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I can t tell you what to do next I don t know your organization, I don t know your problems and I certainly don t know what needs doing Hopefully your list of Three Ideas from above can give you a starting point
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228 12
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Talk to the people around you and learn what they think needs to be done Make time in your routine to think about what needs to be improved Create a regular forum where you can seed learning Allow people to express themselves, and together you can identify problems and suggest solutions
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Remember that things won t improve on their own; someone needs to make it happen We need to learn how to make change happen: together, the learning and action create knowledge
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128 Conclusion
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Hopefully, as this book draws to a close you have some idea of what to do next Maybe you ve even started to apply some of what you ve read to yourself and your team At this point, your learning from this book is nished and it s time for action and change The core idea contained in this book is very simple: learning is change; when we apply learning, we change; and when we change, we learn4 This happens for us as individuals, it happens to our team members as individuals and to teams as a collective, and it happens for our customers Our products change our customers, who in turn learn and ask for more change This book has tried to show how ideas that are usually applied to management can equally be applied to software development The work of software developers and corporate managers has much in common: both work to give ideas physical presence, both seek to create structures for abstract concepts and in the process reduce costs to improve ef ciency whether measured in nancial terms or through performance Agile software development seeks to deliver better software by more closely matching business requirements As the software development process takes on the characteristics of business and management, it will better meet these requirements The divide between IT people and business people will narrow While this will bene t both sides, a few people will feel uncomfortable with a narrower gap Managers who are heard to declare I don t understand technology must learn to understand; and developers who immerse themselves in technology and ignore the business will need to broaden their understanding Key to this change is the learning process Businesses learn and change, so do development teams Continual learning and change bene ts everyone the challenge is to direct and enhance this process
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4 While I m sure I read this theory explicitly in the work of someone else, I can t de nitively trace the idea Certainly, the idea that change is learning and learning is change is implicit in much of the literature cited throughout this book
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Further Reading
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Many books, journal articles and other sources are referenced throughout this book Some of these texts have been more in uential than others For anyone wishing to understand these subjects in more detail, the following short list of books is recommended: On Agile and Lean software development, see Poppendieck and Poppendieck (2003), Coplien and Harrison (2004), Cockburn (2002) and Highsmith (2002) On business in general, see de Geus (1997) and Mintzberg (1994) On knowledge, see Nonaka and Takeuchi (1995) On learning and change, see Manns and Rising (2005) and Senge (1990) On other topics, see DeMarco (2001) and Covey (1992)
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Changing Software Development: Learning to Become Agile 2008 John Wiley & Sons, Ltd
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Allan Kelly 229
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References
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Adams, D (1979) The Hitchhiker s Guide to the Galaxy, Pan Books, London Ang, K, Thong, JYL and Yap, C (1997) IT implementation through the lens of organizational learning: a case study of insuror International Conference on Information Systems http:/ /portalacmorg/toccfm id 353071&coll portal&dl ACM&type proceeding Argyris, C (1977) Organizational learning and management information systems Accounting, Organizations and Society, 2, 113 123 Argyris, C (1994) On Organizational Learning, Blackwell, Oxford Beer, M and Nohria, N (2000) Cracking the code of change Harvard Business Review, 78 (3), 133 142 Boehm, B and Pappacio, PN (1988) Understanding and controlling software costs IEEE Transactions on Software Engineering, 14, 1462 1477 Borchardt-Hume A (ed)(2006) Albers and Moholy-Nagy: from the Bauhaus to the New World, Tate Publishing, London Brand, S (1994) How Buildings Learn: What Happens after They re Built, Viking, New York Brooks, F (1975) The Mythical Man Month: Essays on Software Engineering, 1st edn, Addison-Wesley, Reading, MA Brooks, F (1995) The Mythical Man Month: Essays on Software Engineering, anniversary edn, Addison-Wesley, Reading, MA Brown, JS and Duguid, P (2000) The Social Life of Information, Harvard Business School Press, Boston, MA Busche, GR (1998) Appreciative Inquiry with teams The Organization Development Journal, 16, 41 50 http:/ /wwwgervasebusheca/aiteamshtm Cameron, E and Green, M (2005) Making Sense of Change Management, Kogan Page, London
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Changing Software Development: Learning to Become Agile 2008 John Wiley & Sons, Ltd Allan Kelly 231
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