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Authors Craig Larman and Bas Vodde suggest things to try-and to avoid-when implementing lean and agile principles. Chief among these suggestions: Go. See. Figure out what's wrong (and right) by inspecting. Then adapt. Repeat.
"Lean thinking emphasizes—to understand what is really happening—go with your feet and see with your eyes at the real place of work, help solve problems there, and build relationships with the workers there."
The following excerpt from the book "Practices for Scaling Lean & Agile Development: Large, Multisite, and Offshore Product Development with Large-Scale Scrum" covers Chapter 11, entitled "Inspect & Adapt." In this chapter, authors Craig Larman and Bas Vodde offer some of their real-world insights in an effort to clear up misunderstandings relating to the application of agile and lean development principles in a variety of business contexts. They also suggest things to try—and to avoid—when implementing these principles. Chief among these suggestions: Go. See. Figure out what's wrong (and right) by inspecting. Then adapt. Repeat.
This mixture of wisdom and warning sums things up succinctly:
"Gandhi (at least as reported by his grandson Arun) once said, 'We need to be the change we wish to see in the world.' This is equally applicable to the world of work—an agile adoption needs agile adoptees. Scrum and lean development cannot be successfully adopted with command-and-control management, predictive planning, or process recipes or 'best practices' coming from ivory towers."
This excerpt was provided by Heather Fox at Pearson Education, Inc. The book was published by Addison-Wesley Professional, January, 2010, ISBN 0321636406, Copyright 2010 by Pearson Education, Inc. For a full Table of Contents, please visit the publisher site: www.informit.com/title/0321636406.
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