A tale of two systems : lean and agile software development for business leaders / Michael K. Levine.

Format:

Book

Author/Creator:

Levine, Michael K., author.

Language:

English

Subjects (All):

Management information systems--Case studies.

Management information systems.

Computer software--Development--Case studies.

Computer software.

Information technology projects--Management--Case studies.

Information technology projects.

Information technology--Management--Case studies.

Information technology.

Physical Description:

1 online resource (342 p.)

Place of Publication:

Boca Raton [Fla.] : CRC Press, 2009.

Language Note:

English

Summary:

A Tale of Two Systems takes us on an intriguing and very realistic journey through the development of two systems - one a spectacular success, and the other an equally spectacular failure. It exposes in detail why one system succeeds and the other fails. In the epilogue, Levine summarizes the lessons leaders should take away from this wonderful tale. This chapter alone is worth the price of the book; following the story brings a deep appreciation of its wisdom.--Mary Poppendieck, author of Implementing Lean Software Development: From Concept to Cash

Contents:

Front cover; Contents; Acknowledgments; Introduction; Prologue; Section I: The First 6 Months: September 2005-February 2006; Chapter 1. Kicking Off Project 1-TRIM: The ""Troubled-Real-Estate Information Management"" Project; Chapter 2. Kicking Off Project 2: The Cremins United Project; Chapter 3. Two Different Approaches to the Two Different Projects; Chapter 4. Understanding Lean and Agile Development; Chapter 5. The CU Project Team Will Follow ""The Process""; Chapter 6. The CU Project Imposes Technology Architecture from the Top

Chapter 7. Setting Expectations for the CU Project: How Iron Is the Triangle?Chapter 8. Don't Shoot the Messenger: The CU Project Team Meets with Management; Chapter 9. Cutting CU Project Development Time-by a Year; Chapter 10. Planning the TRIM Project; Chapter 11. Planning and Managing TRIM's 1-Month Sprints; Chapter 12. Status Update for Both Projects; Chapter 13. The CU Project's Buy versus Build Decision; Chapter 14. Drawing Boundaries and Tailoring Methods; Chapter 15. The TRIM Project's First Sprint Demo: A Bit behind Schedule, but Catching Up

Chapter 16. The CU Project Requirements Handoff: An Uneasy TransitionSection II: The Second 6 Months: March 2006-August 2006; Chapter 17. The CU Project Leaders Visit the TRIM Team; Chapter 18. Checking on the CU Project's Development: Green for Go or Screaming Red?; Chapter 19. A Status Check: TRIM Is OK, but CU May Be in Trouble; Section III: Year 2: September 2006-February 2007; Chapter 20. A Dismal Reality Check for the CUT Team; Chapter 21. The TRIM System Goes Live: Managing Problems and Growth; Chapter 22. The CU Project Is Finally Officially Code Complete

Chapter 23. CU Project Retrospective: Slip Charts and Some Towering Expertise (Too Late)Section IV: The Beginning of the End: The Last 6 Months of 2 Years of Work; Chapter 24. 18 Months In: Status Updates for Both Projects; Chapter 25. The Decision to Go Live with CU System; Section V: Final Lessons for Leaders; Epilogue: What We Learned from the TRIM and CU Projects; Index; Back cover

Notes:

A Productivity Press book.

Includes bibliographical references and index.

Description based on print version record.

ISBN:

0-429-25076-2

1-4398-0391-9

9780429250767

OCLC:

438071843