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Software in 30 Days: How Agile Managers Beat the Odds, Delight Their Customers, And Leave Competitors In the Dust, by Ken Schwaber, Jeff S
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A radical approach to getting IT projects done faster and cheaper than anyone thinks possible
Software in 30 Days 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. Software in 30 Days 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.
The 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.
- The productivity gain vs traditional "waterfall" methods has been over 100% on many projects
- Author 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
- Coauthor Jeff Sutherland was cosigner of the Agile Manifesto, which marked the start of the Agile movement
Software in 30 Days 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.
- Sales Rank: #216526 in eBooks
- Published on: 2012-03-23
- Released on: 2012-03-23
- Format: Kindle eBook
From the Back Cover
SOFTWARE IN 30 DAYS
A Radical Approach to Fast, Valuable, and Low-Risk Software Development
Software development doesn't have to be slow and expensive anymore. The Agile and Scrum software development method allows creation of the game-changing software you need to grow your business—in 30 days or less. Projects that use it are three times more successful than those that don't, and the productivity gain versus traditional "waterfall" methods has been over 100 percent on many projects.
For the business manager, the entrepreneur, or IT manager, Software in 30 Days explains how this unorthodox process works, how to get started, and how to succeed. Learn powerful concepts such as the "art of the possible," "bottom-up intelligence," and why it's good to fail early. With simple but profound shifts in thinking, you will be able to control risk, manage projects, and deliver your best work possible, faster and cheaper than ever before.
About the Author
KEN SCHWABER is a cofounder of the worldwide Agile software movement and cocreator, with Jeff Sutherland, of the "Scrum" technique for building software in 30 days. He is president of Scrum.org, a software consulting firm, and led the process management product revolution of the early 1990s.
JEFF SUTHERLAND is the cocreator of Scrum, and was cosigner of the Agile Manifesto, which marked the start of the Agile movement. He has served as vice president of engineering or CTO at eleven software companies, managing the last seven entirely using Scrum, and achieved industry-leading, hyper-productive results. Jeff is the CEO of Scrum Inc., a consulting and training company.
Most helpful customer reviews
34 of 35 people found the following review helpful.
Over-promises and underdelivers
By Bas Vodde
This is a hard review for me to write. I have a great respect for both of the authors and what they accomplished in the world of software development. I loved Ken's Agile Project Management with Scrum (Microsoft Professional). However, I did not like this book very much. Even considering that I'm not the audience, I do work a fair amount with management in organizations and I wouldn't give them this book. The book felt it was written in a hurry, it had awkward parts in it which most in the Scrum community would probably disagree with and it over-promised, giving me the feeling that Scrum is the silver bullet that magically resolves all problems. That said, it did also have some really good parts, which I'll try to point out also in this review.
The book consists of 2 parts and a bunch of appendixes. The first part is the "why" which explains why traditional waterfall development is not suitable today and how an empirical process is better suited for the job.
The first chapter is a "we are in crisis" chapter. Unfortunately, the only data it quotes is the CHAOS report, which has been challenged a lot of time already. Next to that, it provides some anecdotal cases. It introduces the Stacey diagram, which is great, except that it is significantly changed and Stacey doesn't use it himself anymore.
The second chapter introduces the basics of empirical process and shows how it resolves problems in traditional waterfall development. It also summarizes major points on self-organization and the "new new product development game" article that influenced Scrum strongly. Also the third chapter explains the idea of just starting and getting and inspect-adapt loop going and that way evaluating whether Scrum produces any results. And chapter four explains the art of the possible and why transparency is essential and how Scrum assists with that. Chapter four was pretty good.
Then, part 2. Chapter 5 is a short introduction to Scrum. Interestingly enough, it mentions that the ScrumMaster is 'a manager' which felt a bit odd and simplistic. The rest of the Scrum introduction was extremely short, just mentioning terms but not explaining them deeply.
Chapter 6-8 give examples on how to adopt Scrum. From small project team (chapter 6) to the whole organization (chapter 8). Chapter 6 ought to explain how to start Scrum on a project level, but when looking at the chapter, the first half spends time explaining burn-down charts and the second half is trying to convince the world that 30-day sprints are "the right length". I found this somewhat odd as most of the world seems to recommend against 30-day sprints. It even calculates the overhead for shorter Sprints, but that is than contradicted by the Scrum Guide in appendix A which clearly states that the meetings are proportional to the Sprint length.
Chapter 7 talks about "studio level" adoption, which seems to be a part of an organization. It starts with the suggestion to let everyone sign a contract that they'll use Scrum, which felt odd to me. Then it showed a survey for determining how people are aligned with Scrum assumptions, which was pretty good. Then it shows a "dashboard" of metrics for management to use which to me felt a bit simplistic (I know Ken is doing more work on this at the moment, and hope it will improve). It then calls velocity a measure of productivity (which can be quite dangerous) and suggests it to be measured in function points. I'm personally not aware of many Scrum projects that actually use function points, so I felt the mentioning of that was a bit odd. The end of the chapter related to technical dept was quite good again!
Chapter 8 about adopting Scrum to the enterprise was 3 pages. Chapter 9 are the steps of a change project. This mostly is a summary of Kotter's change management ideas. Chapter 10 explains the concept of using Scrum to adopt Scrum, which is a summary of Ken's Enterprise Scrum book.
Appendix 1 is terminology. Appendix 2 is the excellent Scrum Guide, which you can also find online. Appendix 3 is a play-book for adopting Scrum developed by Rally, which didn't seem to have changes much since 2005.
All in all, the book had its good moments followed up by moments that made my head shake. The tone of the book was quite selling, which annoyed me a bit at times. The explanations of Scrum felt mostly shallow and then deep on surprising moments (3 pages on why the Sprint length should be 30 days, about as much as about adoption of Scrum to the enterprise). In general, the book didn't feel like one whole and felt like it was put together in a hurry. I had thought about giving it 3 stars, but think that would be too much as I wouldn't recommend reading this book. If you want a better introduction to Scrum by the same author, pick up the somewhat dated Agile Project Management with Scrum (Microsoft Professional) or just download the Scrum Guide (or alternatives).
I had expected more from two respected and influential people in our industry.
12 of 15 people found the following review helpful.
Finally, a book to enlighten managers
By Richard Hundhausen
I've read a lot of books on Scrum. Most focus on the framework. Some focus on how to make it work efficiently. Some talk about how to make it scale in complex environments. A few will contain an obligatory chapter or two on introducing Scrum and its capabilities. I've yet to find a book that provides the complete, compelling story on why to adopt Scrum ... until now.
Ken and Jeff's latest book nails it. It starts off with a very real case study involving the FBI and their wasting of millions of dollars in failed software development efforts. The authors then present the why and the how the management team chose and adopted Scrum, getting the product to code complete.
After reading the book, any intellectually honest manager will see the value of empiricism and be crazy not to put Scrum to work on their next or current project.
7 of 9 people found the following review helpful.
Concise, targeted and perfect for senior management
By Richard Banks
If you're a manager then you probably don't have that much spare time on your hands so you'll be pleased to know that this is a short, concise read. While you don't need to understand the intricacies of software development, you do need to have experienced frustration with the results; that the cost of getting software developed doesn't stack up to the return you get from it , that the quality produced is inexplicably poor and sometimes the functionality misses the mark completely.
If you're in just such a situation then this book is perfect for you. Software in 30 Days explains the root causes of your problems and ways to address those problems. It also includes practical steps on how to transition your organisation's approach to software development so that you can end the pain and start getting genuine value from your software development efforts.
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