BUSINESS-DRIVEN IT-WIDE AGILE (SCRUM) AND KANBAN (LEAN) IMPLEMENTATION : an action guide for ... business and it leaders

**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. "This book explains how to successfully deploy Agile and Kanban on a large scale in order to increase IT delivery capabilities. It factors in change, communication, a sense of urgency, clear and measurable goals, political realities, and infrastructure needs, all of which are critical ingredients for success. Through real world examples, the authors explain how IT-wide Agile and Kanban can be implemented to the entire enterprise and IT department. The text also includes many templates for use as an on-the-job guide for business and IT leaders and their teams. "-- "Preface: What Is This Book About? The main objective of this book is to provide a practical guide to business and IT leaders who want to improve IT capability to better serve the business. By this, we mean the ability for IT teams to improve the pace at which software applications can be delivered, not just on one Agile pilot project but on all IT projects. But there lies the difficulty for IT management to make the leap from doing Agile or Kanban (Lean) on one project to an IT-wide effort, which requires much more than just deploying some Agile techniques to a few people. Likewise, rather than blindly deploy Agile to the entire IT organization in a one-size-fits-all approach, we also show in this book how IT and business management can work together to determine business goals that can drive this IT-wide undertaking. IT improvement may also require leverage of Kanban (Lean), rather than of Agile alone, to improve it's ability to deliver better and faster applications on a large scale. While we make no claim that what we mention in this book is the best or the only way to introduce change programs into a company, everything in this book comes from our experience in software project management and software delivery in the trenches within companies of different sizes. To make things easier for the busy IT leader and executive, we have constructed and included in this book a few case studies, with the intent to illustrate ideas or principles. All resemblance to a specific, real-life event or character is, therefore, purely coincidental. It is, as always, up to the readers to devise approaches and ideas that will make the most sense in their specific situation. K15472.indb 19 6/15/12 2:10 PM xx ? Preface: What Is This Book About?"-- Issues Identify Business and IT Goals Identify MeasurementsStep 2: Perform Environment Boundary Identification and Assessment Identify the Boundary Environment Assessment Findings SummaryStep 3: Envision Scenarios and RisksStep 4: Detail the Chosen Action PlanStep 5: Implement the Chosen Action PlanStep 6: Inspect the Implementation's ProgressStep 7: Adapt the Chosen Action Plan (as Needed)SummaryStep 1: Identify the (Business) Sponsor and Her or His Needs and GoalsIdentify the (Business) Sponsor(s)Identify the Sponsor(s)' Needs and GoalsSummaryStep 2: Perform Environment Boundary Identification and AssessmentHow to Identify the Environment BoundaryAssess the Identified Business and IT EnvironmentFindings SummarySummaryStep 3: Envision Scenarios and RisksFrom Goals to Action Items (in Bypassing the Assessment)How to Identify Risks (for Different Scenarios)Scenario ConsolidationSummaryStep 4: Detail the Chosen Action PlanAnatomy of a Detailed Scenario (Chosen Action Plan)The Seven Characteristics of a Good Action PlanSummaryStep 5: Implement the Chosen Action PlanSet Up the Implementation StructureSeven Characteristics of an Effective Plan ExecutionSummaryStep 6: Inspecting the Implementation's ProgressWhy Is Regular Progress Inspection Critical?What to Inspect At the Overall Plan Level At the Action Item LevelSummaryStep 7: Adapt the Chosen Action Plan (as Needed)Different Types of Change Strategic Change Operational ChangeExamples of Adaptations Strategic Impact Operational ImpactSummaryRETROSPECTIVESLessons LearnedCASE STUDIESCase 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 "Preface: What Is This Book About? The main objective of this book is to provide a practical guide to business and IT leaders who want to improve IT capability to better serve the business. By this, we mean the ability for IT teams to improve the pace at which software applications can be delivered, not just on one Agile pilot project but on all IT projects. But there lies the difficulty for IT management to make the leap from doing Agile or Kanban (Lean) on one project to an IT-wide effort, which requires much more than just deploying some Agile techniques to a few people. Likewise, rather than blindly deploy Agile to the entire IT organization in a one-size-fits-all approach, we also show in this book how IT and business management can work together to determine business goals that can drive this IT-wide undertaking. IT improvement may also require leverage of Kanban (Lean), rather than of Agile alone, to improve it's ability to deliver better and faster applications on a large scale. While we make no claim that what we mention in this book is the best or the only way to introduce change programs into a company, everything in this book comes from our experience in software project management and software delivery in the trenches within companies of different sizes. To make things easier for the busy IT leader and executive, we have constructed and included in this book a few case studies, with the intent to illustrate ideas or principles. All resemblance to a specific, real-life event or character is, therefore, purely coincidental. It is, as always, up to the readers to devise approaches and ideas that will make the most sense in their specific situation. K15472.indb 19 6/15/12 2:10 PM xx? Preface: What Is This Book About?"-- Provided by publisher SETTING UP THE STAGEIneffectiveness 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 NutshellSo, What Is Lean and What Is Kanban? So, What Is Lean? So, What Is Kanban? Kanban Practices in a NutshellSimilarities between Agile/Scrum and KanbanSummaryEndnotesWhy Agile Alone May Not Be Enough or the Right Solution, and Why Implementing Agile or Kanban without Good Business Objectives Will Normally FailWhy 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 LearnedFrom 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 RescuePitfalls 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 ControlBUSINESS GOALS-DRIVEN IT-WIDE SOFTWARE DELIVERY IMPROVEMENT FRAMEWORKSeven-Step Software Delivery Improvement FrameworkDescription Step 1: Identify the Business Sponsor and Her or His Needs and Goals Identify the Business Sponsor Identify Business Problems and .. Front Cover 1 Contents 8 Foreword 14 Foreword 18 Preface: What Is This Book About? 22 Acknowledgments 24 About the Authors 26 Chapter 1 - Ineffectiveness of IT Software Project Management and Development: What Can We Do about It? 30 Chapter 2 - Executive Summary of Agile (Scrum) and Kanban (Lean) 34 Chapter 3 - Why Agile Alone May Not Be Enough or the Right Solution, and Why Implementing Agile or Kanban without Good Business Objectives Will Normally Fail 54 Chapter 4 - Seven-­Step Software Delivery Improvement Framework 70 Chapter 5 - Step 1: Identify the (Business) Sponsor and Her or His Needs and Goals 76 Chapter 6 - Step 2: Perform Environment Boundary Identification and Assessment 80 Chapter 7 - Step 3: Envision Scenarios and Risks 90 Chapter 8 - Step 4: Detail the Chosen Action Plan 98 Chapter 9 - Step 5: Implement the Chosen Action Plan 104 Chapter 10 - Step 6: Inspecting the Implementation’s Progress 108 Chapter 11 - Step 7: Adapt the Chosen Action Plan (as Needed) 114 Chapter 12 - Lessons Learned 120 Case Study 1: “Customized Agile Combined with Kanban” 124 Case Study 2: “(Customized) Agile and Kanban Coexistence” 158 Appendix A: From the Project Management Office to the Project Delivery Office 182 Appendix B: Change Management 186 Appendix C: Two Most Important Tools of a Good Software Development Infrastructure 188 Glossary 190 Bibliography 194 Back Cover 196 Assessment Findings SummaryStep 3: Envision ATP ScenariosStep 4: Develop the Detailed Action Plan for ATPStep 5: Execute the ATP Action PlanStep 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 DimensionsStep 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 StrategyLessons LearnedAPPENDICESAppendix 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 EstimateAppendix B: Change ManagementAppendix C: Two Most Important Tools of a Good Software Development Infrastructure Continuous Integration Automated TestingGlossaryBibliographyIndex