Software in 30 Days: How Agile Managers Beat the Odds, Delight Their Customers, And Leave Competitors In the Dust
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Software in 30 Days How Agile Managers Beat the Odds, Delight Their Customers, And Leave Competitors In the Dust

Edited by Ken Schwaber · Jeff Sutherland
John Wiley & Sons April 2012

Specifications

ISBN-13
9781118206669
Publisher
John Wiley & Sons
Publication
April 2012
Format
Paperback , 194 pages
Jurisdiction
International ? Countri(es) for reference only

Details

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.

Table of Contents

Section I: Why Every Business In The World Can Produce Software In Thirty Days

This sections reviews how many organization struggle to develop software and how Software in Thirty Day's approach can eliminate the underlying problem.

Chapter 1: The Crisis in Software: The Wrong Process Produces The Wrong Results

Find out why so many software projects fail and why traditional methods are ill-suited to software development.

Chapter 2: Scrum: The Right Process Produces the Right Results

Understand the shift in thinking necessary to eliminate software project failure and deliver software in 30 days.

Chapter 3: Try It Yourself: The Pilot

You are interested. Learn how to run a pilot project that will successfully help you determine what to do next.

Chapter 4: What Can I Do?

Learn what you, as a manager, can do to make Software in 30 Days successful.

Section II: Why Every Business In The World Can Produce Software In Thirty Days

This section address how you can implement and embed Software in Thirty Days in your organization.

Chapter 5: Getting Started with Scrum

Understand how Scrum works.

Chapter 6: Scrum at the Project Level

Learn how to launch Scrum on a single project.

Chapter 7: Develop a Scrum Capability

Learn how to develop a Scrum capability in your organization.

Chapter 8: Scrum at the Enterprise Level

Consider spreading Scrum throughout the enterprise.

Appendices

1: Terminology

Look up terminology used in this book

2: Scrum Guide

Read the canonical guide to Scrum

3: A Playbook for Achieving Enterprise Agility

A Scrum enterprise adoption playbook in use since 1995.

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.

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