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Product Description
Building on their breakthrough bestsellers Lean Software Development and Implementing Lean Software Development, Mary and Tom Poppendieck’s latest book shows software leaders and team members exactly how to drive high-value change throughout a software organization—and make it stick. They go far beyond generic implementation guidelines, demonstrating exactly how to make lean work in real projects, environments, and companies.
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. For software leaders and team members, some frames lead to long-term failure, while others offer a strong foundation for success. Drawing on decades of experience, the authors present twenty-four frames that offer a coherent, complete framework for leading lean software development. You’ll discover powerful new ways to act as competency leader, product champion, improvement mentor, front-line leader, and even visionary.
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. For software leaders and team members, some frames lead to long-term failure, while others offer a strong foundation for success. Drawing on decades of experience, the authors present twenty-four frames that offer a coherent, complete framework for leading lean software development. You’ll discover powerful new ways to act as competency leader, product champion, improvement mentor, front-line leader, and even visionary.
- 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
From the Back Cover
Building on their breakthrough bestsellers Lean Software Development and Implementing Lean Software Development, Mary and Tom Poppendieck’s latest book shows software leaders and team members exactly how to drive high-value change throughout a software organization—and make it stick. They go far beyond generic implementation guidelines, demonstrating exactly how to make lean work in real projects, environments, and companies.
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. For software leaders and team members, some frames lead to long-term failure, while others offer a strong foundation for success. Drawing on decades of experience, the authors present twenty-four frames that offer a coherent, complete framework for leading lean software development. You’ll discover powerful new ways to act as competency leader, product champion, improvement mentor, front-line leader, and even visionary.
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. For software leaders and team members, some frames lead to long-term failure, while others offer a strong foundation for success. Drawing on decades of experience, the authors present twenty-four frames that offer a coherent, complete framework for leading lean software development. You’ll discover powerful new ways to act as competency leader, product champion, improvement mentor, front-line leader, and even visionary.
- 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
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Customer Reviews
Most Helpful Customer Reviews
2 of 2 people found the following review helpful
Format:Paperback
If I'm not jumping up and raving about this book it's because I've already read Tom and Mary's previous two books. While the second book was, in my opinion, brilliant; this is merely very good. The insights come thick and fast again; the stories to outline the points are again well selected. While the previous books were about the toolbox and the ways of thinking about Lean Software Development, this goes more into the enclosing context. This book is about the big picture. It gives us a framework for thinking, and starts populating that framework with challenging ideas. I heard Mary say recently, "In root cause analysis you know you've got to a root cause when you get down to a belief that is wrong". This book shows us where many of our beliefs may be wrong; how if we change our beliefs we may think in different ways, act in different ways and get different outcomes. The examples show where these different ways have been shown to be better, and guide us through the beliefs and thinking that led to the better outcomes. Somehow, I suspect that if I'd waited another couple of months until these ideas settle into my mind, I might rate this book equally with their second. But step back and look at the big picture - among all the other books on software development, this already ranks among the greats.
1 of 1 people found the following review helpful
Format:Paperback
Yet another great book by Mary and Tom Poppendieck. It follows on from their first 2 books, introducing more principles of lean software management.
This is a book for anyone managing a software team, dept or company. I'm sure the book will generate some good ideas and insights for your team, no matter who you work for.
For example, the book discusses Failure Demand ( the amount of time you spend doing things because the system doesn't work well - ie answering support calls and fixing bugs ).
As always this stuff seems obvious once it's been pointed out - but it isn't obvious.
This is a book for anyone managing a software team, dept or company. I'm sure the book will generate some good ideas and insights for your team, no matter who you work for.
For example, the book discusses Failure Demand ( the amount of time you spend doing things because the system doesn't work well - ie answering support calls and fixing bugs ).
As always this stuff seems obvious once it's been pointed out - but it isn't obvious.
Most Helpful Customer Reviews on Amazon.com (beta)
Amazon.com:
5 reviews
16 of 18 people found the following review helpful
lean - by frames of reference
6 Nov 2009
Format:Paperback
Wow! I was blown away by how good it was. I expected it to be "light reading" as I'd read about many of the concepts elsewhere. Somehow the authors managed to present them all in a thought provoking way. Even the introduction had me scribbling in the margins. As a result, I only finished 5 chapters in a 6 hour flight. I promptly finished the remainder the next morning. A real page turner.
Each of the chapters follow the same format: detailed example of company applying concepts, 4 frames and brief portrait of how used. A frame is a point of view - like a camera frame. There were detailed examples throughout. Each chapter ends with questions to think about - these aren't classroom exercises - they really help. The frames really drew me in - each time I started the next one, I felt the mental shift.
I'm not sure what my favorite part of the book was - between the current examples (banking crisis, Captain Sully, Obama's website), historical ones (Empire State Building construction), clear diagrams, etc.
The beginning of the book really grabbed me. It explained why Southwest Airlines is so much more successful than the traditional airlines. The fact that I was on an airplane at the time helped, but the example stood on its own.
The fact that I didn't go more than 5 pages without writing a note or more than 1-2 pages without underlining something really speaks for itself. The book was great!
Each of the chapters follow the same format: detailed example of company applying concepts, 4 frames and brief portrait of how used. A frame is a point of view - like a camera frame. There were detailed examples throughout. Each chapter ends with questions to think about - these aren't classroom exercises - they really help. The frames really drew me in - each time I started the next one, I felt the mental shift.
I'm not sure what my favorite part of the book was - between the current examples (banking crisis, Captain Sully, Obama's website), historical ones (Empire State Building construction), clear diagrams, etc.
The beginning of the book really grabbed me. It explained why Southwest Airlines is so much more successful than the traditional airlines. The fact that I was on an airplane at the time helped, but the example stood on its own.
The fact that I didn't go more than 5 pages without writing a note or more than 1-2 pages without underlining something really speaks for itself. The book was great!
10 of 11 people found the following review helpful
Not As Satisfying But Still Worthwhile
11 Aug 2010
Format:Paperback|Amazon Verified Purchase
Anything by Mary and Tom Poppendieck is recommended reading but I'm not quite as impressed this time around. To be sure, there is much we can learn here about the application of lean principles to project management and software development. The discussion of value demand vs. failure demand is particularly good. And I couldn't agree more with their assessment of targets and "goals gone wild." Our systems, as well as our people, are what they are; targets will not change their capabilities. We're more likely to produce distortion and cheating than improvement. And "relative goals can motivate competitors to sabotage each other's performance. Thus ranking performance relative to peers can be damaging...if reward systems are based on this ranking." Performance rewards should be "shared equally among all competitors." A number of themes span multiple frames--a weakness of the "frames" construct--and the authors revisit this one several times.
More lessons from Toyota--the darling of every lean study--are helpful even if quotes such as this one now ring hollow: "One of the fundamental elements of TPS [the Toyota Production System] that management must be fully committed to is the `customer first' philosophy."
Frame 6: Quality by Construction is generally helpful but this is where I first began to notice some incendiary rhetoric and straw-man argumentation against waterfall or "sequential" development. For example: "not trying to find [defects] until the end of development" demonstrates "the distorted logic of the sequential frame of reference." Later, in telling the fascinating story of the Empire State Building's construction: "They did not break down the job into tasks" and the project "was not framed by cost, schedule, and scope." Yet they did break down the job into "small batches" and the project was framed by a number of constraints including "$35 million of capital...and May 1, 1931." And "Let's be honest; customers do not need scope. They need to have business goals accomplished"--the definition of scope. And "I often wonder how companies can expect superior performance...when there is no one whose job it is to uncover the strengths of each person and match the job to the individual."
Some concepts advocated here, such as eliminating defects, change control, and work queues, are debatable and sometimes raise more questions than answers. On quality, for instance, the authors quote Edsger Dijkstra who says "effective programmers...should not waste their time debugging--they should not introduce bugs to start with." Bug-free programming is certainly possible but at what cost, even in a lean environment? And on eliminating work queues: "'But,' you protest, `our customers won't tolerate that!' Or `How will we learn what customers want if we turn down their requests?' Or `How will we keep track of what has been discarded?' Or `Won't customers simply keep their own queue?' Or `What do we do with the list we have now?' These are all good questions, and you should search for good answers." Such conclusions are not quite satisfactory. Nonetheless, this work will certainly force you to think and is, therefore, recommended reading.
More lessons from Toyota--the darling of every lean study--are helpful even if quotes such as this one now ring hollow: "One of the fundamental elements of TPS [the Toyota Production System] that management must be fully committed to is the `customer first' philosophy."
Frame 6: Quality by Construction is generally helpful but this is where I first began to notice some incendiary rhetoric and straw-man argumentation against waterfall or "sequential" development. For example: "not trying to find [defects] until the end of development" demonstrates "the distorted logic of the sequential frame of reference." Later, in telling the fascinating story of the Empire State Building's construction: "They did not break down the job into tasks" and the project "was not framed by cost, schedule, and scope." Yet they did break down the job into "small batches" and the project was framed by a number of constraints including "$35 million of capital...and May 1, 1931." And "Let's be honest; customers do not need scope. They need to have business goals accomplished"--the definition of scope. And "I often wonder how companies can expect superior performance...when there is no one whose job it is to uncover the strengths of each person and match the job to the individual."
Some concepts advocated here, such as eliminating defects, change control, and work queues, are debatable and sometimes raise more questions than answers. On quality, for instance, the authors quote Edsger Dijkstra who says "effective programmers...should not waste their time debugging--they should not introduce bugs to start with." Bug-free programming is certainly possible but at what cost, even in a lean environment? And on eliminating work queues: "'But,' you protest, `our customers won't tolerate that!' Or `How will we learn what customers want if we turn down their requests?' Or `How will we keep track of what has been discarded?' Or `Won't customers simply keep their own queue?' Or `What do we do with the list we have now?' These are all good questions, and you should search for good answers." Such conclusions are not quite satisfactory. Nonetheless, this work will certainly force you to think and is, therefore, recommended reading.
2 of 2 people found the following review helpful
Good value
9 Jun 2011
Format:Paperback|Amazon Verified Purchase
This book - as expected from Mary and Tom - is good value for money. Although some of the items are common sense and known to the active practitioner there are still enough gems in it for the experienced reader.
Those who have read the Mary's and Tom's other books on Lean Software Development will find new perspectives and ideas. This book is certainly on the list of books I regularly consult.
Those who have read the Mary's and Tom's other books on Lean Software Development will find new perspectives and ideas. This book is certainly on the list of books I regularly consult.
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