Changing Software Development

Explains why software development is an exercise in change management and organizational intelligence.

Autorentext
Allan Kelly worked as a developer for over 10 years, and now helps software teams and companies improve their ability to deliver software. Patterns, other writing and more information can be found on his website: http://www.allankelly.net

Klappentext

"Successful companies have known the importance of continuous change and learning for a long time; this is the first book that describes these concepts in an organic way in the context of software development. A must read for everybody involved in this business." Giovanni Asproni, Director, Asprotunity Limited "Do you want to improve software development in your organization? Do you believe in agile methodologies but struggle to introduce them? You will find help in this book. Allan has done an excellent job of combining modern business management principles with modern software methodology so you can draw on the knowledge of both business and software experts." Lise B. Hvatum, Software Development Manager, Schlumberger Changing Software Development links the software world of technology and processes to the business world of knowledge, learning and change. This book explains why software development is an exercise in change management and organizational intelligence. Using knowledge management theory, the author gives developers and managers the tools to enhance learning and adopt new innovative approaches such as Agile and Lean software development. This book is peppered with practical advice and case studies to explain how and why knowledge, learning and change are important in the development process. In addition, Allan offers direct actions that can be undertaken to enhance and build a learning environment. Chapter highlights include: Understanding Agile Development Information Technology - Bringer of Change Change Model Making Change Happen Changing Software Development provides the necessary skills in change management to enable developers to use new approaches to deliver successful projects.

Inhalt

Contents Preface Acknowledgements 1 Introduction 1.1 Why read this book? 1.2 Who are software developers? 1.3 Software developers are knowledge workers 1.4 Drucker's challenge 1.5 Prototype of future knowledge workers 1.6 Software: embedded knowledge 1.7 Authority and leadership 1.8 Practical theory 1.9 Begin with yourself 1.10 Book organisation 2 Understanding Agile 2.1 Roots of Agile thinking 2.2 Positioning Agile 2.3 Common practices of Agile teams 2.4 Applicability outside of software development 2.5 Conclusion 3 Knowledge 3.1 The difference between Knowledge and Information 3.2 Knowledge into action 3.3 Explicit and Tacit knowledge 3.4 Sticky knowledge 3.5 Problems with knowledge 3.6 Where is knowledge in software development? 3.7 Knowledge creations 3.8 Conclusion 4 Learning 4.1 Three knowledge domains 4.2 Developing software is learning 4.3 Learning benefits your business 4.4 Learning theories 4.5 Learning, change, innovation, problem solving 4.6 The role of leaders 4.7 Seed learning 4.8 Conclusion 5 The learning organisation 5.1 Defining the learning organisation 5.2 The infinite and the finite game 5.3 Layers of the organisations 5.4 Learning in practice: Senge's view 5.5 Blocks to learning 5.6 Conclusion 6 Information Technology - the bringer of change 6.1 Change 6.2 Benefits of technology change 6.3 Change is what IT people do to other people 6.4 Software projects fail: why are we surprised? 6.5 Change starts with business requirements 6.6 Conclusion 7 Understanding change 7.1 Defining change 7.2 Change spectrum 7.3 Radical change 7.4 Routine change in software development 7.5 Continuous improvement 7.6 Charting a course 7.7 Internal and External forces for change 7.8 Conclusion 8 Change models 8.1 Learning and Change 8.2 Lewin's change theory 8.3 Satir's theory of change 8.4 Kotter 8.5 Theory E and Theory O of change 8.6 Appreciative inquiry 8.7 Models, models, models 8.8 Motivating change 8.9 When not to change 8.10 Conclusion 9 Making change happen 9.1 Build a case for change 9.2 Slack in action: make time and space for learning and change 9.3 Leading the change 9.4 Create feedback loops 9.5 Remove barriers 9.6 Conclusion 10. Individuals and empowerment 10.1 Involve people 10.2 Coaching 10.3 Empowerment 10.4 That difficult individual 10.5 Developing the next leaders 10.6 Time to go 10.7 Conclusion 11. Rehearsing tomorrow 11.1 Future memories 11.2 Planning 11.3 Change events 11.4 Outsiders 11.5 Conclusion 12 New beginnings 12.1 The change problem 12.2 Bottom-up over top-down 12.3 Begin with yourself 12.4 Making learning happen 12.5 Create a vision, draw up a plan 12.6 Three interlocking ideas 12.7 Change never ends 12.8 Conclusion Further reading Agile and Lean software development Business Knowledge Learning and Change Other References Index