Skip to Content

Business-Driven IT-Wide Agile (Scrum) and Kanban (Lean) Implementation

An Action Guide for Business and IT Leaders

By Andrew Thu Pham, David Khoi Pham

Productivity Press – 2012 – 196 pages

Purchasing Options:

  • Add to CartPaperback: $52.95
    978-1-46-655748-2
    August 27th 2012

Description

Business-Driven IT-Wide Agile (Scrum) and Kanban (Lean) Implementation: An Action Guide for Business and IT Leaders explains how to increase IT delivery capabilities through the use of Agile and Kanban. Factoring in constant change, communication, a sense of urgency, clear and measurable goals, political realities, and infrastructure needs, it covers all the ingredients required for success.

Using real-world examples, this practical guide illustrates how to implement Agile and Kanban in software project management and development across the entire IT department. To make things easier for busy IT leaders and executives, the text includes two case studies along with numerous templates to facilitate understanding and kick-start implementation.

Explaining how IT and business management can work together to determine business goals that drive this IT-wide undertaking, the book arms you with actionable solutions that can be put to use immediately in any IT department, regardless of size.

Reviews

Incorporating Agile (Scrum) and Kanban (Lean) principles and practices into your software development organization on a large scale and in a creative way will go a long way toward increasing value and reducing risks. For this reason alone, you will find it—as I do—very worthwhile to spend time reading this very practical book.

—Jack Bergstrand, CEO, Brand Velocity, Inc.; Former CFO of Coca-Cola Beverages and Former CIO of the Coca-Cola Company

… the authors provide an excellent overview of both Agile and Kanban practice and help us understand that a one-size-fits-all IT improvement effort is likely doomed to fail. … On top of a very logical seven-step process for IT-wide software capability improvement, this book also includes comprehensive advice, plans, tools, and practical case studies. By reading the book, you will be well equipped to determine what’s best for your IT organization. I am glad to have read it and now have it in my library.

—Adam Warner, IT Management, Software Delivery Education Service Center, Richardson, Texas

Contents

SETTING UP THE STAGE

Ineffectiveness of IT Software Project Management and Development: What Can We Do about It?

Why Are Command-and-Control and Waterfall Life Cycle Approaches Harmful When Used Together?

What Can We Do about It?

Executive Summary of Agile (Scrum) and Kanban (Lean)

So, What Is Agile?

Agile Manifesto

Example of a Known Agile Process: Scrum

Agile Practices in a Nutshell

So, What Is Lean and What Is Kanban?

So, What Is Lean?

So, What Is Kanban?

Kanban Practices in a Nutshell

Similarities between Agile/Scrum and Kanban

Summary

Endnotes

Why Agile Alone May Not Be Enough or the Right Solution, and Why Implementing Agile or Kanban without Good Business Objectives Will Normally Fail

Why Agile Alone May Not Be Enough (Preliminary Case Study #1)

Initial Planning

Pilot Project Team

Initial Project Team Training

On-Site Scrum Workshop

Second Sprint: Another Hit for the Team!

Third Sprint: Things Started to Rumble

Fourth Sprint: Things Became Worse and Worse

Fifth Sprint: Project Was Cancelled!

Lessons Learned

From Scrum to Kanban (Preliminary Case Study #2)

Context

Information Technology

There Is Nothing They Do Not Have

Feedback from the Trenches

Finally the Truth Came Out

Kanban Came to the Rescue

Pitfalls of New Software Processes

Release and Sprint Planning

Scrum Ceremonies

First Month

Change in Product Owner

Different Understanding of Agile and Scrum

Building New Expectations

Nice Surprise

Agile Started to Rumble

Back to Waterfall and Command and Control

BUSINESS GOALS-DRIVEN IT-WIDE SOFTWARE DELIVERY IMPROVEMENT FRAMEWORK

Seven-Step Software Delivery Improvement Framework

Description

Step 1: Identify the Business Sponsor and Her or His Needs and Goals

Identify the Business Sponsor

Identify Business Problems and Issues

Identify Business and IT Goals

Identify Measurements

Step 2: Perform Environment Boundary Identification and Assessment

Identify the Boundary

Environment Assessment

Findings Summary

Step 3: Envision Scenarios and Risks

Step 4: Detail the Chosen Action Plan

Step 5: Implement the Chosen Action Plan

Step 6: Inspect the Implementation’s Progress

Step 7: Adapt the Chosen Action Plan (as Needed)

Summary

Step 1: Identify the (Business) Sponsor and Her or His Needs and Goals

Identify the (Business) Sponsor(s)

Identify the Sponsor(s)’ Needs and Goals

Summary

Step 2: Perform Environment Boundary Identification and Assessment

How to Identify the Environment Boundary

Assess the Identified Business and IT Environment

Findings Summary

Summary

Step 3: Envision Scenarios and Risks

From Goals to Action Items (in Bypassing the Assessment)

How to Identify Risks (for Different Scenarios)

Scenario Consolidation

Summary

Step 4: Detail the Chosen Action Plan

Anatomy of a Detailed Scenario (Chosen Action Plan)

The Seven Characteristics of a Good Action Plan

Summary

Step 5: Implement the Chosen Action Plan

Set Up the Implementation Structure

Seven Characteristics of an Effective Plan Execution

Summary

Step 6: Inspecting the Implementation’s Progress

Why Is Regular Progress Inspection Critical?

What to Inspect

At the Overall Plan Level

At the Action Item Level

Summary

Step 7: Adapt the Chosen Action Plan (as Needed)

Different Types of Change

Strategic Change

Operational Change

Examples of Adaptations

Strategic Impact

Operational Impact

Summary

RETROSPECTIVES

Lessons Learned

CASE STUDIES

Case Study 1: "Customized Agile Combined with Kanban"

Step 1: Identify Business Sponsor and Her or His Needs and Goals

Step 2: Perform ATP’s Environment Boundary Identification and Assessment

ATP Process Improvement Effort’s Boundary

Environment Assessment

Findings Summary

Step 3: Envision ATP Scenarios

Step 4: Develop the Detailed Action Plan for ATP

Step 5: Execute the ATP Action Plan

Step 6: Inspect ATP Execution’s Progress

Identify and Mitigate Risks

Organize Effective Retrospectives and Learn from Their Lessons

Inspect the Actual Budget to Watch Out for Variance

Watch Out for Positive (and Less than Positive) Changes

Coming from the Different Dimensions

Step 7: Adapt the WTR Action Plan

Changes Coming from the Action Items and the Environment Reaction to the Action Plan

Organizational

Process

Change Due to Change in Business and/or IT Strategy

Lessons Learned

APPENDICES

Appendix A: From the Project Management Office to the Project Delivery Office

Modify the Traditional Project Manager’s Job Description

Project Manager’s Traditional Job Description

Agile/Lean Project Manager’s New Job Description

Change the Way the PMO Calculates Its Project Estimate

Appendix B: Change Management

Appendix C: Two Most Important Tools of a Good Software Development Infrastructure

Continuous Integration

Automated Testing

Glossary

Bibliography

Index

Author Bio

Andrew T. Pham, Author of Scrum in Action, Agile project management and software development in the real world, has trained hundreds of software professionals and coached multiple project teams throughout the world to Agile (Scrum) and Kanban (Lean).

An elected senior member with the prestigious IEEE (Institute of Electrical and Electronics Engineers), Andrew Pham has held top positions in project management, enterprise architecture and software development.

In addition to the above, Andrew Pham is also a PMP and PMI-ACP, the Project Management Institute’s newly created certification for Agile Practitioner.

David K. Pham, prolific software creator, is the author of the two Ruby on Rails case studies in the book Scrum in Action, Software Project Management and Development, and a Sun-Certified Java and Microsoft-Certified Developer.

A technology entrepreneur, he was formerly the CTO of KTD Media Corp. and currently president of a web-based company in Providence, Rhode Island. David K. Pham was the invited guest speaker at the DevChatt conference for software developers in Nashville, Tennessee in 2011. He can be contacted at hello@davidkpham.com.

Name: Business-Driven IT-Wide Agile (Scrum) and Kanban (Lean) Implementation: An Action Guide for Business and IT Leaders (Paperback)Productivity Press 
Description: By Andrew Thu Pham, David Khoi Pham. Business-Driven IT-Wide Agile (Scrum) and Kanban (Lean) Implementation: An Action Guide for Business and IT Leaders explains how to increase IT delivery capabilities through the use of Agile and Kanban. Factoring in constant change, communication, a...
Categories: Engineering Project Management, Lean Manufacturing, Management of IT