Description
Book SynopsisThere are many books that seek to explain Lean and Agile software that offer theory, techniques, and examples. Michael Levine's first book, A Tale of Two Systems, is one of the best, synthesizing Lean manufacturing and product development with agile software concepts in an engaging business novel. However, there has been precious little practical guidance for those seeking to change existing organizations to become Lean and Agile, until now. Mr. Levine has followed the successful approach of A Tale of Two Systems, telling two simultaneous intertwined and contrasting stories, to bring organizational transformation to life.
Mary O'Connell and James Wes Wesleyan, recently engaged to be married, share a commitment to Lean and Agile Software. They have recently become leaders in two very different companies one, stuck in a slow-moving, unresponsive, process-driven quagmire of a software culture; the other, struggling through the chaos of a sales-driven, process
Trade Review
The story-telling approach, with a summary of the lessons and insights at the end of each chapter, is an engaging way to learn…. My hat is off to Mr. Levine for writing a book that both entertains and teaches. Not an easy task, but masterfully done in this case. —John G. Schmidt, Vice President for Enterprise Initiatives, Informatica & author of Lean Integration
Finally! A book about Lean and Agile software development for the executives who want to make the transition - from someone who has been there … deals with a broad array of leadership problems, from discovering chief engineers, to dealing with demanding sales managers to pulling back from outsourcing. — Mary Poppendieck, Author of Lean Software Development, Implementing Lean Software Development, and Leading Lean Software Development
Table of ContentsSetting the Stage for Change: February. Wes’s Challenge at MCCA: February. Mary’s Challenge at FinServia: February. Setting Initial Approaches for Both Companies: February. Understanding the Landscape: March. Getting to Know the MCCA Team and Culture: March. Reorienting FinServia’s Relationship with GRI: March. Solving the Chief Engineer Puzzle at MCCA: March. Beginning the Transformations: April–May. Six Weeks to Change the FinServia Organization: April. Six Weeks to Start the MCCA Transformation: May. Transformations Take Hold: May–September. Making Delivery Commitments at FinServiea: May. MCCA Engages with Its Sales Force and Customers at DocWorld: Late July. Sprint 1 Demo at FinServia—Dealing with Disappointment: July. Jack’s Gambit at MCCA. Looking Back and Looking Ahead: December. Sustaining Lean and Agile: December. Summary and Conclusions. Transforming to Become Lean and Agile. Index.
