decay: Changing Change

Time

Q u a l i t y a s C o d e C h a n g e s

"First, do no harm"

Code what you know

Validation-Centricity

Validateable:

What we think

we know

Based on what

we have

learned

First

IterationFurther Iterations



The Nature of Software Development

Is Software Development a true "Profession?" Is it Engineering?

Is it an Art?

Is it a Craft?

Is it Science?



What Is Missing

Other Professions have:

–

Specialized language – Clear path to entry

– Defined mentoring

– Peer-review

– Standards & practices

A profession is an organism:

– There has been "medicine" for thousands of years, but no

particular doctor has been around that long



Can Initially Be Thought of as Answers to Questions

What would you want someone to know before leadinga Lean Transition at the team level?

What would you want management to know before

leading their organization?

What would you want a programmer to know before

touching your code?



25 20 May 2009

Lean Provides

New

Opportunities

There Is a Foundation

To Build On




Science / Experience as the Source of Lean

Toyota

Lean-Thinking

Flow

ServicesSoftware

Development

Deming

Lean

PrinciplesJIT Autonomation




The Lean Enterprise

Lean “Science”

Flow, Cadence, Pull

Options Theory

ToC

Lean

Education

A3s, KaizensContinuous

improvement

5-whys

LeanManagement

Leadership

Education

Visual Controls

Lean Thinking

_1dd




Command and Control

Set direction & how to do it

Figure out the one best way

Get teams motivated

Make sure teams do it right

Process is good

We’d be successful if only

the devs would do what

they are supposed to

Individuals/Teams Rule

Figure it out

Avoid management

The rules are do it fast

Individuals are key

Process is bad

We’d be successful if only

management would let us

do the right thing

The Management Dilemma of the Last 4 Decades




Lean: A New Paradigm

4 industrial paradigms

2000 Engaged,Thinking People –

Lean

1900Interchangeable

People –

Assembly Line

1800Interchangeable

Parts

Craft




Organization Concerns / “Boundaries”

Team Technical & Line Mgrs Business Owners

How do we achievethat value?

What – is the best way todeliver that value ?

Why – is this of value?

•Speed of

•analysis

•build

•

validation•deployment

•Continual

standards

improvement

•Technology

•Process for Discovery and

Development

•

Core Engineering Practices•System integrity

•Boundaries to empower

teams

•Resolution of Impediments to

speed and flow

•

Skills excellence and optimizedteam performance

•Portfolio of Projects

•Budgets

•Priority & Sequence

•

Continual discovery of highest business value

Iterative Iterative Incremental



31 20 May 2009

Achieving

Enterprise Agility




Agility

Its about Agility; you can be more agile or less agile inyour efforts

An agile team is only as agile as the business &

management is agile…

Challenges / Questions

Does it work in the real world?

Would it work for my company?

What must we do?

How long until we see results?




Enterprise Agility



34 20 May 2009

Driving from

Value




Speed of Realizing Business Value

Develop Faster

Deploy Faster

Use Faster! “Business Value can be Realized”



36 20 May 2009

Trends for

Business Value

Realization




Type 1

B u s i n e s s v a l u e r

e a l i z e d

Time

r e l e a s e

r e l e a s e

r e l e a s e






Type 3

B u s i n e s s v a l u e r e a l i z e d

Time

r e l e a s e

r e l e a s e

r e l e a s e




Type 4

B u s i n e s s v a l u e r e a l i z e d

Time

r e l e a s e

r e l e a s e

r e l e a s e




Project View: By Project Business Value

0%

20%

40%

60%

80%

100%

120%

140%

O v e r n i g h t A

p p A & P r i c i n g D i s t r i b u t i o n t o I n i t i a t i v e B

V e n d o r 1

E q u i t y A p p A D a t a B u i l d o u t - I n i t i a t i v e D

T r a d e

A d m i n i s t r a t i o n c h e c k l i s t - f i x e d i n c o m e

V e n d o r 1

O n e - d a y S o u r c i n g / A c q u i s i t i o n - r e q u e s t

O n e - d a y A p p A D i s t r i b u t i o n t o I n i t i a t i v e B

- f i x e d i n c o m e

V e n d o r 1 O

n e - d a y S o u r c i n g / A c q u i s i t i o n - r e s p o n s e

V e n d o r 1 F i x e d I n c o m e A p p A D a t a B u i l d o u t - I n i t i a t i v e D

O c t o b e r E n a b l i n g

O c t o b e r

V e n d o r 5 P r o d u c t i o n S u p p o r t R e q u e s t s

O c t o b e r E l e v a t i o n

A c t i o n s I n i t i a t i v e C

f o r d o w n s t a i r s o f f i c e

4 Q 2 0 0 7

D e c o u p l i n g - S t o r e d p r o c d e v e l o p m e n t

A p p A D i s t r i b u t i o n t o I n i t i a t i v e D

4 Q 2 0 0 7 D e c o u p l i n g - D a t a b a s e b u i l d o u t

T e a m o n U I

A p p A F i n a l A n a l y s i s a n d D e f i n i t i o n

N o v / D e c E l e v a t i o n & E n a b l i n g

V e n d o r 2

O n e - d a y S o u r c i n g / A c q u i s i t i o n - r e q u e s t

V e n d o r 2 O

n e - d a y S o u r c i n g / A c q u i s i t i o n - r e s p o n s e

V e

n d o r 2 E q u i t y A p p A R a w

D a t a B u i l d o u t

V e n d o r 2 F i x e d I n c o m e A p p A R a w

D a t a B u i l d o u t

V e n d o r 2 O v e r n i g h t S o u r c i n g / A c q u i s i t i o n - r e q u e s t

V e n d o r 2 O v e r n i g h t S o u r c i n g / A c q u i s i t i o n - r e s p o n s e

V e n d o r 3 H o l d i n g s a n d A p p A b u i l d o u t

B u s i n e s s c u s t o m s e c u r i t y t o s u p p o r t r e q u e s t b u i l d o u t

R e g i s t r a n t b u i l d o u t

V e

n d o r 1 2 I n d u s t r y C l a s s i f i c a t i o n b u i l d o u t

F i x e d I n c o m e A n a l y s i s

S o u r c e a n d L o a d A p p C

a t t r i b u t e

s f r o m e x t e r n a l v e n d o r s ( V e n d o r 1 a n d

A p p A D i s

t r i b u t i o n t o I n i t i a t i v e D

E q u i t y - O n e - d a y

A p p A F i n a l D e

s i g n a n d I m p l e m e n t ( w i t h c o n t i n g e n c y )

V e n d o r 4 c h e c k l i s t

D e l i v e r e q u i t y A p p A t o V e n d o r 3

D e l i v e r f i x e d i n c o m e A p p A t o V e n d o r 3

M a n a g e A d d / R e p a i r o f A d v i s o r A p p A D a t a

A p

p A D i s t r i b u t i o n t o I n i t i a t i v e D

- O n e - d a y

O v e r n i g h t A p p A & P

r i c i n g D i s t r i b u t i o n t o I n i t i a t i v e B

- e q u i t y

O n e - d a y

A p p A D i s t r i b u t i o n t o I n i t i a t i v e B

- e q u i t y

D a y 0 w i t h I n i t i a t i v e B

L o c a l D B - e q u i t y

B r o k e r U I / F u n c t i o n a l i t y R e f a c t o r

E x c h a n g e U I / F u n c t i o n a l i t y R e f a c t o r

V e n d

o r 1 3 A c c o u n t U I / F u n c t i o n a l i t y R e f a c t o r

E

x c e p t i o n s - p r o c e s s i n g a n d U I r e f a c t o r

V e n d

o r c h e c k l i s t , A t t r i b u t e s a n d A u d i t v i a U I

D i s t r i b u t e f i n a l a t t r i b u t e s t o A p p C

L o a d d

e r i v e d A p p C

a t t r i b u t e s t o e n v i r o n m e n t

A p r i l 2 0 0 8 I n

i t i a t i v e A

P r o d u c t i o n S u p p o r t R e q u e s t s

A p r i l 2 0 0 8 E n a b l i n g

A p r i l 2 0 0 8 E l e v a t i o n

Delivery Plan Feature Burn Up

10/07 04/084Q07

Features

The project has been prioritized. Making good

progress on completing features in release.




Product Portfolio View: By Business Value

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

V e n d o r 1 E q u i t y

A p p A D a t a B u i l d o u t

A p p A D i s t r i b u t i o n t o I n i t i a t i v e D ( b y …

O v e r n i g h t A p p A

& P r i c i n g D i s t r i b u t i o n …

A c t i o n s I n i t i a t i v e C

f o r d o w n s t a i r s o f f i c e

4 Q 2 0 0 7 D e c o u p l i n g

V e n d o r 1 F i x e

d I n c o m e A p p A D a t a …

V e n d o r 1 S o u r c i n g / A c q u i s i t i o n - r e s p o n s e

D a y 0 A n a l y s i s / I n t e g r a t i o n w i t h …

2 0 0 7 A u g u s t

I n i t i a t i v e A P r o d u c t i o n …

V e n d o r 1 E q u i t y

A p p A D a t a B u i l d o u t - …

T r a d e A d m i n i s t r a t i o n L i s t

V e n d o r 1 S o u r c i n

g / A c q u i s i t i o n - r e q u e s t

A p p A D i s t r i b u t i o

n t o I n i t i a t i v e D ( O n e - …

A p p A t o V e n d o r 1 0

V e n d o r 2 E q u i t y A p p A D a t a B u i l d o u t



A p p A F i n a l A

n a l y s i s a n d D e f i n i t i o n

A p p A D a t a B

u i l d o u t ( F X ,

F u t u r e s , …

V e n d o r 2 O v e r n i g h t …

V e n d o r 2 O v e r n i g h t …

C o r p o r a t e A c t i o n s - W i l l o w

O n e - d a y A p p A D i s

t r i b u t i o n t o I n i t i a t i v e B



C

o r p o r a t e A c t i o n s - F i r

E x c e p t i o n s

2 0 0 8 D e c o u p l i n g

A p p C

F

i x e d I n c o m e A n a l y s i s

V e n d o r 2 O n e - d a y …

V e n d o r 2 O n e - d a y …

S e c

u r i t y D e p o s i t o r y D a t a

A p p A f i n a l - c h e c k i m p l e m e n t a t i o n

M a n a g e A d d / R e p a i r o f A d v i s o r A p p A …

A d r e s s V e n d o r 4 L i s t

M e t r i c s / M o n i t o r i n g

C o n s u m e r P r o f i l e - V i e w

C o n s u m e r c h e c k l i s t - I n i t i a t i v e E & a u d i t

V e n d o r c h e c k l i s t

A u d i t C a t c h - U p f o r A u g u s t

A p p B

S y s t e m F u n c t i o n a l i t y

C o n s u m e r c h e c k l i s t - V i e w , …

I m p l e m e n

t C o n s u m e r C h a n g e s

I m p l e m e n t V

e n d o r 8 c a l e n d a r d a t a

2 0 0 8 A u g


2 0 0 8 D e c


A u d i t C a p t u r e , S

t o r a g e a n d R e p o r t i n g

M e t a d a t a c a t a l o g u e

M a r c h I n i t i a t i v e A P r o d u c t i o n S u p p o r t …

O c t o b e r


A u t o m

a t e d S w i f t D o w n l o a d

C o n s u m e r P r o f i l e - I n i t i a t i v e E & a u d i t

A p p B

A p p l i c a t i o n S e c u r i t y

V e n d o r P r o f i l e

C o u n t r y ,

C u r r e

n c y ,

C a l e n d a r s o n U I

C h e r r y

B i r c h

2

0 0 7 A u g u s t E l e v a t i o n

2

0 0 7 A u g u s t E n a b l i n g

2 0 0 7 M a y E l e v a t i o n

2 0 0 7 M a y E n a b l i n g

2 0 0 7 O c t o b e r E n a b l i n g

2 0

0 7 O c t o b e r E l e v a t i o n

N o v / D e c E l e v a t i o n

2 0 0 8 A p r i l E n a b l i n g

2 0 0 8 A p r i l E l e v a t i o n

2

0 0 8 A u g u s t E n a b l i n g

2

0 0 8 A u g u s t E l e v a t i o n

2 0 0 8 D e c E n a b l i n g

2 0 0 8 D e c E l e v a t i o n

%

C o m p l e t e

Feature Burn Up by Business Value

Features

Same project, within program, sorted by business value

Q: Why is so much work being spent on lower priority features?



44 20 May 2009

Organizational

Impacts



/ “ d ”




Organization Concerns / “Boundaries”

Team Technical & Line Mgrs Business Owners

How do we achievethat value?

What – is the best way todeliver that value ?

Why – is this of value?

•Speed of

•analysis

•build

• validation

•deployment

•Continual

standards

improvement

•Technology

•Process for Discovery and

Development

•Core Engineering Practices

•System integrity

•Boundaries to empower

teams

•Resolution of Impediments to

speed and flow

•

Skills excellence and optimizedteam performance

•Portfolio of Projects

•Budgets

•Priority & Sequence

•Continual discovery of

highest business value

Iterative Iterative Incremental



47 20 May 2009

Discovery & a

new approach

Low Cost

Speed

Quality

Whi h I M I ?




Which Is More Important?

Discovery of what’s valuable? – To the Customer & To the Business

Building (and achieving it)?

You can not build the right thing if you haven’t

discovered it first! Not everything is known or understood upfront by

Business / Customer (from a systems view)

Business should be able to: – Specify what’s most important at any given point in time

– Learn from what is already implemented

– Learn from their changing environment

– Update and reprioritize their requirements



49 20 May 2009

Business Driven

Software

Development

B i D i S ft D l t




Business Driven Software Development

Business Driven Software Development is where the

Business:

Owns Scope and Incremental Releases

Continually discovers and prioritizes increments byhighest business value

Continually manages and validates what the

development teams are producing

Ch ll & N A h




Challenges & New Approach

Current Approach – Project

based

Fixed Scope, Budget, Schedule

Define all requirements without

priority

Scope evolves, but budget and

schedule remain fixed

Big Bang Deployment

New Approach – Business

Value based

Discover highest business value,

allocate budget here

Prioritize based on Business

Value, Sequence based on ROI

Re-prioritize based on updated

discovery, budget follows

Team only builds & deploys

priority increments

K B i R l




Key Business Roles

Role Responsibilities

Sponsor Ultimately accountable forproject/program success; Sets the vision,

direction and priorities; Dedicates

resources and assigns Product Owner

Product Owner Defines, Tests, and accepts product; sets

priorities based on business value;accountable for the realization of vision

and business benefits

Business Technology Lead

/ SMEs

Facilitates continuous planning to front-run

teams; provides knowledge of business

processes, products and services; definesrequirements / scenarios; executes

acceptance tests; manages

implementation, business acceptance,

elevation and transition.




Critical Success Factors to Agile

Process

•Continuous planning, discovery anddevelopment

•Prioritization of technology spendingto highest business value

•Boundaries to empower teams

•Resolution of impediments to speedand flow

People

•The right business leads

•Allocation of business SMEs tosupport projects

•Skills excellence and optimized teamperformance

•Clear business vision, continuous planning and oversight•Dedicated and empowered business leader

•Project scope can be partitioned into independent pieces that can be delivered separately

Gl




Glossary

Minimum Marketable Feature – Increment of realizablebusiness value; decomposed from projects, comprised

of business capabilities.

Business Capability – business functionality ‘supporting’

the business and/or provides value to our customers

Business Feature – an increment of business value that

is comprised of slices of business capabilities.



55 20 May 2009

Continual

Business

Planning






4 Stages (containers)1) Business Portfolio

2) Business Product Portfolio (MMFs)

3) Release Product Backlog4) Sprint Backlog(s)

Business Portfolio Container 1




Business Portfolio – Container 1

Business ProductPortfolio - MMF’s

Inputs: Prioritized Projects, budgets

Outputs: Releasegoals, MMFs

Minimum Marketable Features Container 2




Minimum Marketable Features – Container 2

Business ProductPortfolio - MMF’s

Inputs: Prioritized Projects, budgets

Outputs: Release

goals, MMFs

Decompose MMFs into Business Features




Decompose MMFs into Business Features

Release Product Backlog Container 3




Release Product Backlog – Container 3

Release Product Backlog

Inputs: Release Goals, Prioritized MMFs

Outputs: Scope of Effort, Refined

Prioritized Business Features (Scenarios/

personas), Release Plan, User Stories for

team(s)

Release View cont’d




Release View cont d.

Sprint Backlog(s) – Container 4




Sprint Backlog(s) – Container 4

Container 4 – Sprint Backlog(s)

Inputs: Priority sequenced User stories,

next priority business features

Outputs: Validated completed user stories

and next sprints’ prioritized user stories

Business Increment Precision




Business Increment Precision

Business Planning




Business Planning

Submit to Team Design Define

•

Minimal MarketableFeature (MMFs) prioritized

by Business Value

• Prioritized Business

Features

• Scenarios / Personas

• Validation approach &Acceptance Criteria

•

Business Capabilities• Workflows

• Process models / maps

• Scenarios

•

Define Goals• Business Value criteria

• Success Metrics

• Message Map

• Segments / audience

• OBT & Budget

WhyWhatHow

Product Owner & Customer Team Business Team Business Sponsor / Manager

Teams Pull from Business Needs




Teams Pull from Business Needs

Build & Deploy Define Discover

• Build product

•

Use Agile methods for highquality and responsiveness

• Marry features with system

evolution on how to buildthem

• Perform detailed design

• Begin Functional

acceptance criteria/tests

• Discovery of what is next in

Product Backlog (based onbusiness value)

• How to iteratively achieve

this value

• Features defined with

acceptance criteria

WhyWhatHow

Customer / User Feedback

Team Business Owner & Tech owner Product Owner

Sprint 4: Feature Burn Up by Release




Sprint 4: Feature Burn Up by Release

This graph shows

– Num features

actively in work

– Swarming well on

incremental

delivery?

Q: In Sprint 4, likely

to succeed in

release?

– Why so many

activities for future

releases?

Business view: Feature completion

Sprint 5: Refocused Based on Priorities




Sprint 5: Refocused Based on Priorities

In Sprint 5,

Product Owner

refocuses team

based on business

value priorities

– Increaseslikelihood of

success in earlier

releases

– Less work on

features for futurereleases

high Business Priority l low

Business view: Feature completion by priorities



68 20 May 2009

Improving an

Organization

There is no One Best Way

(bummer)

The Lean Enterprise




The Lean Enterprise

Business

Prioritize for Profit

Product Portfolio

Release Planning

DevelopmentPractices

TDD/QA

Design Patterns

Refactoring

Management

Value Stream

Visual Controls

Impediment Mgt

Lean Enterprise

_1dd

Focus on Shortening Time to Market




Customers

and/or

Support

Shared

Components

Development

Organization

Product

Related

New Products and/or

Enhancements

Focus on Shortening Time to Market

Customers

Product ManagersBusiness Leaders

Trainers & Educators

Regional Coordinators

Product Owner(s)

Scope of Current Methods




A g i l e

S c r u m

&

X P

Shared

Components

Development

Organization

Product

Related

New Products and/or

Enhancements

Scope of Current Methods

Customers




Product Owner(s)

Customers

and/or

Support

Extending Agile




Extending Agile

Agile doesn’t explicitly deal with management

It somewhat ignores process except to say not to let itget in the way

Agile has had a paradigm of:

–

Teams – Small pieces coming together

– A result of it’s XP and Scrum heritage

Lean extends Agile with:

– A non-command and control management model – A view of the whole

– Business driven

Lean-Agile Works




Lean Agile Works

Lean provides the Enterprise and Business Perspective

Gives mantra of eliminating waste to reduce delays

Results in faster time to market, higher quality, lowercosts

Provides guidance for product portfolio management – Key business capabilities

– Developed faster

Agile enables teams to work in their best way

– Not ad hoc – Process is the best they know, but they will continue to

improve it

The Flow of Software Development




Customers

and/or

Support

Shared

Components

Development

Organization

Product

Related

New Products and/or

Enhancements


Customers




Product Owner(s)





Customers

and/or

Support

Shared

Components

Development

Organization

Product

Related

New Products and/or

Enhancements

The Flow of Software evelopment

Customers




Product Owner(s)

Step 1- Kanban/

Agile Teams: Start

with selected

teams.





Customers

and/or

Support

Shared

Components

Development

Organization

Product

Related

New Products and/or

Enhancements

p

Customers




Product Owner(s)

Step 2 - Flow:

Improve the

ways product

enhancements

are given to theteams





Customers

and/or

Support

Shared

Components

Development

Organization

Product

Related

New Products and/or

Enhancements

p

Customers




Product Owner(s)

Step 3 – Increase

ROI: Create an

agile product

portfolio

management

group





Customers

and/or

Support

Shared

Components

Development

Organization

Product

Related

New Products and/or

Enhancements

p

Customers




Product Owner(s)

In parallel: Be

improving both

the technical skills

of the developers

with design

patterns and TDDand improve the

structure of the

teams in order to

reduce integration

costs.

Summary




y

Take an Enterprise view

– Look at entire flow

– Use Lean-Thinking

– Not team thinking expanded

Removing waste will speed time to market whileimproving quality and lowering cost



80 20 May 2009

Question and

Answer



[email protected]



Thank You!

… and following is more to help youplan your next steps

Resources




Resources: www.netobjectives.com/resources – Webinars/Training Videos (PowerPoint with audio)

– Articles and whitepapers – Pre/post course support Supporting materials

– Quizzes

– Recommended reading paths

Blogs and podcasts: blogs.netobjectives.com

Annotated Bibliography After-Course Support (students only)

Additional Training

Two User Groups – http://tech.groups.yahoo.com/group/leanagile

– http://tech.groups.yahoo.com/group/leanprogramming

Join our e-mail list to receive regular updates and information

about our resources and training of interest to you

Tailored Bibliography




Scott Bain, Emergent Design: The Evolutionary Nature

of Professional Software Development

Ken Pugh, Prefactoring

Don Reinertsen, The Principles of Product Development

Flow: Second Generation Lean Product Development Don Reinertsen, Managing the Design Factory

Shalloway, Beaver, Trott: Lean-Agile Software

Development: Achieving Enterprise Agility

Corey Ladas, Scrumban and Other Essays on KanbanSystems for Lean Software Development

A Short List of Books - Lean Related




Womack and Jones: Lean-Thinking

Mary & Tom Poppendieck

– Lean Software Development – Implementing Lean Software Development: From Concept to Cash

Jeff Liker: The Toyota Way

Michael Kennedy: Product Development in the Lean Enterprise

Taiichi Ohno: Toyota Production System

Ronald Mascitelli: Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management

Kennedy, Harmon, Minnock: Ready, Set, Dominate: Implement Toyota's Set-based

Learning for Developing Products and Nobody Can Catch You

_s

See http://www.netobjectives.com/resources/bibliography for a full bibliography

Lean Management and Other Relevant Books

http://www.netobjectives.com/resources/bibliography

http://www.amazon.com/Ready-Set-Dominate-Implement-Developing/dp/1892538407/ref=pd_bbs_sr_1?ie=UTF8&s=books&qid=1231122832&sr=8-1


http://www.amazon.com/exec/obidos/ASIN/0915299143/ref=ase_thenorthwestlean

http://www.amazon.com/gp/reader/0743249275/ref=sib_dp_pt/104-6903280-0769505



http://www.amazon.com/gp/product/images/0321437381/ref=dp_image_0/103-9805499-1641469?_encoding=UTF8&n=283155&s=books




Peter Scholtes: The Leader’s Handbook: Making Things

Happen, Getting Things Done

David Mann: Creating A Lean Culture: Tools to Sustain

Lean Conversions

William Bridges: Managing Transitions

Weick and Sutcliffe: Managing the Unexpected:

Assuring High Performance in an Age of Complexity


A Short List of Books - Technical


http://search.barnesandnoble.com/booksearch/imageviewer.asp?ean=9780070580282&z=y

http://search.barnesandnoble.com/booksearch/isbnInquiry.asp?z=y&EAN=9780787956271&itm=1



http://www.amazon.com/Creating-Lean-Culture-Sustain-Conversions/dp/1563273225/ref=pd_bbs_sr_1?ie=UTF8&s=books&qid=1231122588&sr=8-1




Mugridge & Cunningham: Fit for Developing Software

Michael Feathers: Working Effectively with Legacy Code

Shalloway & Trott: Design Patterns Explained, A New Perspective on Object-

Oriented Design

Bob Martin: Agile Software Development: Principles, Patterns and Practices

Freeman, Freeman, Bates, Sierra: Head First Design Patterns

Martin Fowler, Refactoring: Improving the Design of Existing Code

Ken Pugh, Prefactoring

Scott Bain, Emergent Design: The Evolutionary Nature of Professional

Software Development

_s


New Online Course


http://www.amazon.com/Emergent-Design-Evolutionary-Professional-Development/dp/0321509366/ref=pd_bbs_sr_1?ie=UTF8&s=books&qid=1204693058&sr=1-1

http://www.amazon.com/Prefactoring-Ken-Pugh/dp/0596008740/ref=pd_bbs_sr_2?ie=UTF8&s=books&qid=1204692987&sr=8-2











Everywhere (Internet)

– Lean Software Development – TBD starting this summer

For more information, see www.netobjectives.com/courses

Net Objectives Services




Training in Sustainable Product Development

Net Objectives offers the most comprehensive

Lean-Agile training in the world. Our offerings

include Lean, Agile Analysis, Scrum, Design Patterns,

Test-Driven Development, and Lean-Agile Testing.

Our approach is a blend of principles and practices

to provide a complete team and/or enterprise wide

training solution.

Certification Programs by Net Objectives

Net Objectives offers certification programs that

provides a road-map of knowledge as well as

resources to get there.

• Scrum Certification

• Scrum Master Certification

• Product Owner Certification

Net Objectives is not affiliated with the Scrum Alliance

Assessment Services

An effective way to embark on an enterprise level

transition to Lean-Agile methods is to start with an

assessment of where you are, where you want to go

and options on how to get there that are right for

you and your budget.

Lean-Agile Coaching

While training provides foundational knowledge

and is a great jump start, coaching is another

effective way to increase the abilities of teams.

Our coaches work with your teams to provideguidance in both the direction your teams need to

go and in how to get there.

Coaching provides the knowledge transfer while

working on your own problem domain.

Best Practices Curriculum




Tester

Technical

Senior Management

IT Management

Business Management

Analyst

Process

Exec

Mgmt

IT Mgmt

Business

Mgmt

Analyst

Process

Lean Agile

Overview for

Leaders

Implementing

Scrum for

Your Team

OR

ImplementingAgile

Development

With VSTS for

Agile Teams

Agility for

Managers(if not taking

Implementing

Scrum for Your

Team course)

Lean Software

Development

For

Management

Scrum Master

Practitioner

Scrum Master

CertificationBy Net

ObjectivesLean Software

Development

Design Patterns

for Agile

Developers

Sustainable

Test-Driven

Development E m e r g e n t D e s i g n

Advanced

Software

Design

TDD Database Boot Camp

Business

Product

Owner

Advanced

Agile

Lean-Agile

Testing

Practices(if not taking

Implementing

Scrum for Your

Team course)

Effective

Object-

Oriented

Analysis and

Design(if needed)

Lean-Agile

Enterprise

Release

Planning

Tester

Acceptance

Test-Driven

Development

Developer

Technical Training: C++, C#, Java

Agile Planning

and

Estimating

with User

Stories

OR

Net Objectives Courses



A Top 5 Course

A New Course

Lean Software Development

– Lean Software Development for Management

– Lean Software Development

– Lean-Agile Software Development

Agile/Scrum

– Implementing Scrum for Your Team

– Implementing Scrum for Multiple Teams

– Scrum Master Certification by Net Objectives

– Lean-Agile Enterprise Release Planning

– Agile Planning and Estimating with User Stories

– Agile Life-Cycle Management with VersionOne – Product Owner Certification by Net Objectives

– Implementing Agile Development with Microsoft™Visual Studio Team System™

Agile Software Development

– Design Patterns Explained

– Emergent Design: Effective Agile SoftwareDevelopment

– Design Patterns for Agile Developers

– Sustainable Test-Driven Development

– Acceptance Test-Driven Development

– TDD Database Boot Camp

– Advanced Software Design

– Lean-Agile Testing Practices

–Test-Driven ASP.NET

– Effective Object-Oriented Analysis and Design

Documents

Creating a Model to Understand Product (and Software) Development