The Journey to Enterprise Agility (eBook)
XIX, 286 Seiten
Springer International Publishing (Verlag)
978-3-319-54087-0 (ISBN)
This is the first book to seriously address the disconnection between nimble Agile teams and other groups in the enterprise, including enterprise architecture, the program management office (PMO), human resources, and even business executives.
When an enterprise experiments with practice improvements, software development teams often jump on board with excitement, while other groups are left to wonder how they will fit in.
We address how these groups can adapt to Agile teams. More importantly, we show how many Agile teams cause their own problems, damaging scalability and sustainability, by requiring special treatment, and by failing to bridge the gaps between themselves and other groups. We call this phenomenon 'Agile illth.'
Adopting a set of 'best practices' is not enough. All of us, Agile teams and the corporate groups, must change our intentions and worldviews to be more compatible with the success of the enterprise.
Join us on the journey to enterprise agility. It is a crooked path, fraught with danger, confusion and complexity. It is the only way to reach the pinnacles we hope to experience in the form of better business value delivered faster for less cost.
Daryl Kulak is an executive consultant with Pillar Technology in Columbus, Ohio. He has played almost every role on the software development team, from programmer to business analyst to architect to methodologist to tester to manager. Daryl has helped dozens of organizations in making the transition to Agile, and worked on his first iterative and incremental project in 1998 (before the Agile term was coined).
Dr. Hong Li is a senior consultant working in Columbus, Ohio. He was born in China and was one of the lucky ones to survive the Cultural Revolution. He attended Purdue University and University of Pittsburgh, attaining a PhD in Engineering and an MBA. Hong helps organizations with custom software development and data analytical solutions, using an Agile development lifecycle. Hong has done extensive research in the systems thinking field, particularly focusing on Robert Rosen's work with the M-R model and anticipatory systems.
Daryl Kulak is an executive consultant with Pillar Technology in Columbus, Ohio. He has played almost every role on the software development team, from programmer to business analyst to architect to methodologist to tester to manager. Daryl has helped dozens of organizations in making the transition to Agile, and worked on his first iterative and incremental project in 1998 (before the Agile term was coined).Dr. Hong Li is a senior consultant working in Columbus, Ohio. He was born in China and was one of the lucky ones to survive the Cultural Revolution. He attended Purdue University and University of Pittsburgh, attaining a PhD in Engineering and an MBA. Hong helps organizations with custom software development and data analytical solutions, using an Agile development lifecycle. Hong has done extensive research in the systems thinking field, particularly focusing on Robert Rosen's work with the M-R model and anticipatory systems.
Preface 6
Acknowledgments 8
Endorsements 10
Contents 12
1: Today´s Problems with Enterprise Business Software 19
Test Drive Your Knowledge 19
1.1 The New, New Thing 20
1.2 Cheap Green Shirts 21
1.3 Help! We´re Terrible! 22
1.4 Aristotle, Descartes and Disconnection to Business Value 23
1.5 The Mechanical Business World 26
1.5.1 The Question of Business Value 27
1.6 Scalability and Sustainability 29
1.6.1 The Story of Sticky LaGrange 29
1.7 Yes, But What About the Illth? 31
1.7.1 Agile Illth 31
1.8 Our Software Industry Problems Can Be Overcome 33
Test Drive Your Knowledge Again 34
Reference 34
2: The Scholars of Systems Thinking 35
Test Drive Your Knowledge 35
2.1 Hard and Soft Systems Thinking 35
2.1.1 Don´t Worry: This Will Not Be a Complete History of Systems Thinking 39
2.2 Systems Thinking Forms the Basis 40
Test Drive Your Knowledge Again 40
3: Worldview and Intentions 41
Test Drive Your Knowledge 41
3.1 Borrowing from the Buddha 41
3.1.1 Right View 42
The Agile Manifesto 45
3.1.2 Right Intention 46
3.1.3 Right Speech 47
3.1.4 Right Action 49
3.2 Right View + Right Intention + Right Speech + Right Action 50
3.2.1 A Worldview That Is Compatible with Success 50
Test Drive Your Knowledge Again 51
Reference 51
4: Seven Principles of Systems Thinking for Software Development 52
Test Drive Your Knowledge 52
4.1 So Many Principles! 52
4.1.1 Systems Thinking Principle 1: Trust=Speed 53
4.1.2 Systems Thinking Principle 2: Avoid Best Practices 54
4.1.3 Systems Thinking Principle 3: Beware the Immense Power of Analogies 56
4.1.4 Systems Thinking Principle 4: Blame the System, Not the Person 57
4.1.5 Systems Thinking Principle 5: Treat People Like People, Not Like Machines 58
4.1.6 Systems Thinking Principle 6: Acknowledge Your Boundaries 59
4.1.7 Systems Thinking Principle 7: Relation-ness Matters More Than Thing-ness 60
4.2 Principles for Your Worldview 61
Test Drive Your Knowledge Again 62
References 62
5: Redefining Professionalism 63
Test Drive Your Knowledge 63
5.1 Understanding What It Means to Be a Professional 63
5.1.1 What Defined the Professionalism of the Past? 64
5.1.2 Mechanical Professionalism 65
5.2 The New Professionalism 68
5.3 The Principles of the New Professionalism 69
5.3.1 New Professionalism Principle 1: Speak Up! 70
5.3.1.1 The Stanford Prison Experiment 70
5.3.1.2 Just ``Go Along´´ 71
5.3.1.3 You Know What? I´ll Just Become a Monk! 72
5.3.1.4 Building Trust 74
5.3.2 New Professionalism Principle 2: Solving Communication Problems with Via Negativa 75
5.3.2.1 Via Negativa! 76
5.3.2.2 A Different Way to Solve Communication Problems 76
5.3.2.3 Addition Often Has More Bad Side-Effects 78
5.3.2.4 Via Negativa for Retrospective Follow-Up Items 79
5.3.3 New Professionalism Principle 3: Be an Advocate for Weak or Absent Voices 79
5.3.3.1 General Motors Calculates Loss of Their Customers´ Lives 79
5.3.3.2 Sony Builds a Back Door for Itselfand Hackers 80
5.3.3.3 Sorry, But Here´s One More Story About Weak Voices 81
5.3.3.4 Weak and Powerful Stakeholders 82
5.3.3.5 Well I, For One, Would Never Do That! 84
5.3.3.6 The New Professional as Advocate 85
5.3.3.7 Representing Those Without a Voice 85
5.3.4 New Professionalism Principle 4: Proudly Display Your Dirty Laundry 86
5.3.5 New Professionalism Principle 5: Connect People to One Another 86
5.3.6 New Professionalism Principle 6: Challenge Your Own Assumptions as Much as You Challenge Others´ 87
5.3.7 New Professionalism Principle 7: Be Accountable to Change 88
5.3.8 New Professionalism Principle 8: Manage Uncertainties Through Adaptive Practices and Stop Faking Risk Management 89
5.3.8.1 Mediocristan and Extremistan 89
Software Development: Which `stan Do We Live In? 90
A Casino Misses Its Losses 91
5.3.8.2 Risk Management for Software Development 92
5.3.8.3 Managing Uncertainties with Adaptive Practices 92
5.3.9 The Worldview of the New Professional 94
Test Drive Your Knowledge Again 94
Try This Next 95
References 95
6: Scaling and Sustaining: Avoiding Mechanical Behavior 96
Test Drive Your Knowledge 96
6.1 The Burning Question on Robert Rosen´s Mind 97
6.2 Allow Me to Work Somewhere Fit for Humans 98
6.3 Are Humans Similar to Software? 98
6.4 But Agile Ain´t Mechanical, Is It? 100
6.5 Conversations with a Terrible Coach 100
6.6 Why? What´s the Purpose? 102
6.6.1 Thin Knowledge Versus Thick Knowledge 102
6.6.2 Why? Tell Me Your Thought Process 103
6.7 What Type of Organization Do You Work In? 104
6.8 Agile Practices and the ``Why´´ Behind Them 105
6.8.1 Be a Skeptical Empiricist 106
6.8.2 Run a Process Experimentation Lab in Every Team Space 107
Test Drive Your Knowledge Again 108
Try This Next 108
References 108
7: Business Value, Estimation and Metrics 109
Test Drive Your Knowledge 109
7.1 Do We Really, Honestly Need a PMO? 109
7.2 How an Idea Becomes a Project 110
7.3 The Problems with Today´s Portfolio Management Processes Are 110
7.3.1 The Annual Portfolio Management Cycle 110
7.3.2 Projects Incur Unnecessary Costs and Risks 111
7.3.3 Early Estimates Are Inaccurate 111
7.4 Ideas for Portfolio Management 112
7.4.1 The Fleeting Concept of Value 112
7.4.2 Value Stories 113
7.4.3 The Cisco Rule 116
7.4.4 Prioritizing Value Stories 117
7.4.5 Slicing Value Stories 117
7.4.6 The Real Day-to-Day Magic of Value Stories 118
7.4.7 ``Get Me a Black Truck!´´ 120
7.4.8 Three Levels of ROI: Thin, Thick and ``Thurmanator´´ 121
7.4.8.1 Thin ROI 121
7.4.8.2 Thick ROI 121
7.4.8.3 Thurmanator ROI 122
7.4.9 Metrics 123
7.4.9.1 Metrics About Progress 124
Burndown Charts 125
Velocity Charts 125
Code Coverage Charts 127
Other Types of Progress Charts 127
7.4.9.2 Metrics About Problems 128
How Symbol Technologies Innovated Past Their Keyboard Problems 130
7.4.10 Estimation 131
7.4.10.1 Estimating Versus Sizing 132
7.4.10.2 And Now, Here Are Storypoints, the Abstracted Buckets You´ve Been Waiting For 132
Mohs Scale of Mineral Hardness 134
Storypoints and Executives Do Not Mix 134
The Relationship Between Storypoints and Hours 134
7.4.10.3 Sprint Commitments 135
7.5 MeanwhileBack in the Team Space 135
7.6 Portfolio Management Does Not Have to Be a Dinosaur 136
Test Drive Your Knowledge Again 136
Try This Next 136
References 136
8: Missing Deadlines Means Missing Market Opportunities 137
Test Drive Your Knowledge 137
8.1 How to Miss a Deadline 137
8.2 Why Requirements Is a Bad Word 138
8.2.1 Shotgun or Rifle Approach? 140
8.2.2 Adding a Sponge to the Iron Triangle 140
8.2.3 Acceptable and Unacceptable Responses to the Business 142
8.2.4 The Steel Query Application 142
8.3 ``How Much Will It Cost?´´ Is the Wrong Question 144
8.3.1 Thinking in Buckets 145
8.3.2 Short Sprints Really Help 147
8.4 Stop Thinking Like an IT Person: Think Like a Businessperson 147
8.5 Things Move So Dang Fast 148
Test Drive Your Knowledge Again 149
Try This Next 149
Reference 149
9: Flipping the Run/Build Ratio: The Business Case for Software Craftsmanship 150
Test Drive Your Knowledge 150
9.1 Just Keeping the Lights On 150
9.2 Software Craftsmanship: How a Movement Among Developers Is Good for Business 152
9.2.1 Software Craftsmanship Practices 154
9.2.1.1 Clean Code 155
9.2.1.2 Pair Programming 155
9.2.1.3 Test-Driven Development (TDD) 156
9.2.1.4 Continuous Integration 157
9.2.1.5 Behavior-Driven Development (BDD) 159
9.2.1.6 Legacy Rescue 160
9.2.1.7 Screaming Architecture 160
9.2.2 Software Craftsmanship with Commercial Packaged Software 160
9.3 DevOps 162
9.4 The Intention of Software Craftsmanship 163
Test Drive Your Knowledge Again 163
Try This Next 163
References 164
10: Better Vendor RFPs and Contracts 165
Test Drive Your Knowledge 165
10.1 Let´s Put It Out to Bid! 165
10.2 The Alan Shepard Principle 166
10.3 A Better Way to Write RFPs 167
10.3.1 RFPs with Value Stories 167
10.3.2 Sprint Zero Contract with Follow-On 169
10.3.3 Connecting Non-Agile Vendors to Your Agile Process 169
10.4 Working with Vendors Is Not Always Easy 173
Test Drive Your Knowledge Again 174
Try This Next 174
11: Servant Leadership 175
Test Drive Your Knowledge 175
11.1 The Basis of Servant Leadership 175
11.1.1 Needs Not Wants 177
11.1.2 Management and Leadership 178
11.1.2.1 Management and Leadership at the Movies 178
11.1.2.2 Battling Hunger in Sub-Saharan Africa 179
11.2 A Leadership Culture 179
11.3 The Nine Leadership Principles 180
11.3.1 Leadership Principle 1: Bring Decision-Making as Close to the Work as Possible 180
11.3.2 Leadership Principle 2: A Leader Is Anxious When the Team Is Calm and Calm When the Team Is Anxious 183
11.3.3 Leadership Principle 3: A Leader Is a Systems Scientist 183
11.3.4 Leadership Principle 4: A Leader Understands the Benefits and Dangers of Measurement 184
11.3.5 Leadership Principle 5: A Leader Negotiates 186
11.3.6 Leadership Principle 6: A Leader Leads Across Team Boundaries Using Scouts and Ambassadors 187
11.3.7 Leadership Principle 7: A Leader Organizes Field Trips 189
11.3.8 Leadership Principle 8: A Leader Is a Student of Corporate Culture 190
11.3.9 Leadership Principle 9: A Leader Respects the Psychological Contract 191
11.4 The Desolate Wasteland of Management Training 192
11.5 Getting Started with Servant Leadership 193
Test Drive Your Knowledge Again 193
Try This Next 194
References 194
12: How Teams Keep Learning and Improving 195
Test Drive Your Learning 195
12.1 Continuous Improvement with W. Edwards Deming 195
12.1.1 The Shewhart Cycle 196
12.1.1.1 Plan 197
12.1.1.2 Do 200
12.1.1.3 Study 201
12.1.1.4 Action 203
12.1.2 The Trouble with Self-Reinforcing Feedback 204
12.2 Where´s the System? 205
12.3 How Long Is a Sprint? 205
12.4 Lightning Talks 207
12.5 Learning, Improving 207
Test Drive Your Knowledge Again 207
Try This Next 208
References 208
13: Getting Coaching That Really Helps 209
Test Drive Your Knowledge 209
13.1 Fighting Poverty in Rural China 209
13.2 How to Transform an Organization? 211
13.2.1 Shu-ha-ri 211
13.2.2 The Alternative to Shu-ha-ri 212
13.2.3 Scrum and Done! 213
13.2.4 Aspects of a Transformation 214
13.3 Coaches Who Just Coach: NO Extensive Training Sessions: NO
13.4 Talker+Doer 217
13.5 Six Questions to Ask Your Agile Coach or Consultant 217
13.6 People Don´t Resist Change 220
Test Drive Your Knowledge Again 220
Try This Next 221
Reference 221
14: Capitalizing Software Investments 222
Test Drive Your Knowledge 222
14.1 Will That Be CAPEX or OPEX? 222
14.1.1 CAPEX and OPEX Activities in Software Development 223
14.2 Why Capitalize? 224
14.2.1 Income Smoothing 224
14.2.2 Ratio Analysis 225
14.2.3 Reduced OPEX 225
14.3 Creating Financial Projections with More Confidence 225
Test Drive Your Knowledge Again 226
Try This Next 226
15: Integrating Enterprise Methodology and Architecture with Fast-Moving Development Teams 227
Test Drive Your Knowledge 227
15.1 The Organizational Legacy 227
15.1.1 Playing Nice: Avoiding Process Illth 228
15.2 How Development Teams Can Play Nice with Corporate Methodology Groups 228
15.2.1 Stage Gates 229
15.2.2 Project Plans 231
15.2.2.1 Defined Minimum or Maximum Hours Per Task 233
15.2.2.2 Certain Deliverables Recommended on All Projects, Agile or Not 233
15.2.2.3 The ``Triple Constraints´´ or ``Iron Triangle´´ 234
15.2.2.4 Baselines 234
15.2.2.5 Estimates-to-Complete (ETCs) 234
15.2.2.6 Overlapping Sprints 235
15.2.3 Corporate Methodology Is Not the Enemy 235
15.3 How the Corporate Methodology Group Can Transform Its Worldview 236
15.4 How Development Teams Can Play Nice with Enterprise Architecture 237
15.4.1 Architects: Come to Our Demos! 237
15.4.2 Volunteer to Be an Early Adopter for New Architectural Capabilities 238
15.5 How the Enterprise Architecture Group Can Transform Its Worldview 238
15.5.1 Architects Who Write Code 238
15.5.2 Setting Standards 239
15.5.2.1 Electric Cars Need a Standardized Battery, Right? or No? 240
15.5.3 Emergent Architecture 242
15.5.4 What´s That Sound? Is Your Architecture Screaming? 242
15.5.5 Test-Driven Architecture 243
15.5.6 Being an Architect Is Not the Desired Career Path for Every Developer 243
15.6 A Word About Bimodal IT 244
15.7 The Corporate Immune System 244
Test Drive Your Knowledge Again 245
Try This Next 245
Reference 245
16: HR Agility 246
Test Drive Your Knowledge 246
16.1 Why Did Churchman Quit the Field He Pioneered? 247
16.2 Changing Your HR Worldview: People Aren´t Your Resources 248
16.2.1 The Neighborhood Nurses 249
16.3 Evaluating People 250
16.3.1 Reduce the Document Focus 250
16.3.2 Performance Appraisals 251
16.4 Rewarding People 253
16.4.1 Goal-Setting and Specific Targets 253
16.4.2 Tangible Rewards 254
16.4.3 Work That Is Challenging, but Not Overwhelming 256
16.4.4 The Fun Committee 258
16.5 Teams Competing Against One Another 258
16.6 Promotion Paths 259
16.6.1 Leadership Promotion Paths 260
16.7 There Is Only One Motivator 260
16.8 Recruiting, Interviewing and Contracting 261
16.8.1 Diversity and Inclusion 261
16.8.2 Don´t Fetishize Technical Skills in Interviews 262
16.8.3 The Use of Contractors and Contracted Services 264
16.9 Changing the Culture 264
16.9.1 Look! I´ll Change the Culture by Replacing the People! 265
16.9.2 Being a Student of Corporate Culture 265
16.10 How Team Roles Change 266
16.10.1 Thinner Management Layers 266
16.10.2 User Interface Designers 267
16.10.3 Generalizing Specialists 268
16.11 Allocating People´s Time 269
16.11.1 Competency Centers 269
16.11.2 Time-Slicing People Is the Biggest Productivity Killer in the Known World 270
16.12 HR Is a Big Part of an Agile Transformation 272
Test Drive Your Knowledge Again 272
Try This Next 272
References 273
17: Buy Versus Build 274
Test Drive Your Knowledge 274
17.1 The Character of Your IT Shop 274
17.2 To Buy or to Build? 275
17.2.1 What Business Are You In? 276
17.2.1.1 But We´re a Bookstore! 276
17.2.1.2 Products ``Wrapped in Information´´ 277
17.2.1.3 Software as a Competitive Advantage 278
17.3 It Might Not Be Buy Versus Build: It Could Be Buy and Build 279
17.4 Where Are You on the Emotional Spectrum of Packaged Software? 280
Test Drive Your Knowledge 281
Try This Next 281
Reference 281
18: A Brief Note About Using Offshore Teams 282
Test Drive Your Knowledge 282
18.1 Mind-Body Separation 282
18.1.1 Slice at the Thinnest Part 283
18.2 High and Low Bandwidth Communication 285
18.2.1 Those Tricky Metaphors 286
18.3 Large Distributed Teams Can Work 287
Test Drive Your Knowledge 287
Try This Next 287
19: Highlighting the Differences Between Software Product Companies and Internal IT 288
Test Drive Your Knowledge 288
19.1 The Role of Software in Your Organization 288
19.1.1 Making Money by Selling Software Versus a Software Cost Center 289
19.1.1.1 Revenue Value Stories 289
19.1.1.2 Expense Value Stories 290
19.1.2 A Software Subsidiary 291
19.2 Product Managers and Product Owners 291
19.3 Selling Software or Just Using It 292
Test Drive Your Knowledge Again 293
Try This Next 293
20: Conclusion 294
| Erscheint lt. Verlag | 5.5.2017 |
|---|---|
| Zusatzinfo | XIX, 286 p. 35 illus., 32 illus. in color. |
| Verlagsort | Cham |
| Sprache | englisch |
| Themenwelt | Mathematik / Informatik ► Informatik ► Software Entwicklung |
| Schlagworte | Agile software development • Collaboration in software development • software development techniques • Software Project Management • systems thinking |
| ISBN-10 | 3-319-54087-4 / 3319540874 |
| ISBN-13 | 978-3-319-54087-0 / 9783319540870 |
| Haben Sie eine Frage zum Produkt? |
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