By Andrew Thu Pham
Business-Driven IT-Wide Agile (Scrum) and Kanban (Lean) Implementation: An motion consultant for company and IT Leaders explains the way to bring up IT supply functions by utilizing Agile and Kanban. Factoring in consistent switch, verbal exchange, a feeling of urgency, transparent and measurable ambitions, political realities, and infrastructure wishes, it covers the entire materials required for achievement.
Using real-world examples, this functional advisor illustrates the best way 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 reports in addition to quite a few templates to facilitate realizing and kick-start implementation.
Explaining the way it and enterprise administration can interact to figure out company pursuits that force this IT-wide project, the e-book hands you with actionable recommendations that may be positioned to exploit instantly in any IT division, despite size.
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Extra info for Business-Driven IT-Wide Agile (scrum) and Kanban (Lean) Implementation: An Action Guide for Business and IT Leaders
In the meantime, Kanban as a Lean method applied to software development came about and has proven its worth in software support and maintenance, with some successful applications in software development, either as a complement or even a replacement of Agile processes. To help readers clearly understand what Agile and Lean are, as well as learn the distinction and similarities between the two, the next chapter will review both Agile (including Scrum) and Kanban (as part of Lean), before we delve into the meat of our business-Â�driven large-Â�scale process improvement framework.
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 Before digging deep into our new software delivery improvement framework, let’s review a case study (inspired from the real world) to see why Agile (including Scrum) may not be enough or the right solution for an IT organization’s process needs. As you will see, it is sometimes a combination of Kanban (Lean) and Agile/Â�Scrum (preliminary case study #1) or Kanban (preliminary case study #2) that will do the trick.
Give them the environment and support they need, and trust them to get the job done. The most efficient and effective method of conveying information to and within a development team is face-Â�to-Â�face conversation. Working software is the primary measure of progress. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. Continuous attention to technical excellence and good design enhances agility. Simplicity—the art of maximizing the amount of work not done—is essential.