krainaksiazek building effective project teams 20107681
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Six Sigma Prentice Hall
Książki / Literatura obcojęzyczna
Start Six Sigma Fast-And Achieve Powerful Business Benefits Within Months This book offers leaders a proven turnkey approach to launching a Six Sigma initiative in 90 days and using it to transform your company within a year. Drawing on their experience with fifty Six Sigma programs at companies ranging from AlliedSignal to Motorola, Stephen A. Zinkgraf and his contributors show how to rapidly align people, strategy, processes, and customers in support of your initiative-and gain powerful momentum for success. You'll walk through preparing for an enterprise-wide launch, executing it flawlessly, and establishing a foundation for achieving sustainable results over the long term. Zinkgraf's techniques, roadmaps, and milestones can help you quickly launch any complex change initiative-even those unrelated to Six Sigma. Taken together, they offer a complete framework for driving and managing change: the #1 core competency for twenty-first century executives. Coverage includes * Leading Six Sigma: roadmaps, milestones, and techniques for delivering fast, sustainable gains * Effectively preparing, flawlessly executing, and extending your impact for years to come * Identifying opportunities, building teams, choosing partners, defining metrics, managing risk, and much more * Discovering best practices from over fifty successful launches: techniques that work with any large-scale change initiative Discover how to get dramatic business results from Six Sigma faster than you ever thought possible, and use Six Sigma to drive transformative change for years to come. Writing for executives and initiative leaders, Stephen A. Zinkgraf presents a high-speed methodology for linking Six Sigma to business strategy, planning and executing a flawless launch, aligning the entire enterprise behind performance improvement, and achieving powerful results in both the short and long term. Zinkgraf helped lead Larry Bossidy's pioneering Six Sigma program at AlliedSignal-he and his team have participated in more than fifty Six Sigma launches. In this book, he reveals best practices for leading every step of the process. You'll learn how to identify, prioritize, and charter breakthrough projects...choose the right partners...define roles...build and train teams...mitigate risks...implement effective metrics...and "evangelize" the organization. Then, after you've launched, Zinkgraf shows how to improve your program-and use HR, IT, and other business levers to extend your impact. Simply put, if you're leading Six Sigma, this book's Six Sigma roadmaps, milestones, and techniques represent the fastest route to the most business value. * Master the lessons of the world's best Six Sigma deployments Learn from the experiences of AlliedSignal, Motorola, 3M, and fifty other Six Sigma leaders * Link Six Sigma directly to your balance sheet Set aggressive, measurable business goals-and achieve them * Plan and execute a flawless launch-within 90 days! Define priorities, organize teams, choose partners, structure enterprise-wide deployments, and more * Sustain Six Sigma for the long term Using a clearly defined leadership roadmap, align organization structure, compensation, succession planning, IT resources, and more * Avoid the classic Six Sigma "failure modes" Why Six Sigma projects fail, and how to keep it from happening to you Preface xiii Acknowledgments xvii About the Author xix Contributors List xxi PARTI: PRE-LAUNCH 1 Chapter 1: Six Sigma-The Initiative, the Deployment, the Technology 3 Chapter 2: The True Nature of Six Sigma: The Business Model 17 Chapter 3: Six Sigma Launch Philosophy 37 Chapter 4: Getting Early Support: Selecting a Six Sigma Provider 55 Chapter 5: Strategy: The Alignment of External Realities, Setting Measurable Goals, and Internal Actions 69 Chapter 6: Defining the Six Sigma Program Expectations and Metrics 87 PART II: THE FIRST 90 DAYS 103 Chapter 7: Defining the Six Sigma Project Scope 105 Chapter 8: Defining the Six Sigma Infrastructure 117 Chapter 9: Committing to Project Selection, Prioritization, and Chartering 149 Chapter 10: Creating Six Sigma Executive and Leadership Workshops 185 Chapter 11: Selecting and Training the Right People 209 Chapter 12: Communicating the Six Sigma Program Expectations and Metrics 235 PART III POST-LAUNCH 253 Chapter 13: Creating the Human Resources Alignment 255 Chapter 14: Defining the Software Infrastructure: Tracking the Program and Projects 285 Chapter 15: Leading Six Sigma for the Long Term 303 Chapter 16: Reinvigorating Your Six Sigma Program 329 Appendix A: RFP Sample Format 357 Appendix B: About the Contributors 367 Index 371
Continuous Delivery PEARSON
Książki / Literatura obcojęzyczna
Winner of the 2011 Jolt Excellence Award! Getting software released to users is often a painful, risky, and time-consuming process. This groundbreaking new book sets out the principles and technical practices that enable rapid, incremental delivery of high quality, valuable new functionality to users. Through automation of the build, deployment, and testing process, and improved collaboration between developers, testers, and operations, delivery teams can get changes released in a matter of hours- sometimes even minutes-no matter what the size of a project or the complexity of its code base. Jez Humble and David Farley begin by presenting the foundations of a rapid, reliable, low-risk delivery process. Next, they introduce the "deployment pipeline," an automated process for managing all changes, from check-in to release. Finally, they discuss the "ecosystem" needed to support continuous delivery, from infrastructure, data and configuration management to governance. The authors introduce state-of-the-art techniques, including automated infrastructure management and data migration, and the use of virtualization. For each, they review key issues, identify best practices, and demonstrate how to mitigate risks. Coverage includes * Automating all facets of building, integrating, testing, and deploying software * Implementing deployment pipelines at team and organizational levels * Improving collaboration between developers, testers, and operations * Developing features incrementally on large and distributed teams * Implementing an effective configuration management strategy * Automating acceptance testing, from analysis to implementation * Testing capacity and other non-functional requirements * Implementing continuous deployment and zero-downtime releases * Managing infrastructure, data, components and dependencies * Navigating risk management, compliance, and auditing Whether you're a developer, systems administrator, tester, or manager, this book will help your organization move from idea to release faster than ever-so you can deliver value to your business rapidly and reliably.
Książki / Literatura obcojęzyczna
Leaders of software-development projects face many challenges. First, you must produce a quality product on schedule and on budget. Second, you must foster and encourage a cohesive, motivated, and smoothly operating team. And third, you must maintain a clear and consistent focus on short- and long-term goals, while exemplifying quality standards and showing confidence and enthusiasm for your team and its efforts. Most importantly, as a leader, you need to feel and act responsible for your team and everything that it does. Accomplishing all these goals in a way that is rewarding for the leader and the team--while producing the results that management wants--is the motivation behind the Team Software Process (TSP). Developed by renowned quality expert Watts S. Humphrey, TSP is a set of new practices and team concepts that helps developers take the CMM and CMMI Capability Maturity Models to the next level. Not only does TSP help make software more secure, it results in an average production gain of 68 percent per project. Because of their quality, timeliness, and security, TSP-produced products can be ten to hundreds of times better than other hardware or software. In this essential guide to TSP, Humphrey uses his vast industry experience to show leaders precisely how to lead teams of software engineers trained in the Personal Software Process (PSP). He explores all aspects of effective leadership and teamwork, including building the right team for the job, the TSP launch process, following the process to produce a quality product, project reviews, and capitalizing on both the leader's and team's capabilities. Humphrey also illuminates the differences between an ineffective leader and a superb one with the objective of helping you understand, anticipate, and correct the most common leadership failings before they undermine the team. An extensive set of appendices provides additional detail on TSP team roles and shows you how to use an organization's communication and command networks to achieve team objectives. Whether you are a new or an experienced team leader, TSPSM: Leading a Development Team provides invaluable examples, guidelines, and suggestions on how to handle the many issues you and your team face together.
Scaling Software Agility Addison-Wesley Educational Publishers Inc
Książki / Literatura obcojęzyczna
"Companies have been implementing large agile projects for a number of years, but the 'stigma' of 'agile only works for small projects' continues to be a frequent barrier for newcomers and a rallying cry for agile critics. What has been missing from the agile literature is a solid, practical book on the specifics of developing large projects in an agile way. Dean Leffingwell's book Scaling Software Agility fills this gap admirably. It offers a practical guide to large project issues such as architecture, requirements development, multi-level release planning, and team organization. Leffingwell's book is a necessary guide for large projects and large organizations making the transition to agile development." -Jim Highsmith, director, Agile Practice, Cutter Consortium, author of Agile Project Management"There's tension between building software fast and delivering software that lasts, between being ultra-responsive to changes in the market and maintaining a degree of stability. In his latest work, Scaling Software Agility, Dean Leffingwell shows how to achieve a pragmatic balance among these forces. Leffingwell's observations of the problem, his advice on the solution, and his description of the resulting best practices come from experience: he's been there, done that, and has seen what's worked." -Grady Booch, IBM Fellow Agile development practices, while still controversial in some circles, offer undeniable benefits: faster time to market, better responsiveness to changing customer requirements, and higher quality. However, agile practices have been defined and recommended primarily to small teams. In Scaling Software Agility, Dean Leffingwell describes how agile methods can be applied to enterprise-class development. * Part I provides an overview of the most common and effective agile methods. * Part II describes seven best practices of agility that natively scale to the enterprise level. * Part III describes an additional set of seven organizational capabilities that companies can master to achieve the full benefits of software agility on an enterprise scale. This book is invaluable to software developers, testers and QA personnel, managers and team leads, as well as to executives of software organizations whose objective is to increase the quality and productivity of the software development process but who are faced with all the challenges of developing software on an enterprise scale. Foreword Preface Acknowledgments About the Author Part I: Overview of Software Agility Chapter 1: Introduction to Agile Methods Chapter 2: Why the Waterfall Model Doesn't Work Chapter 3: The Essence of XP Chapter 4: The Essence of Scrum Chapter 5: The Essence of RUP Chapter 6: Lean Software, DSDM, and FDD Chapter 7: The Essence of Agile Chapter 8: The Challenge of Scaling Agile Part II: Seven Agile Team Practices That Scale Chapter 9: The Define/Build/Test Component Team Chapter 10: Two Levels of Planning and Tracking Chapter 11: Mastering the Iteration Chapter 12: Smaller, More Frequent Releases Chapter 13: Concurrent Testing Chapter 14: Continuous Integration Chapter 15: Regular Reflection and Adaptation Part III: Creating the Agile Enterprise Chapter 16: Intentional Architecture Chapter 17: Lean Requirements at Scale: Vision, Roadmap, and Just-in-Time Elaboration Chapter 18: Systems of Systems and the Agile Release Train Chapter 19: Managing Highly Distributed Development Chapter 20: Impact on Customers and Operations Chapter 21: Changing the Organization Chapter 22: Measuring Business Performance Conclusion: Agility Works at Scale Bibliography Index
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