Agile Management for Software Engineering: Applying the Theory of Constraints for Business Results (Coad Series)

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9780131424609: Agile Management for Software Engineering: Applying the Theory of Constraints for Business Results (Coad Series)
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This book is certainly about software development management, but it is also a book about business. Managers can no longer afford to discuss these two topics independently. This book is meant to eliminate the seat-of-the-pants intuition and rough approximations that have been far too prevalent in software development management. The growing popularity of agile methods has shown that a healthy balance between strict process and individual flexibility can be achieved. David Anderson takes it a step farther, and explains how the healthy balance of agility can help businesses become more profitable. The result is a book that will allow managers to foster teams that produce better software, less expensively, on time, and with fewer defects.

About the Author:

DAVID J. ANDERSON has been in the software business for more than 20 years, with experience as a developer and manager in start-up environments and in three of the world's largest companies. He was a member of the team that created Feature Driven Development. David is currently Director of Emerging Technology with 4thpass Inc., a Motorola subsidiary based in Seattle, WA.

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Anderson, David
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ISBN 10: 0131424602 ISBN 13: 9780131424609
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Descripción Prentice Hall. PAPERBACK. Estado de conservación: New. 0131424602 May have light shelf wear, unread, new. Please view our store policies for all shipping and condition grades, thank you. Nº de ref. de la librería SKU063415

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Descripción Estado de conservación: Brand New. Book Condition: Brand New. Nº de ref. de la librería 97801314246091.0

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Descripción Prentice Hall, 2003. Estado de conservación: New. Brand New, Unread Copy in Perfect Condition. A+ Customer Service! Summary: Foreword. Introduction. Acknowledgements.SECTION I. AGILE MANAGEMENT. 1. Theories for Agile Management.The Theory of Constraints. Just-in-Time Inventory. Quality. Lean Production. Six Sigma. Comparison of Theories. Scientific Proof for Agile Management. Empirical Versus Defined Processes. Convergent Versus Divergent Processes. Chaos Theory and Uncertainty. Systems Thinking and Learning Organizations. Emergence. Summary.2. Management Accounting for Systems.A General System. Detail Complexity Versus Systems Complexity. Throughput Accounting for General Systems. A System of Software Development. A More Complex Software Development System. The System Goal. Financial Metrics for General Business Systems. Financial Metrics for Software Development Systems. Predicting the Future. Framing the Problem. Understanding Software Production in the Value Chain. Throughput Accounting Versus Cost Accounting. Summary.3. TOC in Software Production.TOC's Five Basic Steps. Identify and Exploit Constraints. Perishable Requirements. Idleness Might Breed Contempt. Elevating a Constraint. Focus of Investment. Is the 8-Hour Day the Best Choice of System Constraint? Summary.4. Dealing with Uncertainty.The Five Constraints of Software Development. Aggregation Reduces Uncertainty. Summary.5. Software Production Metrics.Choosing Metrics. Agile Software Production Metrics. Traditional Software Production Metrics. Measuring Inventory in the Software Production System. Expressions of Inventory. Measuring Production Quantity. Lead Time. OE per Unit. Summary.6. Agile Project Management.Traditional Versus RAD Model for Project Management. Task Planning and Effort Tracking. The Project Manager's New Work. Summary.7. Agile Project Planning.The Project Buffer. Logical Collections of Inventory. The Critical Path and Parallel Paths. Early Start. Late Start. Feeding Buffers. Buffer Usage. Agile Project Tracking Metrics. Resource Constraints. Critical Chain Versus Critical Path. Summary.8. The Agile Manager's New Work.New Roles for Agile Managers. Development Manager Role. The Program or Release Manager Role. Product Manager Role. Project Manager Role. Roles Versus Positions.9. Agile Development Management.The Role of the Development Manager. Identifying Flow. Identifying a Bottleneck. The True Cost of a Bottleneck. Recovering and Stretching Software Production Constraints. The True Cost of Poor Quality. Regression Effects. Improve Quality in Front of a Bottleneck. How Batch Sizes Affect Flow. Monitoring Cumulative Flow. Visual Control. Summary.10. Software Resource Planning.Manufacturing Resource Planning (MRP). Drum Beat. Planning Release of Requirements into the System. Summary.11. An Agile Maturity Model.A New Maturity Model. Summary.12. Setting the Governing Rules.Allow Adaptive Behavior to Emerge. The Role of the Agile Executive. Reinertsen's Three Tiers of Control. The Process Improvement Problem. The Problem with Production Rate Metrics. Governing Rules as Maturity Increases. Governing Rules for Managers. Governing Rules for Engineers. Team Measurements.13. Staffing Decisions.Turnover. Loss of Throughput on a Constraint. Understanding the System Constraint is Essential. Outsource Decisions.14. Operations Review.Purpose. Attendees. Timing. Information Rather Than Data. Summary.15. Agile Management in the IT Department.Corporate IT's Value-Added Contribution. Learning from Financial Metrics. A More Profitable Corporate IT Department. Summary.16. Agile Product Management.Sales. Nº de ref. de la librería ABE_book_new_0131424602

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Descripción Pearson Education (US), United States, 2003. Paperback. Estado de conservación: New. 232 x 178 mm. Language: English . Brand New Book. This book is certainly about software development management, but it is also a book about business. Managers can no longer afford to discuss these two topics independently. This book is meant to eliminate the seat-of-the-pants intuition and rough approximations that have been far too prevalent in software development management. The growing popularity of agile methods has shown that a healthy balance between strict process and individual flexibility can be achieved. David Anderson takes it a step farther, and explains how the healthy balance of agility can help businesses become more profitable. The result is a book that will allow managers to foster teams that produce better software, less expensively, on time, and with fewer defects. Nº de ref. de la librería AAC9780131424609

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Anderson, David
Editorial: Pearson Education (US), United States (2003)
ISBN 10: 0131424602 ISBN 13: 9780131424609
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Descripción Pearson Education (US), United States, 2003. Paperback. Estado de conservación: New. 232 x 178 mm. Language: English . Brand New Book. This book is certainly about software development management, but it is also a book about business. Managers can no longer afford to discuss these two topics independently. This book is meant to eliminate the seat-of-the-pants intuition and rough approximations that have been far too prevalent in software development management. The growing popularity of agile methods has shown that a healthy balance between strict process and individual flexibility can be achieved. David Anderson takes it a step farther, and explains how the healthy balance of agility can help businesses become more profitable. The result is a book that will allow managers to foster teams that produce better software, less expensively, on time, and with fewer defects. Nº de ref. de la librería AAC9780131424609

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Descripción Prentice Hall, 2003. Paperback. Estado de conservación: New. Nº de ref. de la librería P110131424602

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Descripción Prentice Hall. PAPERBACK. Estado de conservación: New. 0131424602 Brand New Book. Ships from the United States. 30 Day Satisfaction Guarantee!. Nº de ref. de la librería 4688644

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