Changing software development learning to be 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...
| Autor principal: | |
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| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Chichester, England ; Hoboken, NJ :
John Wiley
c2008.
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| Edición: | 1st edition |
| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009627545406719 |
Tabla de Contenidos:
- Changing Software Development: Learning to be Agile; Contents; Preface; Acknowledgements; Chapter 1 Introduction; 1.1 Why Read this Book?; 1.1.1 Learning for Agility; 1.1.2 Learning Creates Competitive Advantage; 1.1.3 Good People Like Learning; 1.2 Who are Software Developers?; 1.3 Software Developers are Knowledge Workers; 1.4 Drucker's Challenge; 1.5 The 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 The Organization of the Book; Chapter 2 Understanding Agile
- 2.1 The Roots of Agile Thinking 2.2 Positioning Agile; 2.2.1 What is Lean?; 2.2.2 What is a Learning Organization?; 2.3 Common Practices of Agile Teams; 2.3.1 Quality; 2.3.2 Business Priorities; 2.3.3 Design; 2.3.4 Predictable Schedules and Time Boxes; 2.3.5 Feedback and Communication; 2.3.6 The New Bargain; 2.4 Applicability Outside of Software Development; 2.5 Conclusion; Chapter 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
- 3.5.1 Knowledge Can't be Mass-produced 3.5.2 Knowledge Flows; 3.5.3 The Uniqueness of Knowledge; 3.5.4 Business Strategy and the Form of the Organization; 3.6 Where is Knowledge in Software Development?; 3.6.1 Codification; 3.6.2 Specification; 3.6.3 Hand-over; 3.6.4 The Documentation Myth; 3.7 Knowledge Creation; 3.8 Conclusion; Chapter 4 Learning; 4.1 Three Knowledge Domains; 4.2 Developing Software is Learning; 4.3 Learning Benefits Your Business; 4.4 Learning Theories; 4.4.1 Single-loop and Double-loop Learning; 4.4.2 Learning Styles; 4.5 Learning, Change, Innovation and Problem Solving
- 4.6 The Role of Leaders 4.7 Seed Learning; 4.7.1 Personal Reflection; 4.7.2 Training Courses; 4.7.3 Talk Programmes; 4.7.4 Conferences; 4.7.5 Company Libraries; 4.7.6 Book Study Groups; 4.7.7 Wikis; 4.7.8 Blogs; 4.7.9 Searchable Intranets; 4.7.10 Welcome Debate; 4.8 Conclusion; Chapter 5 The Learning Organization; 5.1 Defining the Learning Organization; 5.1.1 Companies Learn through People; 5.1.2 The Role of IT in Organizational Learning; 5.1.3 Technology Domination; 5.1.4 The Search for Good People; 5.2 The Infinite and the Finite Game; 5.3 The Layers of the Organization
- 5.3.1 Trust and Honesty5.3.2 Slack; 5.4 Learning in Practice: Senge's View; 5.4.1 Personal Mastery; 5.4.2 Shared Vision; 5.4.3 Team Learning; 5.4.4 Mental Models; 5.4.5 Systems Thinking; 5.4.6 And Reflection; 5.5 Blocks to Learning; 5.5.1 Invisibility; 5.5.2 Camouflage; 5.5.3 Personal Defences; 5.5.4 Micro-projects and Solo Developers; 5.5.5 Resource Pools; 5.5.6 Failure to Act; 5.6 Conclusion; Chapter 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?
