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Product details
File Size: 8265 KB
Print Length: 304 pages
Page Numbers Source ISBN: 0133903354
Simultaneous Device Usage: Up to 5 simultaneous devices, per publisher limits
Publisher: Addison-Wesley Professional; 1 edition (June 11, 2015)
Publication Date: June 11, 2015
Sold by: Amazon Digital Services LLC
Language: English
ASIN: B00ZY1K0IC
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Amazon Best Sellers Rank:
#127,386 Paid in Kindle Store (See Top 100 Paid in Kindle Store)
Deep. Wide. Credible. Current. All those adjectives apply. In this overview, Sriram Narayan has successfully integrated a wide variety of experience and principle into a comprehensive, Agile-informed discussion of organizational design, particularly in the context of IT delivery. Narayan first briefly covers the key principles of Agile, and then digs deep into core questions of organization design, line/staff issues, project vs. product management, functional silos vs. cross-functional teams, and many other topics currently troubling the IT industry as Agile continues its inexorable march.This is not some magazine article expanded to book length. Each chapter is well crafted and meticulously researched; reading the book took me quite some time as I branched off into his excellent and credible sources. Some high points:- the evolving relationship of planning & execution, and the need for planners to keep some execution responsibilities- how CapEx vs OpEx accounting expectations drive ineffective operating models- "How Email Shapes Us," with reference to McLuhan, original and thought provoking observations- His discussion of microaggressions in Chapter 14 really made me look at my own behavior.Couple questions:- "Functional silos=bad, product team=good" is near dogma in the Agile world. What about the functional team that formalizes its services to the point they are essentially a product team?- Re: internal competition, he's against it and brings in some good citations (e.g. DeMarco's Slack). But what about parallel development and options strategies when trying to establish a product direction? It seems a zero-sum mentality might be hard to overcome. Same with red-team penetration tests & similar drills.But none of these detract from a solid and enthusiastic 5-star rating. Perhaps more to the point, this is the first book among probably the last 30 I've read that inspired me to write a review.
I'm not totally sure how to rate this book. He basically summarizes many different articles covered throughout the internet. That being said, he seems to be the first the first one to do it.It's a solid book an I agree with easily 75% of it. If you're in the industry you pretty much have to read it. It's NOT an agile transformation cook book.
Clearly one of the best books I have read in the past five years on lean software engineering and agile techniques. This book provides an excellent balance between research results and practical experience. The guidance is not theoretical; it's all very useful.
Getting agile to really deliver on its promises requires more than sprinkling some Scrum(tm) trainers on your engineers. This book has the clearest and most applicable advice I've seen on what organizational shifts are needed to make agile really hum, and why.Very accessible and easy to read, but also full of some pretty deep hard-won wisdom on what works and what doesn't.I'll be recommending this to anyone who is looking to really leverage agile processes for their teams or organization.
I really liked this book. Covers a lot of ground from the problems with a project driven approach, to a more outcome driven approach. Addresses organization, staffing, skilling and budgeting.Makes the point that we are moving to a more responsive [agile] world as against the focus of the industrial age efficient [automation] world.Much of this appears obvious after you read the book, but the author, Sriram, really lays it out in a methodical/surgical way.
Great read, a must for every CIO wanting to reshape their IT organization to support the new world.
It's a must if you are an agile practitioner thinking in ways and tools to scale in a traditional IT organisation, looking for enabling the cross-functional structures to apply a digital transformation on it.
Excellent, challenges many commonly held beliefs surrounding software development. Designing delivery around outcomes has been very useful.
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