Agile Management for Software Engineering: Applying the Theory of Constraints for Business Results
Product Author Bios
DAVID J. ANDERSON has been in the software business for more than 20 years, with experience as a developer and manager in start-up environments and in three of the world's largest companies. He was a member of the team that created Feature Driven Development. David is currently Director of Emerging Technology with 4thpass Inc., a Motorola subsidiary based in Seattle, WA.
"This book does a good job of describing the methods employed at Sprintpcs.com ... over 250 people practicing Feature Driven Development and reporting their progress to me at the monthly operations review."
--Scott B. Relf, Chief Marketing Officer, Sprint PCS
"A tremendous contribution to the literature in the field. This should be required reading for all development teams going forward."
--John F. Yuzdepski, VP & GM, Openwave Systems
A breakthrough approach to managing agile software development, Agile methods might just be the alternative to outsourcing. However, agile development must scale in scope and discipline to be acceptable in the boardrooms of the Fortune 1000. In Agile Management for Software Engineering, David J. Anderson shows managers how to apply management science to gain the full business benefits of agility through application of the focused approach taught by Eli Goldratt in his Theory of Constraints.
Whether you're using XP, Scrum, FDD, or another agile approach, you'll learn how to develop management discipline for all phases of the engineering process, implement realistic financial and production metrics, and focus on building software that delivers maximum customer value and outstanding business results.Coverage includes:
- Making the business case for agile methods: practical tools and disciplines
- How to choose an agile method for your next project
- Breakthrough application of Critical Chain Project Management and constraint-driven control of the flow of value
- Defines the four new roles for the agile manager in software projects-- and competitive IT organizations
Whether you're a development manager, project manager, team leader, or senior IT executive, this book will help you achieve all four of your most urgent challenges: lower cost, faster delivery, improved quality, and focused alignment with the business.
24 of 27 people found the following review helpful
This review is from: Agile Management for Software Engineering: Applying the Theory of Constraints for Business Results (Paperback)Abraham Lincoln once asked something like, "If you call a tail a leg, how many legs does a dog have?" The answer is four. "Just because you call a tail a leg doesn't make it so." Just because you want to call some development practice "Agile" doesn't make it so. In this book, David Anderson makes a case for calling Theory of Constraints the underlying definition of Agile software development practices. The principle tie is that a key measure in the Theory of Constraints is called Throughput; the amount of value delivered to the customer. Agile methods pride themselves as delivering value to the customer quickly. Based on the Theory of Constraints definition, the Feature Driven Development (FDD) method, Anderson's personal expertise, turns out to be the most Agile of all.
In making the case for the Theory of Constraints based approach, Anderson has given us a lot of formulas and metrics for looking at software projects. This is the most thorough treatment of the subject I... Read more
7 of 8 people found the following review helpful
The Science of Agile,
This review is from: Agile Management for Software Engineering: Applying the Theory of Constraints for Business Results (Paperback)Agile methods are all the rage these days, and with good reason: they work. Unfortunately, current practice is largely a hodgepodge of rules of thumb rather than a consistent theory derivable from basic, verifiable assumptions.
That's where David Anderson's book comes into play. David explores the foundations from which most of the Agile concepts can be derived. While most of the concepts are borrowed from manufacturing, David does an excellent job of explaining how they relate to software. The book is very well written, the graphics are excellent, and the concepts are ones that anyone involved with software will need to master if they want to stay competitive.
Excellent work, david.
17 of 23 people found the following review helpful
Nice theoretical grounding, but plodding and poorly edited,
This review is from: Agile Management for Software Engineering: Applying the Theory of Constraints for Business Results (Paperback)The accounting-based framework for assessing the value contributions of a team seem like an effective way of measuring Agile products and whether or not they're good for the company.
Unfortunately, the book was full of distracting grammar and even *spelling* errors. It also had a serious tendency to use a lot of acronyms / variables for concepts, but didn't bother to even quickly re-expand the name when they hadn't been used for a couple of chapters and jumped back up again. Plodding from chapter to chapter, it builds up formulae with just enough description to bury you in the details of the relationships between the variables, without actually conveying examples of what the variables represent in real life projects.
For being as formula-oriented as this book was, I would've expected to see a detailed example of a project, assessment of it as it went along, and the calculations of the value being delivered by the project. There were a few hypothetical examples, but nothing that... Read more
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Online Sample Chapters
Table of Contents
SECTION I. AGILE MANAGEMENT.
SECTION II. A SURVEY OF METHODS.
SECTION III. COMPARISON OF METHODS.
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