Many first encounter the Theory of Constraints in Eli Goldratt's "business novel" The Goal. TOC is an approach widely taught for use in the manufacturing industry. In Agile Management for Software Engineering: Applying the Theory of Constraints for Business Results, David Anderson combines TOC with Agile software development, with the objective of creating a process that "scales in scope and discipline to be acceptable in the boardrooms of the Fortune 1000". Is this necessary? Does manufacturing theory actually enhance Agile software development? From these reviews, it looks like the jury is out.
The book covers:
One reviewer feels that TOC theory, as presented in this book, is not helpful for Agile projects. The other reviewer, identifying herself as a "traditional" project manager, finds the book interesting and useful, conjecturing that it will help concretely prove the value of Agile methods.
Perhaps the book's usefulness is dependent on one's starting point - no two Agile projects are the same, and different "tools" apply in each situation. In fact, for some projects the major challenges lie inside the development team. But when the most significant challenges to delivering value lie in the area of management, this book does address a couple of important aspects of Agile management not covered elsewhere, and could be a useful addition to an Agile Manager's toolkit, when balanced with the other Agile practices.
Read the reviews and judge for yourself.
Anderson is not the only one writing on TOC for Agile Project Management. Clarke Ching frequently blogs on the subject, and the most recent Carnival of the Agilists notes that Frank Patrick had compiled a list of his past posts on the TOC and "Critical Chain Project Management", including a comparison of Scrum and CCPM in "Agile/CCPM - Non-Meaningful Distinctions".
The book covers:
- Making the business case for agile methods: practical tools and disciplines
- How to choose an agile method for your next project
- Breakthrough application of Critical Chain Project Management and constraint-driven control of the flow of value
- Defining the four new roles for the agile manager in software projects-- and competitive IT organizations
One reviewer feels that TOC theory, as presented in this book, is not helpful for Agile projects. The other reviewer, identifying herself as a "traditional" project manager, finds the book interesting and useful, conjecturing that it will help concretely prove the value of Agile methods.
Perhaps the book's usefulness is dependent on one's starting point - no two Agile projects are the same, and different "tools" apply in each situation. In fact, for some projects the major challenges lie inside the development team. But when the most significant challenges to delivering value lie in the area of management, this book does address a couple of important aspects of Agile management not covered elsewhere, and could be a useful addition to an Agile Manager's toolkit, when balanced with the other Agile practices.
Read the reviews and judge for yourself.
Anderson is not the only one writing on TOC for Agile Project Management. Clarke Ching frequently blogs on the subject, and the most recent Carnival of the Agilists notes that Frank Patrick had compiled a list of his past posts on the TOC and "Critical Chain Project Management", including a comparison of Scrum and CCPM in "Agile/CCPM - Non-Meaningful Distinctions".
