Agile Management for Software Engineering Applying the Theory of Constraints for Business Results

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ISBN: 9780131424609 | 0131424602
Cover: Paperback
Copyright: 9/17/2003

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& bull; Helps managers combat the biggest business complaints about software (late, doesn't deliver as promised, over-budget, etc.) & lt;br/ & gt; & bull; Aids in selecting the most useful aspects of Agile methods for a particular project & lt;br/ & gt; & bull; Learn to place software initiatives in close alignment with overall business goals

Foreword

xxi

Introduction

xxv

Acknowledgements

xxxv

SECTION 1 Agile Management

(160)

chapter 1 Theories for Agile Management

(10)

The Theory of Constraints

(1)

Just-in-Time Inventory

(1)

Quality

(1)

Lean Production

(1)

Six Sigma

(1)

Comparison of Theories

(1)

Scientific Proof for Agile Management

(2)

Empirical Versus Defined Processes

(1)

Convergent Versus Divergent Processes

(1)

Chaos Theory and Uncertainty

(1)

Systems Thinking and Learning Organizations

(1)

Emergence

(1)

Summary

(1)

chapter 2 Management Accounting for Systems

(16)

A General System

(2)

Detail Complexity Versus Systems Complexity

(1)

Throughput Accounting for General Systems

(2)

A System of Software Development

(1)

A More Complex Software Development System

(2)

The System Goal

(1)

Financial Metrics for General Business Systems

(1)

Financial Metrics for Software Development Systems

(1)

Predicting the Future

(1)

Framing the Problem

(1)

Understanding Software Production in the Value Chain

(1)

Throughput Accounting Versus Cost Accounting

(3)

Summary

(1)

chapter 3 TOC in Software Production

(8)

TOC's Five Basic Steps

(1)

Identify and Exploit Constraints

(3)

Perishable Requirements

(1)

Idleness Might Breed Contempt

(1)

Elevating a Constraint

(1)

Focus of Investment

(1)

1s the 8-Hour Day the Best Choice of System Constraint?

(1)

Summary

(2)

chapter 4 Dealing with Uncertainty

(12)

The Five Constraints of Software Development

(9)

Aggregation Reduces Uncertainty

(1)

Summary

(2)

chapter 5 Software Production Metrics

(6)

Choosing Metrics

(1)

Agile Software Production Metrics

(1)

Traditional Software Production Metrics

(1)

Measuring Inventory in the Software Production System

(1)

Expressions of Inventory

(1)

Measuring Production Quantity

(1)

Lead Time

(1)

OE per Unit

(1)

Summary

(1)

chapter 6 Agile Project Management

(8)

Traditional Versus RAD Model for Project Management

(1)

Task Planning and Effort Tracking

(3)

The Project Manager's New Work

(1)

Summary

(3)

chapter 7 Agile Project Planning

(10)

The Project Buffer

(1)

Logical Collections of Inventory

(1)

The Critical Path and Parallel Paths

(1)

Early Start

(1)

Late Start

(1)

Feeding Buffers

(1)

Buffer Usage

(1)

Agile Project Tracking Metrics

(1)

Resource Constraints

(2)

Critical Chain Versus Critical Path

(1)

Summary

(2)

chapter 8 The Agile Manager's New Work

(4)

New Roles for Agile Managers

(1)

Development Manager Role

(1)

The Program or Release Manager Role

(1)

Product Manager Role

(1)

Project Manager Role

(1)

Roles Versus Positions

(1)

chapter 9 Agile Development Management

(18)

The Role of the Development Manager

(1)

Identifying Flow

(2)

Identifying a Bottleneck

(1)

The True Cost of a Bottleneck

(1)

Recovering and Stretching Software Production Constraints

(1)

The True Cost of Poor Quality

(4)

Regression Effects

(1)

Improve Quality in Front of a Bottleneck

(2)

How Batch Sizes Affect Flow

(2)

Monitoring Cumulative Flow

(3)

Visual Control

(1)

Summary

(1)

chapter 10 Software Resource Planning

(10)

Manufacturing Resource Planning (MRP)

(1)

Drum Beat

(1)

Planning Release of Requirements into the System

(7)

Summary

103

(2)

chapter 11 An Agile Maturity Model

105

(4)

A New Maturity Model

105

(2)

Summary

107

(2)

chapter 12 Setting the Governing Rules

109

(8)

Allow Adaptive Behavior to Emerge

109

(1)

The Role of the Agile Executive

109

(1)

Reinertsen's Three Tiers of Control

109

(1)

The Process Improvement Problem

110

(1)

The Problem with Production Rate Metrics

111

(1)

Governing Rules as Maturity Increases

111

(1)

Governing Rules for Managers

112

(3)

Governing Rules for Engineers

115

(1)

Team Measurements

115

(2)

chapter 13 Staffing Decisions

117

(6)

Turnover

117

(1)

Loss of Throughput on a Constraint

118

(1)

Understanding the System Constraint is Essential

119

(1)

Outsource Decisions

120

(3)

chapter 14 Operations Review

123

(8)

Purpose

123

(1)

Attendees

123

(1)

Timing

124

(1)

Information Rather Than Data

124

(4)

Summary

128

(3)

chapter 15 Agile Management in the IT Department

131

(6)

Corporate IT's Value-Added Contribution

131

(2)

Learning from Financial Metrics

133

(1)

A More Profitable Corporate IT Department

134

(2)

Summary

136

(1)

chapter 16 Agile Product Management

137

(12)

Sales and Throughput

137

(1)

Learning Is Not Restricted to Engineering

138

(1)

Management Accounting for Product Development

138

(1)

Throughput Accounting for Software Product Development

139

(1)

Appropriateness of the Time-Based Throughput Model

140

(1)

Cost Accounting for Software Product Development

141

(1)

Throughput Versus Cost Models

141

(1)

Making On-Going Investment

142

(1)

Product Mix

142

(1)

Managing the Scope Constraint

143

(1)

Product Mix When Revenue Is the Goal

144

(2)

Product Mix and the Effect on Investment

146

(1)

Product Mix, Risk, and Delay and the Effect on Operating Expense

146

(2)

Summary

148

(1)

chapter 17 Financial Metrics for Software Services

149

(6)

Defining a Software Service

149

(1)

Service Business Economics

150

(1)

Determining Throughput for Software Services

150

(1)

Operating Expense for Services

151

(1)

Net Profit for Services

152

(1)

Return on Investment for Services

152

(1)

Attributing a Value to a Release

152

(1)

Profit and R01 by Service Release

153

(1)

Product Mix

154

(1)

Dealing with Uncertainty

154

(1)

chapter 18 The Business Benefit of Agile Methods

155

(6)

The Principles of Agile Methods

155

(3)

More Than Agility

158

(1)

Making Profitable Development Happen

158

(3)

SECTION 2 A Survey of Methods

161

(108)

chapter 19 Production Metrics for Traditional Methods

163

(14)

SDLC

163

(8)

Unified Development Process

171

(6)

chapter 20 Financial Metrics in Traditional Methods

177

(4)

Inventory

177

(1)

Investment

177

(1)

Operating Expense

178

(1)

Throughput

179

(1)

Net Profit in Structured Methods

179

(1)

Return on Investment in Structured Methods

179

(1)

Accounting for Change

180

(1)

chapter 21 Production Metrics in FDD

181

(10)

Overview of Feature Driven Development (FDD)

181

(3)

Feature Definition

184

(1)

Agile Management Theory and FDD

185

(1)

Process Steps and FDD

185

(1)

Estimating OE for an FDD Project

186

(1)

The Modeling Rule of Thumb

186

(1)

Level of Effort Estimation in FDD

186

(2)

Formulae for Success

188

(3)

chapter 22 Project Management with FDD

191

(10)

Self-Organizing Construction within Planned Assembly

191

(1)

Feature Sets

191

(1)

Build Batches

191

(1)

User Interface Feature Sets

192

(1)

Subject Areas

193

(1)

The Feature Lifecycle

193

(1)

Process Control in FDD

193

(1)

Estimates Versus Agreed Function

194

(1)

Scheduling an FDD Project

195

(1)

Scheduling Subject Areas and Feature Sets

195

(2)

FDD Knowledge

197

(2)

Management System and Visual Control

199

(1)

Executive Management Metrics in FDD

200

(1)

chapter 23 FDD Process Elements Explained

201

(20)

Exploiting Engineering Resources

201

(1)

The File Access Constraint-Class Ownership

202

(1)

The Developer Resource Constraint Feature Teams and the Surgical Team

202

(1)

The Setup Time Constraint-Chief Programmer Work Packages

203

(1)

Batch Size

204

(1)

The Scope Constraint-Prioritized Feature Lists

204

(3)

The Time Constraint and Buffers

207

(2)

The Budget Constraint-Inventory Cap and Buffer

209

(1)

The Test Bottleneck

210

(1)

Advanced Modeling Techniques

211

(1)

Inventory Management in FDD

212

(1)

Morning Roll Call

213

(2)

How FDD Improves the S-Curve Effect

215

(1)

The Time Constraint Revisited

216

(3)

The Local Safety Problem

219

(1)

Exploiting Heroic Effort

219

(2)

chapter 24 Financial Metrics in FDD

221

(4)

Inventory in FDD

221

(1)

Investment in FDD

221

(1)

Operating Expense in FDD

222

(1)

Throughput in FDD

223

(1)

Value-Added in FDD

223

(1)

Return on Investment in FDD

224

(1)

Accounting for Change

224

(1)

Accounting for Rework

224

(1)

Avoid Double-Counting

224

(1)

chapter 25 Production Metrics in Extreme Programming

225

(8)

Metrics in XP

225

(1)

Raw Material

225

(1)

Inventory

225

(1)

Tasks

226

(1)

Throughput

227

(1)

Production Rate

227

(1)

Inventory Tracking

227

(1)

Lead Time

228

(1)

Process Step Time

228

(1)

Inventory Cap

229

(1)

Investment

229

(1)

Risk Philosophy

229

(1)

Testing

229

(1)

Pipelining

229

(1)

Refactoring

230

(1)

Metrics for Up-Management in XP

230

(3)

chapter 26 XP Process Elements Explained

233

(10)

Assessing User Stories

233

(1)

Prioritizing Stories

234

(1)

Option Theory

234

(1)

The Planning Game

234

(1)

Continuous Integration

235

(1)

Integration Testing

235

(1)

Pair Programming

236

(2)

Stand-Up Meeting

238

(1)

Unit Testing

238

(1)

Collective Ownership

239

(1)

Refactoring

239

(1)

40-Hour Week

240

(1)

On-Site Customer

240

(1)

Generalists

240

(1)

Elimination Versus Protection, Subordination, and Elevation

241

(2)

chapter 27 Financial Metrics in XP

243

(8)

Inventory in XP

243

(1)

Investment in XP

243

(1)

Operating Expense in XP

244

(1)

Throughput in XP

244

(1)

Net Profit in XP

244

(1)

Return on Investment in XP

245

(1)

Accounting for Change

245

(1)

Accounting for Rework

245

(1)

The Cost of Change Curve

246

(5)

chapter 28 Production Metrics in Scrum

251

(8)

Background

251

(1)

Raw Material

252

(1)

Inventory

252

(1)

Throughput

253

(1)

Production Rate

253

(1)

Metrics

254

(1)

Sprint Planning and Project Management

254

(1)

Inventory Tracking

254

(1)

Lead Time

254

(1)

Process Step Time

255

(1)

No Expediting

255

(1)

Inventory Cap

255

(1)

Investment

255

(1)

Risk Philosophy

256

(1)

Testing

256

(1)

Pipelining

256

(1)

Refactoring

257

(1)

Metrics for Up-Management in Scrum

257

(2)

chapter 29 Scrum Process Elements Explained

259

(6)

The Scrum Master

259

(1)

The Product Backlog

259

(1)

The 30-Day Sprint

260

(1)

Release

260

(1)

The Sprint Goal Commitment

261

(1)

The Scrum Meeting

261

(1)

Team Size

261

(1)

Team Composition

262

(1)

Working Environment

262

(1)

The Sprint Review

263

(1)

Engineering Practices

263

(2)

chapter 30 RAD Process Elements Explained

265

(4)

Principles of RAD

265

(1)

Inventory Cap

265

(1)

Lead Time

266

(1)

Operating Expense

266

(1)

Limits of RAD Methods

266

(3)

SECTION 3 Comparison of Methods

269

(32)

chapter 31 Devil's Advocacy

271

(6)

Traditional Metrics Versus Agile Principles

271

(1)

Specialists Versus Generalists

272

(2)

Adding More People Makes Projects Later

274

(3)

chapter 32 States of Control and Reducing Variation

277

(10)

The Ideal State

279

(1)

The Threshold State

279

(1)

The Edge of Chaos State

280

(1)

Chaos

280

(1)

Comprehending the Known Universe

280

(1)

Improving Analysis and Modeling Maturity

281

(1)

Improving the Process Maturity

282

(1)

FDD Focuses on Variance as Well as Quality and Inventory

283

(1)

XP Focuses on Quality and Short Lead Times

284

(1)

Comparison of Method Focus

285

(1)

Seek Process Maturity

285

(2)

chapter 33 Comparison of Production Metrics

287

(4)

FDD

287

(1)

Extreme Programming

288

(1)

Scrum

288

(1)

Traditional Methods-Function Points

289

(1)

Traditional Methods-UDP

289

(1)

Summary

290

(1)

chapter 34 Applicability of Agile Methods

291

(10)

Dividing up the Process Space

291

(2)

What is Agility?

293

(1)

Scale Versus Ability to Expedite

294

(1)

Statistical Process Control and Agile Methods

295

(2)

What Does This Mean?

297

(1)

Transferable Quality Improvement

297

(3)

Summary

300

(1)

Index

301

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Agile Management for Software Engineering Applying the Theory of Constraints for Business Results

Summary

Author Biography

Table of Contents

Supplemental Materials

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Rent More, Save More! Use code: BBRENTAL

5% off 1 book, 7% off 2 books, 10% off 3+ books

Agile Management for Software Engineering Applying the Theory of Constraints for Business Results

Summary

Author Biography

Table of Contents

Supplemental Materials

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