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The Lean Mindset: Ask the Right Questions (Anglais) Broché – 24 septembre 2013

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Biographie de l'auteur

Mary Poppendieckhas led teams implementing solutions in everything from enterprise supply-chain management to digital media.


Tom Poppendieckhas been an enterprise analyst, architect, and agile process mentor. Their company, Poppendieck LLC, specializes in bringing lean techniques to product development.


The Poppendiecks are the authors of Lean Software Development, winner of the 2004 Jolt Software Development Productivity Award; Implementing Lean Software Development; and Leading Lean Software Development (all from Addison-Wesley).


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Commentaires client les plus utiles sur (beta) 14 commentaires
10 internautes sur 10 ont trouvé ce commentaire utile 
Lots of useful ideas in typical Poppendieck form 6 décembre 2013
Par Bas Vodde - Publié sur
Format: Broché
The Lean Mindset is the 4th book of Mary and Tom Poppendieck in the Lean Software series. The book is in a similar format as the previous books. It contains lots of different stories (mostly referring to others work) and ties those together in one consistent message. The Lean Mindset is a bit different as the previous books in the series as it is less software focused, but also much less 'lean' focused (Lean in the Womack/Jones definition). In that sense, the title Lean Mindset is a bit off, yet it is still a useful book.

The book five chapters, each of about 30 pages or so, making the total page count around 170 (smaller than previous books, as far as I remember). The chapters are 1) The Purpose of Business, 2) Energized Workers, 3) Delighted Customers, 4) Genuine Efficiency, and 5) Breakthrough Innovation.

The first chapter "The Purpose of Business" challenges the concept of companies existing purely for maximizing shareholder benefits. Instead they ought to serve a larger purpose, which also brings us to the second chapter "Energized Workers" challenges that people should just be workers and instead should continuously grow and develop themselves. When they do that, they can chapter 3 "Delight Customers" by not just implementing requirements but by using design thinking to actually solve a problem for the customers. They'll need to do that in a chapter 4 "Genuine Efficiency" way. Efficiency not measured in the utilization of resources but in the flow of value throughout the organization. This usually requires some Chapter 5 "Breakthrough Innovation".

The book contains lots of stories (mostly taken from history) and a couple of case studies in which the Poppendiecks have been in contact with. It is written in the same Poppendieck style of storytelling and is a very easy and fairly quick read. As mentioned before, it is less lean focused and less software focused, but it still a great source of new ideas and further research. I didn't think the book was as good as their second book (Implementing Lean Software Development) but it was better than their more recent (Leading Lean Software Development). If you liked the Poppendieck's previous work then this one will be recommended. If you are looking for very concrete tips on how to improve your software development, then this is not the book for you. I like their style and thus four stars.
1 internautes sur 1 ont trouvé ce commentaire utile 
I recommend this book for anyone who wants to be Leaner in their work practices, especially in the Software World 2 novembre 2013
Par David Waters - Publié sur
Format: Format Kindle Achat vérifié
I like the way the Poppendieck's write but more specifically I like the way they think. We've begun to see methods like Scrum being used as just another PM method without actually changing the way the project is being run or the volume of unnecessary artefacts being produced. In other words this new method is being applied with old thinking.

This new book takes Lean to another level... do we need this feature in the first place? If not it doesn't get build, or designed or even thought about. This book ties in other great works such as Thinking, Fast and Slow Paperback by Daniel Kahneman.

I recommend this book for anyone who wants to be Leaner in their work practices, especially in the Software World
1 internautes sur 1 ont trouvé ce commentaire utile 
Relevant and Inspiring 23 octobre 2013
Par giotto - Publié sur
Format: Broché
Going in I was expecting this book to be prescriptive, more of a "how to think lean" book, and instead found it to be more inspirational.

The authors quickly challenge the idea that the purpose of a company is to create shareholder value. They suggest that since trends in the marketplace started focusing on shareholder value (around 1975), shareholder value has decreased. If companies create long term customer value rather than thinking about short-term shareholder value, improved stock prices will be a by-product.

They use the rest of the book to inspire leaders to create a different kind of work environment. They are concerned with bringing out the best in employees, shifting focus to customers, improving cooperation, and creating workplaces that are just a whole lot more pleasant.

They provide some interesting numbers: that 30% of the workforce is selfish, 50% is reliably unselfish, and 20% could go either way. They imply that the selfish 30% are making the marketplace worse for everyone. There's a "feel good" undercurrent that runs through the book, as the authors clearly believe that smart business practices aren't driven by greed.

In the title, the authors use the name "Lean" and their perspective is consistent with Lean development but the book feels more expansive than what I think of as traditionally Lean. The book is a quick read and well written. It has an impressive list of case studies as well. While the ideas aren't that new, they start conversations that are very relevant today. The marketplace is changing dramatically. The core issues addressed by this book should be evaluated by every company as it moves forward.
1 internautes sur 1 ont trouvé ce commentaire utile 
Superb ... 18 octobre 2013
Par Clarke - Publié sur
Format: Broché Achat vérifié
Confession 1: I've only read the first 2/3rds of the book so far on my Kindle. I haven't finished yet, but I had to write this review because I think the book is awesome.
Confession 2: I've known Tom and Mary Poppendieck, the authors, for about a decade now, so I am biased. I love the way they think, I love the way they write. Their first book changed my career direction (and, consequently, my salary). So, I'm biased.

This book is great. It's different to what I expected though, compared to their previous work - it's less hands on, more conceptual and high-level. It reminds of the interesting parts of my MBA, but better written, and more focused on product development. I'm familiar with many of the ideas in the book (because I read the same books, talk to the same people, and watch the same videos as the authors) but what they've done so well is to take a vast number of ideas & concepts & tools, summarise them, then group them into themes. The book isn't cheap so I recommend you take a look at the sample or look inside at the index.

My favourite story is Doug Deitz's, from GE Healthcare. Even if you don't buy this book, you really should google is TEDX talk from San Jose. I'm a gnarly old engineer, at heart, and I teared up.
3 internautes sur 4 ont trouvé ce commentaire utile 
for those investigating the next step after adopting lean or agile delivery models 26 novembre 2013
Par Gojko - Publié sur
Format: Format Kindle
The Lean Mindset is the latest book by two of my favourite authors, Mary and Tom Poppendieck. As expected from a continuation of their Lean series, the book tackles a topic much wider than just software delivery, but with great case studies that help put those things into a software delivery perspective.

One of the central concepts of the book is the move from process efficiency to product management and product delivery, which is probably the most important topic for organisations that have successfully adopted Scrum, Kanban or any of the related processes. Pushing software out of the door in a reliable and predictable manner is pretty much a solved problem now, and the next big improvement for many teams will have to come from somewhere else - and in my mind this is clearly by using that process effectiveness to remove bottlenecks in product management. Quoting one of the contributors to the book, "Our agile projects were consistently producing affordable, high-quality software with almost every customer priority included. [...] Stakeholders might have been satisfied with project performance, but rarely was the audience delighted, wowed, or blown away by novel innovation or creative design.". If you recognised your team or organisation in the previous sentence, then this is absolutely the book you have to read next.

The FBI case management story was particularly interesting as it shows one of the pitfalls of iterative delivery - that the pressure to show constant progress causes people to constantly select easy tasks until wicked problems requiring serious engineering surface. This is often caused by a disconnect between business objectives and technical delivery, and the authors list several tools and models that can help avoid that "Air Sandwich".

As the title suggests, this book is primarily about thinking models - or mindsets. It’s no surprise then that it's packed full of references to psychology studies, especially around motivation, teamwork, expert decision making and intuition. Bob Marshall, in his review on Amazon, blasts the book for just recycling old ideas, but I see great value in this work as an overview that shows how all those ideas relate to eachother and together create a bigger picture. Readers new to those topics will find a worthy introduction to the works of Gary Klein, Dan Ariely, Chip and Dan Heath, Daniel Kahneman and get a good idea how that relates to the work of software thought leaders. Even though I was aware of all those names before, this book was useful to me as a portal full of references to lesser known works by other researchers, especially in the areas of organisation management and adaptive planning. Case studies explaining how those ideas were implemented on large scale firmware delivery in Intel, online service delivery at Spotify and Amazon and government projects at the FBI put things nicely into software delivery perspective, and will come in very handy when people in larger organisations need convincing that this isn't just for startups with no legacy software.

I'd recommend this book to all software delivery managers looking investigating the next step after adopting lean or agile delivery models. The book won't give you a detailed explanation of any of the tools you need, but it will give you a good starting point for further research into individual topics.
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