A Tale of Two Systems: Lean and Agile Software Development for Business Leaders
This business parable reviews two different systems development projects. One project was an abject, expensive failure, while the other succeeded in creating a major new revenue stream, bringing in new customers. By reviewing the tales of these two systems, readers will develop a better understanding of what works and what doesn’t when it comes to the leadership and action steps required to reinvent a company’s procedures to get in step with the times.
CEO Evan Nogelmeyer discovers to his dismay that in today’s business world, technology is not just for technologists. But does he discover this soon enough and once he does, does he have the tools and the business savvy he needs to stave off disaster? Evan and his team are all well-intentioned, successful business leaders with advanced degrees and backgrounds in marketing and business. But, without technical backgrounds, do they have what it takes to manage the technology overhaul so critical to the very survival of their company and the future of their own careers?
A Tale of Two Systems: Lean and Agile Software Development for Business Leaders reviews two fictional systems development projects: Cremins United and Troubled Real Estate Information Management, both launched at the imaginary Cremins Corporation. Cremins is a venerable printing company that must transform itself to survive in the Internet age. One project proves to be an abject and expensive failure, while the other succeeds in creating a major new revenue stream and solving important customer needs. Contrasting the methods employed in a traditional, process-centric 'waterfall' approach, with a lean and agile-inspired approach, this book provides business leaders with a tangible understanding of why lean thinking is so well-suited to contemporary environments requiring flexibility, speed, and the input of specialized knowledge.
At the conclusion of the two tales, author Michael Levine articulates a series of conclusions and principles based on Lean Product Development, Agile, and his 25 years of experience in business systems development.
While the tales told and the companies and employees that inhabit them are pure fiction, the lessons to be learned are very real and very applicable in today’s highly competitive market, where victory goes time and time again to the lean and the agile.
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The TroubledRealEstate Information Management Project
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
How Iron Is the Triangle?
The CU Project Team Meets with Management
Chapter 17 The CU Project Leaders Visit the TRIM Team
Green for Go or Screaming Red?
TRIM Is OK but CU May Be in Trouble
Year 2 September 2006February 2007
Chapter 20 A Dismal Reality Check for the CUT Team
Managing Problems and Growth
Chapter 22 The CU Project Is Finally Officially Code Complete
Slip Charts and Some Towering Expertise Too Late
Chapter 9 Cutting CU Project Development Timeby a Year
Chapter 10 Planning the TRIM Project
Chapter 11 Planning and Managing TRIMs 1Month Sprints
Chapter 12 Status Update for Both Projects
Chapter 13 The CU Projects Buy versus Build Decision
Chapter 14 Drawing Boundaries and Tailoring Methods
A Bit behind Schedule but Catching Up
An Uneasy Transition
The Second 6 Months March 2006August 2006