Lean development practice: using dashboards to manage large projects

Lean development practice: using dashboards to manage large projects
Basic Information
Original Title: lean from the trenches: Managing large-scale projects with Kanban
Author: (Sweden) kniberg (H.) [Translator's introduction]
Translator: Li Xiangqing
Series name: Turing programming Series
Press: People's post and telecommunications Press
ISBN: 9787115291776
Mounting time:
Published on: February 1, September 2012
Start: 16
Page number: 1
Version: 1-1
Category: Computer> Software Engineering and software methodology> Software Project Management

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Introduction
Books
Computer books
Lean development practice: using dashboards to manage large projects shows how to use dashboards to manage large projects. There are two parts in the book. The first part is the case study, which describes the use of Kanban and lean principles in specific projects. The second part is the detailed technical explanation and detailed practices such as the cause and effect of the first part.
Lean development practice: using dashboards to manage large projects is suitable for project team leaders, managers, and other change owners in software development organizations. It is also suitable for all people interested in Agile development. Agile terms such as lean, kanban, and scrum are very fashionable, but many people do not know how they are, whether they are practical, and how they are applied.
Lean development practice: Using Kanban to manage large projects take a large project developed by the Swedish National Police Bureau as an example to describe how to apply Kanban methods and lean principles in large projects, describes in detail the challenges faced by the project, the corresponding strategies, and various lessons learned. The content in the book is divided into two parts. The first part is the core of the book and describes how to work. The second part is the technical explanation and the agile and lean principles, describe some practices such as the cause and effect mentioned in the first part.
Lean is the direction, not the purpose, and its core is continuous improvement. I would like to dedicate this book to all Readers interested in software development, lean product development, and daily collaboration technologies, we also hope that it can help project team leaders, managers, coaches and other owners in the software development organization to successfully implement the project.

Directory
Lean development practice: using dashboards to manage large projects
Part 1 How do we work
Chapter 1 Project Background 3
1.1 timeline 5
1.2 How we cut elephants 7
1.3 How can we involve customers? 8
Chapter 4 Organization Team 9
Chapter 13 attend cocktail parties every day
3.1 dial 1: Each feature development team will hold 14
3.2 dial 2: synchronization between different professional roles 15
3.3 dial 3: Project sync session 17
Chapter 19 Project Progress Board 19
4.1 our pace 22
4.2 How to deal with emergencies and obstacles 23
Chapter 2 extended task dashboard 27
Chapter 3 tracking overall objective 31
Chapter 5 define "available" and "complete" 35
7.1 available for development 36
7.2 available for system testing 37
7.3 two definitions on how to improve team collaboration 38
Chapter 1 processing technology story 41
8.1 Example 1: System Test bottleneck 42
8.2 Example 2: 43 days before version release
8.3 Example 3: 7 m long class 44
Chapter 4 Handling bugs 47
9.1 continuous system testing 47
9.2 fix the bug immediately! 49
9.3 Why limit the number of bugs in the Bug Tracking System to 50
9.4 bug visualization 51
9.5 prevent bug reproduction 53
Chapter 4 continuous improvement process 57
10.1 team Review 58
10.2 process improvement seminar 59
10.3 control change rate 66
Chapter 1 Management of products 69
11.1 In-process quota 73
11.2 why does the WIP quota only apply to function cards 74?
Chapter 1 capturing and using Process metrics 79
12.1 rate (number of features per week) 79
12.2 why not use story 82
12.3 cycle time (time required for each function) 83
12.4 accumulated traffic 88
12.5 process cycle efficiency 90
Chapter 1 sprint and version release plan 93
13.1 Requirement List sorting 93
13.2 select top 10 functions 94
13.3 why should I sort the demand list out of sprint planning meeting 94
13.4 planned version 95
Chapter 2 How to Implement version control 97
14.1 trunk no spam 98
14.2 team branch 99
14.3 system test branch 100
Chapter 5 why we only use real Kanban 15th
Chapter 2 lessons learned 16th
16.1 understand goal 109
16.2 continuous lab 109
16.3 failed to hug 110
16.4 solve real problems 110
16.5 with full-time change promoters 110
16.6 let people participate 111
Part 2 Technical Details
Chapter 2 agile and lean overview 17th
17.1 agile overview 116
17.2 lean overview 118
17.3 scrum overview 121
17.4 XP overview 123
17.5 panel overview 125
Chapter 1 reduction of test automation requirements list 18th
18.1 what to do 131
18.2 how to increase the test coverage rate by 132 per iteration cycle
Step 18.3: List Test Cases 1st
Step 1: Test classification 18.4
18.5 Step 1: sort the list by priority 3rd
18.6 Step 1: automate several tests per iteration cycle 4th
18.7 can this solve the problem? 138
Chapter 4 estimate the demand list size by planning poker: 19th
19.1 don't have to plan poker for estimation 139
19.2 estimation with planning poker 141
19.3 special cards 143
Chapter 2 cause 20th
20.1 solve the problem instead of solving the symptom 145
20.2 lean problem solution: A3 thinking 146
20.3 how to use cause 148
20.4 Example 1: Release Cycle 149 long
20.5 Example 2: release version with defect 153
20.6 Example 3: lack of Pair Programming 155
20.7 Example 4: many problems 159
20.8 actual problem: how to create and maintain cause 160
20.9 trap 161
20.10 why use the reason 163
Chapter 2 Conclusion 21st
Appendix Glossary: how to avoid advanced terminology

This book is from: China Interactive publishing network