A Tale of Two Systems: Lean and Agile

CEO Evan Nogelmeyer discovers to his dismay that in today's business world, technology is not just for technologists. But does he discover this soon enough and once he does, does he have the tools and the business savvy he needs to stave off disaster? Evan and his team are all well-intentioned, successful business leaders with advanced degrees and backgrounds in marketing and business. But, without technical backgrounds, do they have what it takes to manage the technology overhaul so critical to the very survival of their company and the future of their own careers?

Acknowledgments	p. ix
Introduction	p. xi
Prologue	p. xxiii
The First 6 Months: September 2005-February 2006
Kicking Off Project 1- TRIM: The "Troubled-Real- Estate Information Management" Project	p. 3
Kicking Off Project 2: The Cremins United Project	p. 13
Two Different Approaches to the Two Different Projects	p. 27
Understanding Lean and Agile Development	p. 35
The CU Project Team Will Follow "The Process"	p. 47
The CU Project Imposes Technology Architecture from the Top	p. 53
Setting Expectations for the CU Project: How Iron Is the Triangle?	p. 63
Don't Shoot the Messenger: The CU Project Team Meets with Management	p. 75
Cutting CU Project Development Time-by a Year	p. 83
Planning the TRIM Project	p. 87
Planning and Managing TRIM's 1-Month Sprints	p. 101
Status Update for Both Projects	p. 109
The CU Project's Buy versus Build Decision	p. 119
Drawing Boundaries and Tailoring Methods	p. 133
The TRIM Project's First Sprint Demo: A Bit behind Schedule, but Catching Up	p. 139
The CU Project Requirements Handoff: An Uneasy Transition	p. 153
The Second 6 Months: March 2006-August 2006
The CU Project Leaders Visit the TRIM Team	p. 169
Checking on the CU Project's Development: Green for Go or Screaming Red?	p. 185
A Status Check: TRIM Is OK, but CU May Be in Trouble	p. 203
Year 2: September 2006-February 2007
A Dismal Reality Check for the CU Team	p. 213
The TRIM System Goes Live: Managing Problems and Growth	p. 227
The CU Project Is Finally Officially Code Complete	p. 243
CU Project Retrospective: Slip Charts and Some Towering Expertise (Too Late)	p. 251
The Beginning of the End: The Last 6 Months of 2 Years of Work
18 Months In: Status Updates for Both Projects	p. 263
The Decision to Go Live with the CU System	p. 271
Final Lessons for Leaders
Epilogue: What We Learned from the TRIM and CU Projects	p. 281
Teams of Responsible Experts-Taking Initiative, Learning, Teaching, Negotiating, and Creating	p. 282
Project Leaders Acting as Entrepreneurs and System Designers, Rather Than as Bureaucratic Managers	p. 287
Focus on Business Value and Delivery	p. 289
Be Humble	p. 292
Index	p. 297
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A Tale of Two Systems: Lean and Agile Software Development for Business Leaders

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