File Size: 5578 KB
Print Length: 278 pages
Publisher: Blue Hole Press Inc (November 12, 2013)
Publication Date: November 12, 2013
Sold by: Digital Services LLC
Word Wise: Enabled
Lending: Not Enabled
Enhanced Typesetting: Enabled
Best Sellers Rank: #71,276 Paid in Kindle Store (See Top 100 Paid in Kindle Store) #16 in Kindle Store > Kindle eBooks > Computers & Technology > Programming > Software Design > Software Project Management #40 in Kindle Store > Kindle eBooks > Computers & Technology > Programming > Software Design > Software Development #166 in Books > Computers & Technology > Programming > Software Design, Testing & Engineering > Software Development
I don't do technology development, most of the work that I do is on the business side of the organization, understanding requirements through business process and business architecture (as described in the pages of the book Rethink).Starting as early as the foreword, there are great takeaways in every section of this book which is a very quick read. I will admit that I skimmed some of the software development segments because that's not what I do, but here's a breakout by some of the early chapters:FOREWORD - the notion of the importance of batch size is vital when looking at organizational constraints. It's something Goldratt never addressed in the initial Theory of Constraints, but it's a great point. There's a lot more about that as the book moves along, but it's a great first point.CHAPTER ONE - Context is vital when identifying organizational constraints. If someone goes into a meeting and points out that something is constraining the organization, even if they may be right, the other people in the room may have a different context and dismiss the newly identified constraint. Chapter one also goes into good depth about seeing that no two projects or teams are the same, and that there are specific, quantifiable risks in how you compare them.CHAPTER TWO - Here is one of two chapters where Anderson does a great job of stepping outside of the work environment to explain that the notion of kanban, which literally means signal cards to indicate when it's OK to proceed with work, applies to lots of situations in the outside world, and his example of the cards they hand out to entrants to a park in Japan, and then collect when they leave, as a very simple and low cost way of managing the attendance capacity of the park.
I was looking forward to David Anderson's book. While I wasn't enthusiastic about his previous book: Agile Management, I liked his new work and the balanced view on change he is promoting. It all made me curious.I've not been disappointed. Kanban is a readable and balanced book which introduces the Kanban method of bringing improvement and change to organizations. It is well written (better than his previous book, IMHO) and well-argued with many cases from David's own experience and from other people in the growing Kanban community. It is and will probably stay the definitive reference for the SW Kanban method.The book consists of four parts. The first part is a short introduction to the subject. The second part is called "benefits of Kanban," but it better describes its history (from David's perspective). The third part is more of less a description of the Kanban method itself (called "implementing Kanban") and the last part contains several background improvement theories which the reader ought to know about when implementing Kanban.Part two is called "benefits of Kanban" and is more or less a history of how Kanban has evolved. Chapter three is what the author calls "the recipe of success" and its David's opinion on what you need to do in order to build good and predictable software. I didn't like this chapter too much as it had a "just do this and everything will be ok" tone which I also found in his previous book. Chapter 4 introduces the work David has been done at Microsoft and how he improved a team without changing the process but by managing the WIP, an interesting story. Chapter 5 described David's work at Corbis where he continued his earlier Microsoft experiences and extended (or actually created) SW Kanban.
Kanban Lean from the Trenches: Managing Large-Scale Projects with Kanban