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Lean-Agile Software Development: Achieving Enterprise Agility, by Alan Shalloway, Guy Beaver, James R. Trott
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Agile techniques have demonstrated immense potential for developing more effective, higher-quality software. However,scaling these techniques to the enterprise presents many challenges. The solution is to integrate the principles and practices of Lean Software Development with Agile’s ideology and methods. By doing so, software organizations leverage Lean’s powerful capabilities for “optimizing the whole” and managing complex enterprise projects.
A combined “Lean-Agile” approach can dramatically improve both developer productivity and the software’s business value.In this book, three expert Lean software consultants draw from their unparalleled experience to gather all the insights, knowledge, and new skills you need to succeed with Lean-Agile development.
Lean-Agile Software Development shows how to extend Scrum processes with an Enterprise view based on Lean principles. The authors present crucial technical insight into emergent design, and demonstrate how to apply it to make iterative development more effective. They also identify several common development “anti-patterns” that can work against your goals, and they offer actionable, proven alternatives.
Lean-Agile Software Development shows how to
- Transition to Lean Software Development quickly and successfully
- Manage the initiation of product enhancements
- Help project managers work together to manage product portfolios more effectively
- Manage dependencies across the software development organization and with its partners and colleagues
- Integrate development and QA roles to improve quality and eliminate waste
- Determine best practices for different software development teams
The book’s companion Web site, www.netobjectives.com/lasd, provides updates, links to related materials, and support
for discussions of the book’s content.
- Sales Rank: #518810 in Books
- Published on: 2009-11-01
- Released on: 2009-10-22
- Original language: English
- Number of items: 1
- Dimensions: 9.00" h x .90" w x 6.90" l, 1.05 pounds
- Binding: Paperback
- 304 pages
Review
“This book is a timely addition to our Agile body of knowledge. Very little has been said to date about how we scale Agile software projects beyond the single team. The authors do an excellent job of explaining the foundations of Lean thinking and how these concepts can be applied across the enterprise. Lean is the key to scaling Agile projects, and this book provides the foundational knowledge you need to make it happen.”
–Mike Cottmeyer, product consultant and Agile evangelist, VersionOne
“The book brings a pragmatic approach to the difficult transition from early adoption of Agile practices to enabling product development. It is thought provoking in the context of the teams I am currently coaching, and it highlights a number of areas for improvement. I would recommend this book to anyone who is coaching an enterprise-wide Lean-Agile transformation.”
–Kay Johnson, PMP, Agile development consultant and project manager
“The ideas from the Toyota Production System and Lean manufacturing in general are gradually making their way into the world of software development, and this book provides both a gentle introduction to those unfamiliar with Agile/Lean as well as more advanced material for those who are already practitioners in this area. Worth reading.”
–Mark Needham, application developer, ThoughtWorks
“For a good few years, when asking why Agile approaches work, we got the response ‘It’s empirical. We tried things and kept the ones that worked.’ Now people have applied theory from the Lean body of knowledge, and it tells us why Agile approaches work. Using this theory, we can make well-reasoned choices about what changes to our ways of working would be improvements, overall. This book is about this synergy between Lean and Agile. For those who believe in magic, find an empirical guru to believe. For the rationalists among us, here’s a good book for you.”
–Paul Oldfield, Capgemini
“This book is a worthy roadmap to a successful adoption of Lean-Agile development and management. You can see in every detail the authors have on-the-job experience. The way they write shows their enthusiasm for Lean, and this motivates the reader to follow the principles and practices in the book. I had a great time reading this book and I am using it daily as a reference.”
–Domingo Chabalgoit , independent IT consultant
“There are many sources of information for Agile software development and Lean systems thinking. Until now, attempts to merge the two have often resulted in frustration, delays, quality issues, and budget overruns. Lean-Agile Software Development is the roadmap to achieving success using Lean-Agile techniques and applying them throughout the enterprise and product-development life cycle.”
–Bob Bogetti, lead system designer, Baxter Healthcare
From the Back Cover
Agile techniques have demonstrated immense potential for developing more effective, higher-quality software. However, scaling these techniques to the enterprise presents many challenges. The solution is to integrate the principles and practices of Lean Software Development with Agile's ideology and methods. By doing so, software organizations leverage Lean's powerful capabilities for "optimizing the whole" and managing complex enterprise projects. A combined "Lean-Agile" approach can dramatically improve both developer productivity and the software's business value.In this book, three expert Lean software consultants draw from their unparalleled experience to gather all the insights, knowledge, and new skills you need to succeed with Lean-Agile development. "Lean-Agile Software Development" shows how to extend Scrum processes with an Enterprise view based on Lean principles. The authors present crucial technical insight into emergent design, and demonstrate how to apply it to make iterative development more effective. They also identify several common development "anti-patterns" that can work against your goals, and they offer actionable, proven alternatives. "Lean-Agile Software Development" shows how to
- Transition to Lean Software Development quickly and successfully
- Manage the initiation of product enhancements
- Help project managers work together to manage product portfolios more effectively
- Manage dependencies across the software development organization and with its partners and colleagues
- Integrate development and QA roles to improve quality and eliminate waste
- Determine best practices for different software development teams
The book's companion Web site, www.netobjectives.com/lasd, provides updates, links to related materials, and support
for discussions of the book's content.
About the Author
Alan Shalloway is the founder and CEO of Net Objectives. With almost 40 years of experience, Alan is an industry thought leader. He helps companies transition to Lean and Agile methods enterprise-wide as well teaches courses in Lean, Kanban, Scrum, Design Patterns, and Object-Orientation. Alan has developed training and coaching methods for Lean-Agile that have helped his clients achieve long-term, sustainable productivity gains. He is a popular speaker at prestigious conferences worldwide. He is the primary author of Design Patterns Explained: A New Perspective on Object-Oriented Design, Lean-Agile Pocket Guide for Scrum Teams, Lean-Agile Software Development: Achieving Enterprise Agility and is currently writing Essential Skills for the Agile Developer. He has a Master of Science in Computer Science from MIT as well as a Master of Science in Mathematics from Emory University.
Guy Beaver is Vice-President, Enterprise Engagements and a senior consultant for Net Objectives. He is a technology executive with a track record of success in Lean-Agile implementations in large, mid-sized, and start-up organizations. He is a recognized expert in Lean, Agile, and Scrum technical development with a proven ability to lead, manage, and motivate organizations to realize significant productivity and quality improvements. He has over 25 years of experience in Software Engineering and IT across several industries including financial services, defense, and healthcare. Guy has a Master of Science in Physics from Wake Forest University.
James R. Trott is a senior consultant for Net Objectives. He has used object-oriented and pattern-based analysis techniques throughout his 20-year career in knowledge management and knowledge engineering. He is the co-author of Design Patterns Explained: A New Perspective on Object-Oriented Design, Lean-Agile Software Development: Achieving Enterprise Agility, and the Lean-Agile Pocket Guide for Scrum Teams. He is a trainer and coach in the area of reflective practices, knowledge management, and process improvement and is a knowledge management consultant for international relief and development agencies. He has a Master of Science in Applied Mathematics and a Master of Business Administration from the University of Oklahoma and a Master of Arts in Intercultural Studies from Hope International University. An Associate Technical Fellow of a large aerospace company, he has also worked in the energy industry, banking and finance, software development, and artificial intelligence.
Most helpful customer reviews
39 of 44 people found the following review helpful.
Shallow and unclear audience
By Bas Vodde
Lean-Agile development was a book for which I had some expectations, at least that it would contain some new ideas or viewpoints. My first observation was that it wasn't very thick, but that is perhaps positive. In the end, I was disappointed. The book did not bring much new things, the target audience is unclear to me, and at points contains... what I would consider misinformation. Let me dive deeper.
The book is part of the NetObjectives book series. NetObjectives is a training company, thus the book frequently promotes their training (slightly annoying). The book consists of three parts, first "Extending our view beyond projects," second "Lean project management," and last "Looking back, looking forward." However, while reading the book, I couldn't see a very clear distinction between these parts.
In the introduction, the authors talk about how Software development processes over time swing from too little to too much, I'm not sure I'd agree with that as both too much/too little have been evolving at the same time. Next, the authors discuss principles and paradigms and define the core beliefs of Agile development, lean and waterfall--or should I say... what the authors think is the core belief.
The first chapter provides some lean/agile principles, but assumes the reader is already familiar with a lot. The second chapter provides benefits of agile development... the selling agile chapter. In the next chapter, the authors insist on boxing Agile/Scrum to only the project development and claim that lean development covers the whole track and thus is more suitable for enterprise adoption. Chapter four discusses "Lean Portfolio Management" and was one of the least clear chapter (to me). The level they were talking about was unclear to me and it gives a general concept, but not too much details. Interestingly enough, neither do the authors refer to other material written on portfolio management. Their point seems to be that you should not manage projects, but instead features (MMFs). Though, then they show (figure 4.13) a story-point burn-up, which is great... but they never clarify how you can draw a story-point burn-up across multiple projects and products (as the points need to be synchronized) or... perhaps more essential... what the purpose of such a chart is related to portfolio management.
Part 2 discusses Lean Project Management. The first chapter described why Scrum is "not enough" and has some drawbacks (or, the Scrum that the authors understand). Then Kanban is introduced as an alternative to Scrum, even though most of the book still seems to assume iterations and Scrum. The next chapter discusses Iteration 0 which came as a surprise to me as the next chapter is release planning (why this order?) The Release planning chapter felt somewhat basic. Next chapter was is about visual controls. The most amusing thing about this chapter is that there are no pictures whatsoever of real visual controls! There are drawings, but no pictures. Chapter 9 is "the role of QA" in which the authors vaguely describe that QA needs to be moved up-front, but then don't get into very much practical tips. Next chapter discusses how to transition the whole enterprise to agile development, where it simplifies all companies in three categories: Product, IT and product-IT companies and provides the obstacles this kind of organization need to resolve. Chapter 11 discusses management role in Agile where the authors attack Scrum and "the agile community" (without saying whom specifically) and state that lean is better because that takes managers into account. Chapter 12 discusses coordination between multiple teams using a Product Coordination Team (which I would definitely not recommend myself) and the last chapter of part 2 has three pages about design and architecture.
Part 3 is just one chapter in which the authors divide the world of lean into "Lean science," "Lean Management," and "Lean Knowledge stewardship." I'm unclear on what the purpose of doing this is and know that I've never ever seen this ever in any other book related to lean. Next, it discusses in a few case studies (each half a page long) of applying lean-agile.
Why didn't I like the book? I gave a couple of criticisms at the start of this review, and like to clarify these.
It is unclear to me what the target audience of the book is. The book assumes a lot of basic knowledge (this is not a book for people new to Agile). It assumes knowledge about TDD, understanding of Scrum, understanding of other agile practices, etc. But then again, the book doesn't provide in-depth new information either. For example, if the book is not targeted for people new to Agile, then why would it have a chapter on "benefits of Agile" or a chapter such as "Iteration 0" which provide nothing new to a person already experienced with the basics. Furthermore, the book covers information really shallow, it mentions things but doesn't go deeper into the topics. A person with basic agile knowledge is likely to already know that shallow information and is looking for more experience, stories, and practices to try out
Then some misinformation. Of course, this is my opinion but based on other literature available. A simple example example is the role of Deming. No doubt a great person, though the authors state "the Toyota production system was built on his ideas." However, according the book Birth of Lean, which describes the creation of the TPS, there was not much (perhaps no) influence of Deming. Another example, in the introduction the authors state the popularity of 4GL tools in the 80s... whereas they mention that the 90s is "an upsurge in rigorous process" where the authors seems to ignore Rapid Application Development and the work of James Martin during the early 90s, which popularized 4GL tools. Last example, perhaps more serious. In the drawbacks of Scrum, the authors state "teams should be comprised of generalists." I think I'm reasonably familiar with Scrum, but doubt that every team should be composed of only generalists. It seems to me to be a misunderstanding of the author of Scrum...
Last criticism. When reading this book, I did not get the feeling the authors have much experience about the subjects. Why? There are not that much stories of their experience in their book and the stories that they tell are about people who joined their training. The authors rarely go over some shallow overview of concepts, into the practices or concrete examples on how to implement these ideas.
In short, I would NOT recommend this book. There are better books on Agile and Lean development (e.g. books of Poppendieck, Cohn), this book doesn't add much to them.
I've been doubting about the rating for a long time, on whether it should be 2 or 3 stars. I decided to go with 3 stars, because... despite all the criticism above, the authors do describe useful concepts and important ideas and most of their book is not wrong, it just doesn't go very deep.
1 of 1 people found the following review helpful.
Simplesmente Ágil!
By Julio Oliveira
Este livro revela as raízes do pensamento Lean no desenvolvimento ágil de software. Faz um paralelo com o framework scrum e, através do pensamento crítico, ensina como torná-lo ainda mais efetivo. Transpõe a dimensão de projeto, tratando da visão de portfólio, do gerenciamento de produto e da agilidade em nível corporativo.
Uma leitura incrível que prende a atenção do início ao fim.
1 of 1 people found the following review helpful.
Great book to understand lean principles
By Buyan 47
This book has excellent guidelines on why lean thanking is better than agile and provides practical examples. Some concepts seem to be
A bit theoretical but the principles and explanation are very good. More examples on visual tools would really help. Loved the concept on reducing waste and cycle time.
See all 12 customer reviews...
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