Software in 30 Days
How Agile Managers Beat the Odds, Delight Their Customers, and Leave Competitors in the Dust
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Software in 30 Days
How Agile Managers Beat the Odds, Delight Their Customers, and Leave Competitors in the Dust
- Broschiertes Buch
A radical approach to getting IT projects done faster and cheaper than anyone thinks possible
Software in 30 Days summarizes the Agile and Scrum software development method, which allows creation of game-changing software, in just 30 days. Projects that use it are three times more successful than those that don't. Software in 30 Days is for the business manager, the entrepreneur, the product development manager, or IT manager who wants to develop software better and faster than they now believe possible. Learn how this unorthodox process works, how to get started, and how to succeed.…mehr
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Software in 30 Days summarizes the Agile and Scrum software development method, which allows creation of game-changing software, in just 30 days. Projects that use it are three times more successful than those that don't. Software in 30 Days is for the business manager, the entrepreneur, the product development manager, or IT manager who wants to develop software better and faster than they now believe possible. Learn how this unorthodox process works, how to get started, and how to succeed. Control risk, manage projects, and have your people succeed with simple but profound shifts in the thinking.
The authors explain powerful concepts such as the art of the possible, bottom-up intelligence, and why it's good to fail early--all with no risk greater than thirty days.
The productivity gain vs traditional "waterfall" methods has been over 100% on many projects
Author Ken Schwaber is a co-founder of the Agile software movement, and co-creator, with Jeff Sutherland, of the "Scrum" technique for building software in 30 days
Coauthor Jeff Sutherland was cosigner of the Agile Manifesto, which marked the start of the Agile movement
Software in 30 Days is a must-read for all managers and business owners who use software in their organizations or in their products and want to stop the cycle of slow, expensive software development. Programmers will want to buy copies for their managers and their customers so they will know how to collaborate to get the best work possible.
- Produktdetails
- Verlag: Wiley & Sons
- Artikelnr. des Verlages: 1W118206660
- 1. Auflage
- Seitenzahl: 216
- Erscheinungstermin: 27. April 2012
- Englisch
- Abmessung: 233mm x 187mm x 20mm
- Gewicht: 314g
- ISBN-13: 9781118206669
- ISBN-10: 1118206665
- Artikelnr.: 34450484
- Verlag: Wiley & Sons
- Artikelnr. des Verlages: 1W118206660
- 1. Auflage
- Seitenzahl: 216
- Erscheinungstermin: 27. April 2012
- Englisch
- Abmessung: 233mm x 187mm x 20mm
- Gewicht: 314g
- ISBN-13: 9781118206669
- ISBN-10: 1118206665
- Artikelnr.: 34450484
Every Business in the World Can Produce Software in 30 Days 1 You are
probably frustrated with your software organization. You would like it to
be quicker, more flexible, understand your needs better, and help you
become more profitable. We look at why you are frustrated and how to fix
the problem. 1 The Crisis in Software: The Wrong Process Produces the Wrong
Results 3 Many software organizations follow a development process that
guarantees waste, uncontrolled risk, unpredictability, surprises, and low
value. We will investigate why this process was chosen, how it guarantees
failure, and look and some organizations that have recovered from it. 2
Scrum: The Right Process Produces the Right Results 17 There is a process
that is appropriate for software development. When you get your developers
to use it, you will immediately gain productivity, quality, value, control,
predictability, and satisfaction. We look at how this happens in this
chapter. 3 Try It Yourself: The Pilot 33 You have read our assertion that
there is a better way for you to get software developed for you. However, a
lot of people have made assertions and taken a lot of your money in the
past, with little or no improvement. In this chapter we show you how to
prove that our approach works for no money. 4 What Can I Do? 49 You learned
how to do better and you've tried it yourself. You like the results and you
know what to tell the software organization to do. In this chapter, we look
at what you can do to help what you experience in the pilot project
succeed. Section II How to Produce Software in 30 Days 55 Having better
software developed for your needs is not so much hard as it is different
from what you are used to. In this section, we look at a progressively
beneficial set of approaches to get you from where you are now to
organizational agility. 5 Getting Started with Scrum 57 Our secret sauce
for improving your benefits from software is called "Scrum." Yes, this is
the rugby event that keeps the ball moving down the field. We'll discuss
Scrum, how it works, and why it works in this chapter. 6 Scrum at the
Project Level 63 Most persistent improvement in software development starts
at the project level. You can use Scrum to further prove its utility, or on
critically important initiative that must succeed. We'll explore what you
can tell your developers to do after reading this chapter. 7 Develop a
Scrum Capability 75 Success often breeds success. As more software
initiatives using Scrum succeed, more people will want to get on the wagon.
Rather than changing the entire organization, let's look at how we can set
up a software development universe separate from the disappointing,
existing department. You can increasingly reap benefits here on an
increasing number of projects and releases. 8 Scrum at the Enterprise Level
101 Scrum at a project or release level provides initiative level agility,
the ability to rapidly respond to opportunities or rise to challenges. To
gain the most significant benefits, Scrum's empirical approach to software
development must be fit into the organization as a whole. We'll look at how
to do this, and why some approaches are short-lived and others persist. 9
Enterprise Transformation: Profound and Persistent Change 107 You want to
make your organization leaner, more efficient, and agile on your watch.
Even more, you want these benefits and their underlying causes to persist
and become the organizational culture. We'll look at an enterprise change
approach for achieving this in this chapter. 10 Scrumming Scrum 119 We
devised Scrum for complex problem solving, like software development. We
found Scrum a useful technique for managing organizational change, also a
complex problem. The same benefits of transparency, waste removal, risk
control, and predictability occurred. We'll look at this use of Scrum in
this chapter. Appendix 1: Terminology 127 We slowly and progressively
introduced some new terminology. This appendix is your reference for those
terms. Appendix 2: The Scrum Guide 133 Read the canonical guide to Scrum,
its roles, artifacts, and events. This is the bible of Scrum. Appendix 3: A
Playbook for Achieving Enterprise Agility 153 This appendix presents a more
detailed plan for enterprise change, as discussed in Chapter 10. Index 185
Every Business in the World Can Produce Software in 30 Days 1 You are
probably frustrated with your software organization. You would like it to
be quicker, more flexible, understand your needs better, and help you
become more profitable. We look at why you are frustrated and how to fix
the problem. 1 The Crisis in Software: The Wrong Process Produces the Wrong
Results 3 Many software organizations follow a development process that
guarantees waste, uncontrolled risk, unpredictability, surprises, and low
value. We will investigate why this process was chosen, how it guarantees
failure, and look and some organizations that have recovered from it. 2
Scrum: The Right Process Produces the Right Results 17 There is a process
that is appropriate for software development. When you get your developers
to use it, you will immediately gain productivity, quality, value, control,
predictability, and satisfaction. We look at how this happens in this
chapter. 3 Try It Yourself: The Pilot 33 You have read our assertion that
there is a better way for you to get software developed for you. However, a
lot of people have made assertions and taken a lot of your money in the
past, with little or no improvement. In this chapter we show you how to
prove that our approach works for no money. 4 What Can I Do? 49 You learned
how to do better and you've tried it yourself. You like the results and you
know what to tell the software organization to do. In this chapter, we look
at what you can do to help what you experience in the pilot project
succeed. Section II How to Produce Software in 30 Days 55 Having better
software developed for your needs is not so much hard as it is different
from what you are used to. In this section, we look at a progressively
beneficial set of approaches to get you from where you are now to
organizational agility. 5 Getting Started with Scrum 57 Our secret sauce
for improving your benefits from software is called "Scrum." Yes, this is
the rugby event that keeps the ball moving down the field. We'll discuss
Scrum, how it works, and why it works in this chapter. 6 Scrum at the
Project Level 63 Most persistent improvement in software development starts
at the project level. You can use Scrum to further prove its utility, or on
critically important initiative that must succeed. We'll explore what you
can tell your developers to do after reading this chapter. 7 Develop a
Scrum Capability 75 Success often breeds success. As more software
initiatives using Scrum succeed, more people will want to get on the wagon.
Rather than changing the entire organization, let's look at how we can set
up a software development universe separate from the disappointing,
existing department. You can increasingly reap benefits here on an
increasing number of projects and releases. 8 Scrum at the Enterprise Level
101 Scrum at a project or release level provides initiative level agility,
the ability to rapidly respond to opportunities or rise to challenges. To
gain the most significant benefits, Scrum's empirical approach to software
development must be fit into the organization as a whole. We'll look at how
to do this, and why some approaches are short-lived and others persist. 9
Enterprise Transformation: Profound and Persistent Change 107 You want to
make your organization leaner, more efficient, and agile on your watch.
Even more, you want these benefits and their underlying causes to persist
and become the organizational culture. We'll look at an enterprise change
approach for achieving this in this chapter. 10 Scrumming Scrum 119 We
devised Scrum for complex problem solving, like software development. We
found Scrum a useful technique for managing organizational change, also a
complex problem. The same benefits of transparency, waste removal, risk
control, and predictability occurred. We'll look at this use of Scrum in
this chapter. Appendix 1: Terminology 127 We slowly and progressively
introduced some new terminology. This appendix is your reference for those
terms. Appendix 2: The Scrum Guide 133 Read the canonical guide to Scrum,
its roles, artifacts, and events. This is the bible of Scrum. Appendix 3: A
Playbook for Achieving Enterprise Agility 153 This appendix presents a more
detailed plan for enterprise change, as discussed in Chapter 10. Index 185