- Paperback: 240 pages
- Publisher: IBM Press; 1 edition (October 4, 2007)
- Language: English
- ISBN-10: 0131575511
- ISBN-13: 978-0131575516
- Product Dimensions: 6.9 x 0.6 x 9.1 inches
- Shipping Weight: 1 pounds (View shipping rates and policies)
- Average Customer Review: 8 customer reviews
- Amazon Best Sellers Rank: #2,948,029 in Books (See Top 100 in Books)
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Outside-in Software Development: A Practical Approach to Building Successful Stakeholder-based Products, 1/e 1st Edition
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From the Back Cover
"Outside-in thinking complements any approach your teams may be taking to the actual implementation of software, but it changes how you measure success. A successful outside-in team does a lot of learning and not much speculation."
-Tom PoppendieckBuild Software That Delivers Maximum Business Value to Every Key Stakeholder
Imagine your ideal development project. It will deliver exactly what your clients need. It will achieve broad, rapid, enthusiastic adoption. And it will be designed and built by a productive, high-morale team of expert software professionals. Using this book's breakthrough "outside-in" approach to software development, your next project can be that ideal project.
In "Outside-in Software Development," two of IBM's most respected software leaders, Carl Kessler and John Sweitzer, show you how to identify the stakeholders who'll determine your project's real value, shape every decision around their real needs, and deliver software that achieves broad, rapid, enthusiastic adoption.
The authors present an end-to-end framework and practical implementation techniques any development team can quickly benefit from, regardless of project type or scope. Using their proven approach, you can improve the effectiveness of every client conversation, define priorities with greater visibility and clarity, and make sure all your code delivers maximum business value.
Coverage includes Understanding your stakeholders and the organizational and business context they operate inClarifying the short- and long-term stakeholder goals your project will satisfy More effectively mapping project expectations to outcomesBuilding more "consumable" software: systems that are easier to deploy, use, and supportContinuously enhancing alignment with stakeholder goalsHelping stakeholders manage ongoing change long after you've delivered your productMastering the leadership techniques needed to drive outside-in development
About the Author
Carl Kessler is vice president of worldwide development with the IBM Software Group. He has led large software development organizations at IBM for more than a decade, primarily in the enterprise content management, systems management, security, and networking arenas. Prior to his product development assignments, Carl was with IBM Research where his roles included director of software technology and chief information officer. Carl is a senior member of the IEEE and holds several patents.
John Sweitzer is an IBM Distinguished Engineer and a member of the IBM Academy of Technology with more than twenty-six years of experience developing architectures for large complex software systems. He currently leads the IBM Software Group's outside-in design initiative, a subset of outside-in development that addresses design practices that impact the consumability and business relevance of integrated software products. Previously John was the chief architect for the IBM Autonomic Computing initiative, and prior to that, chief architect for the Tivoli systems management brand. John was a founding member of the DMTF standards committee for the Common Information Model, authored a book about that model, has several external publications, and holds numerous patents.
Top customer reviews
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It is written for Agile Software development, but the concepts can be applied to any product and focuses you on WHAT GOALS DO USERS REALLY HAVE WHEN USING YOUR PRODUCT. If you understand this concept, you will be most effective at developing products.
First, Outside-in Software development expresses the simple but profound idea that stakeholders should be thought of as four essential constituencies: as principals (people who buy software), end users, partners (business partners and others), and insiders. These categories force us to think about far more than end users, as important as they are. What if, for example, we are focusing solely on end users, without really considering what it is that the people who buy our software are hoping to accomplish?
Second, too much of the literature in the software engineering field talks about simple teams of ten building new software for emerging markets, software that is shipped to clients installing the software for the first time. The reality is usually significantly more complex. The chapter on organizational context provides a holistic perspective of the groups we sell our software to -- with a far greater reality reflected than we are accustomed to hearing about.
Overall then, Outside-in Software Development is a clear, pragmatic discussion about a tremendously difficult concept: getting from requirements to code in a way that reflects all of the various stakeholders of our software.
The other reviewers of this book have already discussed one of the book's key notions, that of obtaining "stakeholder" perspectives as part of the process of designing software -- and it's an important notion that is explored thoroughly in the book. I can recommend the book just based on this one item alone.
However, there are three other key notions that the book addresses which, I believe, set it apart from other software development books. The first is the whole idea of "Consumability." If you've not heard of Consumability, you really need to learn more about it. It takes the concept of understanding a customer's perspective to a new level.
The second key point is how one defines the "success" of a project. For most in the software industry, it means either having shipped a product on schedule or having made the projected revenues (or, perhaps, both). As important as those "successes" are, what "Outside-in Software Development" encourages is that success also be defined in terms of the "success" of the customers of the product -- are they receiving the value promised by the product? If not, then perhaps the product's other "successes" will be short-lived...
And, finally, the last key idea I'd like to touch on (in order to further encourage you to read this book) is that of understanding your customer's organizational structure when designing products. Carl and John do an excellent job of explaining how this perspective is often overlooked by software designers and developers, but how important it is in ensuring your product really does permit your customers to be successful by using your product in their environment.