Business-Driven IT-Wide Agile (scrum) and Kanban (Lean) by Andrew Thu Pham

By Andrew Thu Pham

Business-Driven IT-Wide Agile (Scrum) and Kanban (Lean) Implementation: An motion advisor for company and IT Leaders explains the right way to elevate IT supply functions by using Agile and Kanban. Factoring in consistent swap, conversation, a feeling of urgency, transparent and measurable pursuits, political realities, and infrastructure wishes, it covers all of the constituents required for achievement.

Using real-world examples, this sensible advisor illustrates tips to enforce Agile and Kanban in software program venture administration and improvement around the whole IT division. To make issues more uncomplicated for busy IT leaders and managers, the textual content contains case stories in addition to various templates to facilitate knowing and kick-start implementation.

Explaining the way it and enterprise administration can interact to figure out enterprise objectives that force this IT-wide venture, the ebook palms you with actionable suggestions that may be placed to exploit instantly in any IT division, despite size.

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Extra resources for Business-Driven IT-Wide Agile (scrum) and Kanban (Lean) Implementation: An Action Guide for Business and IT Leaders

Sample text

Inventory Whenever inventory happens to exist along the assembly line, that is waste. Even if it may be needed, it is still non-�value added. In software development, this is what happens when there are artifacts throughout the life cycle that no one needs to use to create their production. Motion Any movement of employees that does not add anything to the process is waste. In software development, this is any process step that requires an exchange between two team members that does not add anything to the overall process of value creation.

Working software over comprehensive documentation. ◾⊾ Customer collaboration over contract negotiation. ◾⊾ Responding to change over following a plan. 1 Kent Beck, Mike Beedle, Arie van Bennekum, Alistair Cockburn, Ward Cunningham, Martin Fowler, James Grenning, Jim Highsmith, Andrew Hunt, Ron Jeffries, Jon Kern, Brian Marick, Robert C. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Welcome changing requirements, even late in development.

Agile project manager 1. Software manager 2. Limit work at the iteration level 2. Limit work (WIP) at the state/Â�phase level 3. Self-Â�organized and empowered team 3. 16â•… Similarities between Agile and Kanban. Executive Summary of Agile (Scrum) and Kanban (Lean) ◾ 23 Agile Kanban 1. Iteration 1. No iteration needed 2. User stories 2. No user stories needed 3. Generalist team 3. Specialist team is OK 4. New team structure and new roles (PO, Agile Master, development team) 4. No new team structure and no new roles (whatever exists) 5.

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