Changing Software DevelopmentLearning to Become Agile
Changing Software Development explains why software development is an exercise in change management and organizational intelligence. An underlying belief is that change is learning and learning creates knowledge. By blending the theory of knowledge management, developers and managers will gain the tools to enhance learning and change to accommodate new innovative approaches such as agile and lean computing. Changing Software Development is peppered with practical advice and case studies to explain how and why knowledge, learning and change are important in the development process. Today, managers are pre-occupied with knowledge management, organization learning and change management; while software developers are often ignorant of the bigger issues embedded in their work. This innovative book bridges this divide by linking the software world of technology and processes to the business world of knowledge, learning and change.
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. Futher Reading. References. Index.
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
"Where a situation involves change, the solution involves learning. If you don't believe that this applies to software development, this book will set you straight. If you do believe it, this book will help you go about it. Either way, you'll learn something." Kevlin Henney
“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.
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