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Leading lean software development
"Leading Lean Software Development: Results Are Not the Point" by Mary Poppendieck and Tom Poppendieck.
"Leading Lean Software Development: Results Are Not the Point" is a book written by Mary Poppendieck and Tom Poppendieck. Mary and Tom Poppendieck are leading experts in the field of Lean Software Development and the authors of several books on the subject.
The book provides an in-depth look at how to apply the principles of Lean Thinking to the software development process. The authors argue that traditional software development methods are no longer effective in today's fast-paced and ever-changing business environment, and that organizations must adopt a lean approach to stay competitive. The book is divided into three parts: the first part provides an overview of Lean Thinking, the second part examines how to apply Lean Thinking to the software development process, and the third part provides guidance on how to implement Lean Thinking in an organization.
key takeaways from the book:
Lean Thinking is a management philosophy that can be applied to software development to improve efficiency, quality, and customer satisfaction.
Results are not the only point of software development, but also the process and the way of thinking.
Lean Thinking is based on the principles of identifying value, mapping the value stream, creating flow, establishing pull, and pursuing perfection.
Lean Thinking is a culture change that requires the involvement of all employees in the software development process.
Lean Thinking requires a deep understanding of the customer's needs and the value they are looking for.
Lean Thinking emphasizes continuous improvement and the need to measure and monitor progress.
Lean Thinking can help organizations to reduce waste and create a sustainable competitive advantage.
Lean Thinking can be applied to different types of software development, such as Agile and Waterfall.
Lean Thinking requires a holistic approach that considers the entire software development process, not just individual activities.
Lean Thinking requires a mindset shift towards the continuous improvement, learning and experimentation.
This book provides a comprehensive guide to Lean Thinking and how it can be applied to the software development process. It is a valuable resource for anyone looking to improve the efficiency and effectiveness of their software development organization. The book emphasizes the importance of understanding the customer's needs and the value they are looking for and the need to continuously improve the process, rather than just focusing on the results.
The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer
The book provides an in-depth look at the management principles and practices of Toyota, one of the world's most successful and innovative manufacturers.
"The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer" is a book written by Jeffrey K. Liker, a professor of industrial and operations engineering at the University of Michigan. The book provides an in-depth look at the management principles and practices of Toyota, one of the world's most successful and innovative manufacturers.
The book is divided into four parts: the first part provides an overview of the Toyota Way, the second part examines the 14 management principles of the Toyota Way, the third part looks at how the Toyota Way is implemented in the company, and the fourth part provides guidance on how to implement the Toyota Way in other organizations.
The book presents the 14 management principles of the Toyota Way as follows:
Base your management decisions on a long-term philosophy, even at the expense of short-term financial goals.
Create a continuous process flow to bring problems to the surface.
Use "pull" systems to avoid overproduction.
Level out the workload (heijunka).
Build a culture of stopping to fix problems, to get quality right the first time.
Standardized tasks and processes are the foundation for continuous improvement and employee empowerment.
Use visual control so no problems are hidden.
Use only reliable, thoroughly tested technology that serves your people and processes.
Grow leaders who thoroughly understand the work, live the philosophy, and teach it to others.
Develop exceptional people and teams who follow your company's philosophy.
Respect your extended network of partners and suppliers by challenging them and helping them improve.
Go and see for yourself to thoroughly understand the situation (genchi genbutsu).
Make decisions slowly by consensus, thoroughly considering all options; implement decisions rapidly.
Become a learning organization through relentless reflection and continuous improvement.
The key takeaway from this book is that the Toyota Way is a management philosophy that is based on continuous improvement, respect for people, and a long-term perspective. It is a model that can be adopted by any organization looking to improve their efficiency, quality, and customer satisfaction. The book provides a detailed understanding of the principles and practices of the Toyota Way and how they can be implemented in other organizations.
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