Leading lean software development : results are not the point / Mary and Tom Poppendieck.

Includes bibliographical references (pages 247-255) and index.

Systems Thinking -- A Different Way to Run an Airline -- Customer Focus -- Who Are Your Customers? -- Customers Who Pay for the System -- Customers Who Use the System -- Customers Who Support the System -- Customers Who Derive Value from the System -- What Is Your Purpose? -- What Is the Nature of Customer Demand? -- Failure Demand -- Value Demand -- System Capability -- What Is Your System Predictably Achieving? -- Understanding Capability -- What Does Your System Need to Achieve? -- Don't Set Targets -- Use Relative Goals with Caution -- Challenge: Pull from the Future -- End-to-End Flow -- Eliminate Failure Demand -- Map Value Demand -- Find the Biggest Opportunity -- Policy-Driven Waste -- How Can Policies Cause Waste? -- The Five Biggest Causes of Policy-Driven Waste -- Complexity -- Economies of Scale -- Separating Decision Making from Work -- Wishful Thinking -- Technical Debt -- Portrait: Product Champion, Take 1 -- Customer-Facing Ideation -- Technology-Facing Ideation -- Your Shot -- Technical Excellence -- Facts, Fads, and Fallacies -- Structured Programming -- Top Down Programming -- What Happened to Structured Programming? -- Object-Oriented Programming -- High-Level Languages -- The Life Cycle Concept -- Separation of Design from Implementation -- Life Cycle Concept Considered Harmful -- Evolutionary Development -- Meanwhile, While No One Was Paying Attention -- Why Did It Work? -- Distraction -- The Future of Agile -- Essential Complexity -- Divide and Conquer -- The Internet Architecture Emerges -- Low-Dependency Architecture -- Conway's Law -- Quality by Construction -- Test-Driven Development -- x Unit Frameworks -- Acceptance Tests -- Test Automation -- Testing to Failure -- Continuous Integration -- How Often Is "Continuous"? -- After Deployment -- Code Clarity -- Refactoring -- Evolutionary Development -- Ethnography -- Collaborative Modeling -- Quick Experimentation -- Cycles of Discovery -- Deep Expertise -- Expertise Is Important -- Developing Expertise -- Deliberate Practice -- The Ten-Year Rule -- Retention -- Standards -- Code Reviews -- Portrait: Competency Leader -- Growing Technical Expertise -- Your Shot -- Reliable Delivery -- Race to the Sky -- How Did They Do It? -- Team Design -- Flow -- Schedule -- Decoupling -- Logistics -- Cash Flow Thinking -- Proven Experience -- Constraints Expose Risk -- System Design -- Design Loopbacks -- Implementation Complexity -- Three Ways to Reduce Schedule Complexity -- Level Workflow -- Small Batches -- Iterations -- Making Work Ready -- Kanban -- How Kanban Works -- Iterations or Kanban? -- Commitment -- Teamwork -- Batch Size -- Cadence -- Capacity -- Iterations: Velocity -- Kanban: Throughput -- Pull Scheduling -- Scheduling Medium-Sized Systems -- Decouple -- Scheduling Small, Frequent Requests -- Arbitrate with Value -- Limit Queues -- Scheduling Larger Systems -- Timebox-Don't Scopebox -- Portfolio Management -- Adaptive Control -- Customer Feedback Every Iteration -- Frequent Releases -- Consumability -- Escaped Defects -- Customer Outcomes -- Portrait: Product Champion, Take 2 -- The Story of a Product Champion -- February 2004, Harvard University -- June 2004, Palo Alto -- Fall 2006, Palo Alto -- February 2007, Chicago -- Summer 2007. Chicago -- January 2008, New Hampshire -- June 2008, Denver -- November 2008, Chicago -- Your Shot -- Relentless Improvement -- Sick Hospitals -- The Checklist -- No Work-arounds -- No Ambiguity -- Quick Experiments -- Visualize Perfection -- The Theoretical Limit -- High-Velocity Organizations -- Customer Focus -- Establish a Baseline -- Work Design -- Output -- Pathway -- Connections -- Test-Driven Handovers -- Process Standards -- Expose Problems -- Go to the Workplace -- Learn to Improve -- The Goal Is Learning -- Problem/Countermeasure Board -- A3 Thinking -- Pull-Based Authority -- Responsibility Authority -- Share the Knowledge -- Portrait: Manager as Mentor -- Your Shot -- Great People -- Cultural Assumptions -- The Cultural Heritage of Management Practices -- Agile Software Development -- Lean Software Development -- Company Culture -- Knowledge Workers -- Knowledge Worker Productivity -- Results Are Nor the Point -- The Norm of Reciprocity -- Remuneration or Reciprocity? -- Mutual Respect -- Cross-Cultural Teams -- The Value of Diversity -- Self-Organizing Teams? -- Pride of Workmanship -- Purpose-Passion-Persistence-Pride -- Portrait: Front-Line Leaders -- Your Shot -- Aligned Leaders -- Agile@IBM -- The Transformation -- Stakeholder Involvement -- An Early Experiment -- Lessons Learned -- From Theory to Practice -- Focus on Customer Outcomes -- Change the System -- Create a Sense of Urgency -- Governance -- Beyond Budgeting -- 12. Principles -- What Is Productivity? -- Alignment -- Cause and Effect -- Sustainability -- Portrait: Leaders at All Levels -- Leaders Provide Purpose -- Leaders Set the Tone and Tempo -- Leaders Make People Better -- Leaders Create Space for Others to Succeed.

Machine converted from AACR2 source record.