A Tale of Two Transformations
Bringing Lean and Agile Software Development to Life
1st Edition
Published on 5. December 2011
316 pages
978-1-4398-7978-8 (ISBN)
Description
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.
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.
Reviews / Votes
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 IntegrationFinally! 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
More details
Language
English
Place of publication
Portland
United States
Publishing group
CRC Press Inc
Target group
Professional and scholarly
Leaders in development organizations, primarily software and/or product development; development managers, product managers, testing managers, project managers, developers, testers, system and business analysts, consultants, human resource specialists, and general business management, including operations managers, marketing managers, CEOs, CIOs, and CFOs.
Illustrations
36 s/w Abbildungen, 13 s/w Tabellen
36 b/w images and 13 tables
File size
5,21 MB
ISBN-13
978-1-4398-7978-8 (9781439879788)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Other editions
Additional editions
Book
12/2011
1st Edition
Productivity Press
€54.46
Shipment within 15-20 days
Person
Michael K. Levine has led a 26-year career primarily focused on how to profit through the application of information technology. He was educated in international relations and economics at Carleton College and Princeton University and began his career in international trade negotiation in Washington, D.C. He moved on to commercial lending and financial product management at First Bank System in Minneapolis. In each of his early jobs, he saw the promise of applying information technology to solve business problems; eventually, he moved his career more formally in that direction by joining Norwest Corporation as strategic technology planner and large-scale software project manager.
Michael continued his immersion in technology leadership when he became chief technology officer of Moore Data/Vista Information Solutions, a leading provider of information technology solutions to the real estate field. For the last 6 years, Michael has been at Wells FargoHome Mortgage, leading Operations and Technology Groups. One of the constant elements in Michael's work has been the innovative, business-driven application of information technology. The accomplishments of his teams range from the first system to calculate duties on unfair trade, to cross-business line customer information systems in two large banks, to an early Internet-based real estate search engine, to an image-based, straight-through/exception-based loan processing system.
His continuing search for better ways to build complex business software drew him to the operations and product development approaches coming out of Toyota (Lean) and the Agile software development movement. Michael and his teams have used many of the Lean and Agile approaches over the last several years. This practical application experience, in addition to his extensive, successful career at the junction of business operations and software technology, gives Michael a unique, practical perspective on how business leaders can improve their results through better technology leadership.
Michael continued his immersion in technology leadership when he became chief technology officer of Moore Data/Vista Information Solutions, a leading provider of information technology solutions to the real estate field. For the last 6 years, Michael has been at Wells FargoHome Mortgage, leading Operations and Technology Groups. One of the constant elements in Michael's work has been the innovative, business-driven application of information technology. The accomplishments of his teams range from the first system to calculate duties on unfair trade, to cross-business line customer information systems in two large banks, to an early Internet-based real estate search engine, to an image-based, straight-through/exception-based loan processing system.
His continuing search for better ways to build complex business software drew him to the operations and product development approaches coming out of Toyota (Lean) and the Agile software development movement. Michael and his teams have used many of the Lean and Agile approaches over the last several years. This practical application experience, in addition to his extensive, successful career at the junction of business operations and software technology, gives Michael a unique, practical perspective on how business leaders can improve their results through better technology leadership.
Content
Setting 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.
