O'Reilly logo

Stay ahead with the world's most comprehensive technology and business learning platform.

With Safari, you learn the way you learn best. Get unlimited access to videos, live online training, learning paths, books, tutorials, and more.

Start Free Trial

No credit card required

Changing Software Development: Learning to Become Agile

Changing Software Development: Learning to Become Agile

by Allan Kelly
Publisher: John Wiley & Sons
Release Date: March 2008
ISBN: 9780470515044
View table of contents
Start reading

Book Description

Changing Software Development explains why software development is an exercise in change management and organizational intelligence.  An underlying belief is that change is learning and learning creates knowledge.  By blending the theory of knowledge management, developers and managers will gain the tools to enhance learning and change to accommodate new innovative approaches such as agile and lean computing.

Changing Software Development is peppered with practical advice and case studies to explain how and why knowledge, learning and change are important in the development process.  Today, managers are pre-occupied with knowledge management, organization learning and change management; while software developers are often ignorant of the bigger issues embedded in their work.  This innovative book bridges this divide by linking the software world of technology and processes to the business world of knowledge, learning and change.

Table of Contents

  1. Copyright
  2. Dedication
  3. Preface
  4. Acknowledgements
  5. Introduction
    1. Why Read this Book?
    2. Who are Software Developers?
    3. Software Developers are Knowledge Workers
    4. Drucker's Challenge
    5. The Prototype of Future Knowledge Workers
    6. Software: Embedded Knowledge
    7. Authority and Leadership
    8. Practical Theory
    9. Begin with Yourself
    10. The Organization of the Book
  6. Understanding Agile
    1. The Roots of Agile Thinking
    2. Positioning Agile
    3. Common Practices of Agile Teams
    4. Applicability Outside of Software Development
    5. Conclusion
  7. Knowledge
    1. The Difference between Knowledge and Information
    2. Knowledge into Action
    3. Explicit and Tacit Knowledge
    4. Sticky Knowledge
    5. Problems with Knowledge
    6. Where is Knowledge in Software Development?
    7. Knowledge Creation
    8. Conclusion
  8. Learning
    1. Three Knowledge Domains
    2. Developing Software is Learning
    3. Learning Benefits Your Business
    4. Learning Theories
    5. Learning, Change, Innovation and Problem Solving
    6. The Role of Leaders
    7. Seed Learning
    8. Conclusion
  9. The Learning Organization
    1. Defining the Learning Organization
    2. The Infinite and the Finite Game
    3. The Layers of the Organization
    4. Learning in Practice: Senge's View
    5. Blocks to Learning
    6. Conclusion
  10. Information Technology – the Bringer of Change
    1. Change
    2. Benefits of Technology Change
    3. Change is What IT People Do to Other People
    4. Software Projects Fail: Why Are We Surprised?
    5. Change Starts with Business Requirements
    6. Conclusion
  11. Understanding Change
    1. Defining Change
    2. The Change Spectrum
    3. Radical Change
    4. Routine Change in Software Development
    5. Continuous Improvement
    6. Charting a Course
    7. Internal and External Forces for Change
    8. Conclusion
  12. Change Models
    1. Learning and Change
    2. Lewin's Change Theory
    3. Satir's Theory of Change
    4. Kotter's Model of Change
    5. Theories E and O of Change
    6. Appreciative Inquiry
    7. Models, Models, Models
    8. Motivating Change
    9. When Not to Change
    10. Conclusion
  13. Making Change Happen
    1. Build a Case for Change
    2. Slack in Action: Make Time and Space for Learning and Change
    3. Leading the Change
    4. Create Feedback Loops
    5. Remove Barriers
    6. Conclusion
  14. Individuals and Empowerment
    1. Involve People
    2. Coaching
    3. Empowerment
    4. That Difficult Individual
    5. Developing the Next Leaders
    6. Time to Go
    7. Conclusion
  15. Rehearsing Tomorrow
    1. Future Memories
    2. Planning
    3. Change Events
    4. Outsiders
    5. Conclusion
  16. New Beginnings
    1. The Change Problem
    2. Bottom-up over Top-down
    3. Begin with Yourself
    4. Make Learning Happen
    5. Create a Vision, Draw Up a Plan
    6. Three Interlocking Ideas
    7. Change Never Ends
    8. Conclusion
  17. Further Reading
  18. References