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A Tale of Two Transformations : Bringing Lean and Agile Software Development to Life

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Title: A Tale of Two Transformations : Bringing Lean and Agile Software Development to Life
Author: Michael K. Levine
ISBN: 1439879753 / 9781439879757
Format: Hard Cover
Pages: 323
Publisher: Productivity Press
Year: 2011
Availability: 2 to 3 weeks
     
 
  • Description
  • Contents

There 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-less swirl. Together with their wise mentor, Neville Roberts, they identify two approaches to making needed changes: Drive People (a top-down approach focused on processes and tools), and People Driven (an enablement approach focused on people and organizations). Mary and Wes evaluate their situations and choose approaches that best fit for them, and the transformations commence.

A Tale of Two Transformations differs from many information technology books by grappling with all the complexities of our organizations: the people, the politics, the financials, the processes – in short, the culture from which our Lean and Agile journeys must begin. The change model presented in the flow of the stories is generally applicable, and can help anyone thinking about how to improve their organization.

Part I : Setting The Stage for Change : February
Chapter 1 : Wes’s Challenge at MCCA: February
Chapter 2 : Mary’s Challenge at FinServia: February
Chapter 3 : Setting Initial Approaches for Both Companies: February

Part II : Understanding The Landscape : March
Chapter 4 : Getting to Know the MCCA Team and Culture: March
Chapter 5 : Reorienting FinServia’s Relationship with GRI: March
Chapter 6 : Solving the Chief Engineer Puzzle at MCCA: March

Part III : Beginning The Transformations : April - May
Chapter 7 : Six Weeks to Change the FinServia Organization: April
Chapter 8 : Six Weeks to Start the MCCA Transformation: May

Part IV : Transformations Take Hold : May - September
Chapter 9 : Making Delivery Commitments at FinServiea: May
Chapter 10 : MCCA Engages with Its Sales Force and Customers at DocWorld: Late July
Chapter 11 : Sprint 1 Demo at FinServia—Dealing with Disappointment: July
Chapter 12 : Jack’s Gambit at MCCA

Part V : Looking Back and Looking Ahead : December
Chapter 13 : Sustaining Lean and Agile: December
Chapter 14 : Transforming to Become Lean and Agile

Endnotes
Index

 
 
 
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