{"product_id":"software-in-30-days-how-agile-managers-beat-the-odds-delight-their-customers-and-leave-competitors-in-the-dust-paperback-softback-9781118206669","title":"Software in 30 Days; How Agile Managers Beat the Odds, Delight Their Customers, and Leave Competitors in the Dust (Paperback \/ softback) 9781118206669","description":"\u003cfont face=\"Georgia\"\u003e\r\n\u003cp\u003e\u003cfont size=\"6\"\u003eSoftware in 30 Days\u003c\/font\u003e\u003cbr\u003e\r\n\u003cfont size=\"5\"\u003eHow Agile Managers Beat the Odds, Delight Their Customers, and Leave Competitors in the Dust\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\r\n\r\n\r\n\u003cp\u003e\u003cfont size=\"4\"\u003eKen Schwaber (Author), Jeff Sutherland (Author)\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e9781118206669, Wiley\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003ePaperback \/ softback, published 27 April 2012\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e216 pages\u003cbr\u003e23.1 x 18.5 x 1.8 cm, 0.318 kg\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\r\n\r\n\r\n\r\n\u003cp align=\"justify\"\u003e\u003cstrong\u003e\u003cfont size=\"3\"\u003e\u003cb\u003eA radical approach to getting IT projects done faster and cheaper than anyone thinks possible\u003c\/b\u003e  \u003cp\u003e\u003ci\u003eSoftware in 30 Days\u003c\/i\u003e summarizes the Agile and Scrum software development method, which allows creation of game-changing software, in just 30 days. Projects that use it are three times more successful than those that don't. \u003ci\u003eSoftware in 30 Days\u003c\/i\u003e is for the business manager, the entrepreneur, the product development manager, or IT manager who wants to develop software better and faster than they now believe possible. Learn how this unorthodox process works, how to get started, and how to succeed. Control risk, manage projects, and have your people succeed with simple but profound shifts in the thinking.\u003c\/p\u003e \u003cp\u003eThe authors explain powerful concepts such as the art of the possible, bottom-up intelligence, and why it's good to fail early—all with no risk greater than thirty days.\u003c\/p\u003e \u003cul\u003e \u003cli\u003eThe productivity gain vs traditional \"waterfall\" methods has been over 100% on many projects\u003c\/li\u003e \u003cli\u003eAuthor Ken Schwaber is a co-founder of the Agile software movement, and co-creator, with Jeff Sutherland, of the \"Scrum\" technique for building software in 30 days\u003c\/li\u003e \u003cli\u003eCoauthor Jeff Sutherland was cosigner of the Agile Manifesto, which marked the start of the Agile movement\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003e\u003ci\u003eSoftware in 30 Days\u003c\/i\u003e is a must-read for all managers and business owners who use software in their organizations or in their products and want to stop the cycle of slow, expensive software development. Programmers will want to buy copies for their managers and their customers so they will know how to collaborate to get the best work possible.\u003c\/p\u003e\u003c\/font\u003e\u003c\/strong\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e\u003cp\u003eAbout the Authors xi\u003c\/p\u003e \u003cp\u003eAcknowledgments xiii\u003c\/p\u003e \u003cp\u003eIntroduction xv\u003c\/p\u003e \u003cp\u003e\u003cb\u003eSection I Why Every Business in the World Can Produce Software in 30 Days 1\u003cbr\u003e \u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eYou are probably frustrated with your software organization. You would like it to be quicker, more flexible, understand your needs better, and help you become more profitable. We look at why you are frustrated and how to fix the problem.\u003cbr\u003e  \u003c\/p\u003e \u003cp\u003e1 The Crisis in Software: The Wrong Process Produces the Wrong Results 3\u003c\/p\u003e \u003cp\u003eMany software organizations follow a development process that guarantees waste, uncontrolled risk, unpredictability, surprises, and low value. We will investigate why this process was chosen, how it guarantees failure, and look and some organizations that have recovered from it.\u003c\/p\u003e \u003cp\u003e2 Scrum: The Right Process Produces the Right Results 17\u003c\/p\u003e \u003cp\u003eThere is a process that is appropriate for software development. When you get your developers to use it, you will immediately gain productivity, quality, value, control, predictability, and satisfaction. We look at how this happens in this chapter.\u003c\/p\u003e \u003cp\u003e3 Try It Yourself: The Pilot 33\u003c\/p\u003e \u003cp\u003eYou have read our assertion that there is a better way for you to get software developed for you. However, a lot of people have made assertions and taken a lot of your money in the past, with little or no improvement. In this chapter we show you how to prove that our approach works for no money.\u003c\/p\u003e \u003cp\u003e4 What Can I Do? 49\u003c\/p\u003e \u003cp\u003eYou learned how to do better and you’ve tried it yourself. You like the results and you know what to tell the software organization to do. In this chapter, we look at what you can do to help what you experience in the pilot project succeed.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eSection II How to Produce Software in 30 Days 55\u003cbr\u003e \u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eHaving better software developed for your needs is not so much hard as it is different from what you are used to. In this section, we look at a progressively beneficial set of approaches to get you from where you are now to organizational agility.\u003c\/p\u003e \u003cp\u003e5 Getting Started with Scrum 57\u003c\/p\u003e \u003cp\u003eOur secret sauce for improving your benefits from software is called “Scrum.” Yes, this is the rugby event that keeps the ball moving down the field. We’ll discuss Scrum, how it works, and why it works in this chapter.\u003c\/p\u003e \u003cp\u003e6 Scrum at the Project Level 63\u003c\/p\u003e \u003cp\u003eMost persistent improvement in software development starts at the project level. You can use Scrum to further prove its utility, or on critically important initiative that must succeed. We’ll explore what you can tell your developers to do after reading this chapter.\u003c\/p\u003e \u003cp\u003e7 Develop a Scrum Capability 75\u003c\/p\u003e \u003cp\u003eSuccess often breeds success. As more software initiatives using Scrum succeed, more people will want to get on the wagon. Rather than changing the entire organization, let’s look at how we can set up a software development universe separate from the disappointing, existing department. You can increasingly reap benefits here on an increasing number of projects and releases.\u003c\/p\u003e \u003cp\u003e8 Scrum at the Enterprise Level 101\u003c\/p\u003e \u003cp\u003eScrum at a project or release level provides initiative level agility, the ability to rapidly respond to opportunities or rise to challenges. To gain the most significant benefits, Scrum’s empirical approach to software development must be fit into the organization as a whole. We’ll look at how to do this, and why some approaches are short-lived and others persist.\u003c\/p\u003e \u003cp\u003e9 Enterprise Transformation: Profound and Persistent Change 107\u003c\/p\u003e \u003cp\u003eYou want to make your organization leaner, more efficient, and agile on your watch. Even more, you want these benefits and their underlying causes to persist and become the organizational culture. We’ll look at an enterprise change approach for achieving this in this chapter.\u003c\/p\u003e \u003cp\u003e10 Scrumming Scrum 119\u003c\/p\u003e \u003cp\u003eWe devised Scrum for complex problem solving, like software development. We found Scrum a useful technique for managing organizational change, also a complex problem. The same benefits of transparency, waste removal, risk control, and predictability occurred. We’ll look at this use of Scrum in this chapter.\u003c\/p\u003e \u003cp\u003eAppendix 1: Terminology 127\u003c\/p\u003e \u003cp\u003eWe slowly and progressively introduced some new terminology. This appendix is your reference for those terms.\u003c\/p\u003e \u003cp\u003eAppendix 2: The Scrum Guide 133\u003c\/p\u003e \u003cp\u003eRead the canonical guide to Scrum, its roles, artifacts, and events. This is the bible of Scrum.\u003c\/p\u003e \u003cp\u003eAppendix 3: A Playbook for Achieving Enterprise Agility 153\u003c\/p\u003e \u003cp\u003eThis appendix presents a more detailed plan for enterprise change, as discussed in Chapter 10.\u003c\/p\u003e \u003cp\u003eIndex 185\u003c\/p\u003e\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003eSubject Areas: Business \u0026amp; management [\u003ca title=\"See our other books on Business \u0026amp; management\" href=\"https:\/\/freshlyprintedbooks.co.uk\/search?q=%22Business%20\u0026amp;%20management%20%5BKJ%5D%22\"\u003eKJ\u003c\/a\u003e]\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\r\n\u003c\/font\u003e","brand":"Wiley","offers":[{"title":"Brand New","offer_id":52463020507416,"sku":"9781118206669","price":16.48,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0730\/2037\/5320\/files\/9781118206669.jpg?v=1785545512","url":"https:\/\/freshlyprintedbooks.co.uk\/products\/software-in-30-days-how-agile-managers-beat-the-odds-delight-their-customers-and-leave-competitors-in-the-dust-paperback-softback-9781118206669","provider":"Freshly Printed Books","version":"1.0","type":"link"}