lean_development_governance英文教材.pdf

Applying agile and lean principles to the governance of software and systems development
White paper
November 2007
Lean development governance.
Scott W. Ambler, practice leader agile development,
Rational methods group, IBM Software Group
Per Kroll, manager of methods, Rational software,
IBM Software Group
Lean development governance.
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Contents
3 Applying lean thinking to the governance of 15 Practices anization
software development 15 Align HR policies with IT values
4 Defining governance 15 Align stakeholder policies with IT values
5 Principles of effective IT governance 17 Practices for development processes
5 Process 17 Iterative development
5 Artifact lifecycle 19 Risk-based milestones
5 Risk 20 Process adaptation
6 Suitability 21 Continuous improvement
6 Behavior 22 pliance
6 Deployment 23 Practices for measurement
6 Automation 23 Simple and relevant metrics
6 Principles of lean software development 24 Continuous project monitoring
7 Eliminate waste 25 Practices for roles and responsibilities
7 Build in quality 25 Promote anizing teams
7 Create knowledge 27 Align team structure with architecture
8 mitment 28 Practices for policies and standards
8 Deliver quickly 28 Integrated lifecycle environment
8 Respect people 29 Valued corporate assets
8 Optimize the whole 30 Flexible architectures
9 Categories of development governance 31 Conclusion
11 Practices for mission and principles
11 Pragmatic governance body
12 Staged program delivery
14 Business-driven project pipeline
14 Scenario-driven development
Lean development governance.
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Applying lean thinking to the governance of software development
Highlights As more and more project teams adopt agile software development methods,
issues arise with traditional approaches to IT governance. Such approaches—
which include Control Objectives for Information and Related Technology
(COBIT) and the Project Management Institute (PM