TY  - BOOK
AU  - Poppendieck,Mary
AU  - Poppendieck,Thomas David
TI  - Leading lean software development: results are not the point 
T2  - Addison-Wesley signature series
SN  - 0321620704
AV  - HD30.213 .P65 2010
U1  - 658.4038011 22
PY  - 2010///]
CY  - Upper Saddle River, N.J.
PB  - Addison-Wesley
KW  - Management information systems
KW  - Computer software
KW  - Development
KW  - Organizational effectiveness
N1  - 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.
ER  -