In the 1980s and 1990s, the software development industry was approaching a crisis as projects executed using traditional waterfall methodologies were taking longer and longer. Have a Centralized Point-Of-Contact for Suppliers LEAN LEADERSHIP Model Created by Mary & Tom Poppendieck in 2010 Integrates leadership, lean thinking & agile methods Goal is a customer-driven pull-system for leadership 18 Poppendieck, M, & Poppendieck, T. (2010). For software leaders and team members, some frames lead to long-term failure, while others offer a strong foundation for success. 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Chapter 6: Aligned Leaders, on Leading Lean Software Development: Results Are not the Point, Emerging Innovations in Agile Software Development, Lean IT: Enabling and Sustaining Your Lean Transformation, Disciplined Agile Delivery: A Practitioner's Guide to Agile Software Delivery in the Enterprise, Software Methodologies: A Quantitative Guide, The IFPUG Guide to IT and Software Measurement, Incremental Software Architecture: A Method for Saving Failing IT Implementations, Learning DevOps: Continuously Deliver Better Software, Systems thinking: focusing on customers, bringing predictability to demand, and revamping policies that cause inefficiency, Technical excellence: implementing low-dependency architectures, TDD, and evolutionary development processes, and promoting deeper developer expertise, Reliable delivery: managing your biggest risks more effectively, and optimizing both workflow and schedules, Relentless improvement: seeing problems, solving problems, sharing the knowledge, Great people: finding and growing professionals with purpose, passion, persistence, and pride, Aligned leaders: getting your entire leadership team on the same page, Title: Leading Lean Software Development: Results Are not the Point. Part 4 Lean Management Best Practices. The Poppendiecks organize this book around the crucial concept of frames, the unspoken mental constructs that shape our perspectives and control our behavior in ways we rarely notice. Leading Lean Software Development: Results Are not the Point originally written by Mary Poppendieck, Tom Poppendieck. For software leaders and team members, some frames lead to long-term failure, while others offer a strong foundation for success. Part 4 Lean Management Best Practices. From the world’s number one experts in Lean software development, Leading Lean Software Development will be indispensable to everyone who wants to transform the promise of lean into reality—in enterprise IT and software companies alike. 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Buy Leading Lean Software Development: Results Are not the Point (Addison-Wesley Signature) 1 by Poppendieck, Mary, Poppendieck, Tom (ISBN: 9780321620705) from Amazon's Book Store. Everyday low prices and free delivery on eligible orders. Book Promo Winner - Leading Lean Software Development: Results Are not the Point - Tuesday, December 15th 2009 As noted in the Book Promotion Eligibility Requirements and Legal type stuff, the winners have 8 days to submit their information. Development” (2008), an organizational focus on leadership development results in: • Becoming 84 percent more effective at raising the quality of the leadership “pipeline;” ... and lean toward different solutions. LEAN methodology comes from the manufacturing sector, while Agile methodology comes from software development. Read Online Leading Lean Software Development Results Are Not The Point Mary Poppendieck statement leading lean software development results are not the point mary poppendieck as competently as review them wherever you are now. It’s a long-term process and needs a management framework. Adapted from the Toyota Production System, it is emerging with the support of a pro-lean subculture within the Agile community. Click the button link here. 1: My Life as a Weapon (Marvel NOW! 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