Changing Software Development: Learning to Become Agile

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