000782008 000__ 04620cam\a2200493Ii\4500
000782008 001__ 782008
000782008 005__ 20230306143231.0
000782008 006__ m\\\\\o\\d\\\\\\\\
000782008 007__ cr\cn\nnnunnun
000782008 008__ 170510s2017\\\\sz\a\\\\ob\\\\000\0\eng\d
000782008 019__ $$a986617103$$a986875583
000782008 020__ $$a9783319540870$$q(electronic book)
000782008 020__ $$a3319540874$$q(electronic book)
000782008 020__ $$z9783319540863
000782008 020__ $$z3319540866
000782008 035__ $$aSP(OCoLC)ocn986538775
000782008 035__ $$aSP(OCoLC)986538775$$z(OCoLC)986617103$$z(OCoLC)986875583
000782008 040__ $$aN$T$$beng$$erda$$epn$$cN$T$$dEBLCP$$dGW5XE$$dYDX$$dN$T$$dOCLCF$$dIDB$$dUAB
000782008 049__ $$aISEA
000782008 050_4 $$aQA76.76.D47
000782008 08204 $$a005.1068$$223
000782008 1001_ $$aKulak, Daryl,$$eauthor.
000782008 24514 $$aThe journey to enterprise agility :$$bsystems thinking and organizational legacy /$$cDaryl Kulak, Hong Li.
000782008 264_1 $$aCham, Switzerland :$$bSpringer,$$c2017.
000782008 300__ $$a1 online resource (xix, 286 pages) :$$billustrations.
000782008 336__ $$atext$$btxt$$2rdacontent
000782008 337__ $$acomputer$$bc$$2rdamedia
000782008 338__ $$aonline resource$$bcr$$2rdacarrier
000782008 504__ $$aIncludes bibliographical references.
000782008 5050_ $$aPreface; Acknowledgments; Endorsements; Contents; 1: Todayś Problems with Enterprise Business Software; Test Drive Your Knowledge; 1.1 The New, New Thing; 1.2 Cheap Green Shirts; 1.3 Help! Weŕe Terrible!; 1.4 Aristotle, Descartes and Disconnection to Business Value; 1.5 The Mechanical Business World; 1.5.1 The Question of Business Value; 1.6 Scalability and Sustainability; 1.6.1 The Story of Sticky LaGrange; 1.7 Yes, But What About the Illth?; 1.7.1 Agile Illth; 1.8 Our Software Industry Problems Can Be Overcome; Test Drive Your Knowledge Again; Reference
000782008 5058_ $$a2: The Scholars of Systems ThinkingTest Drive Your Knowledge; 2.1 Hard and Soft Systems Thinking; 2.1.1 Dont́ Worry: This Will Not Be a Complete History of Systems Thinking; 2.2 Systems Thinking Forms the Basis; Test Drive Your Knowledge Again; 3: Worldview and Intentions; Test Drive Your Knowledge; 3.1 Borrowing from the Buddha; 3.1.1 Right View; The Agile Manifesto; 3.1.2 Right Intention; 3.1.3 Right Speech; 3.1.4 Right Action; 3.2 Right View + Right Intention + Right Speech + Right Action; 3.2.1 A Worldview That Is Compatible with Success; Test Drive Your Knowledge Again; Reference
000782008 5058_ $$a4: Seven Principles of Systems Thinking for Software DevelopmentTest Drive Your Knowledge; 4.1 So Many Principles!; 4.1.1 Systems Thinking Principle 1: Trust=Speed; 4.1.2 Systems Thinking Principle 2: Avoid Best Practices; 4.1.3 Systems Thinking Principle 3: Beware the Immense Power of Analogies; 4.1.4 Systems Thinking Principle 4: Blame the System, Not the Person; 4.1.5 Systems Thinking Principle 5: Treat People Like People, Not Like Machines; 4.1.6 Systems Thinking Principle 6: Acknowledge Your Boundaries; 4.1.7 Systems Thinking Principle 7: Relation-ness Matters More Than Thing-ness
000782008 5058_ $$a4.2 Principles for Your WorldviewTest Drive Your Knowledge Again; References; 5: Redefining Professionalism; Test Drive Your Knowledge; 5.1 Understanding What It Means to Be a Professional; 5.1.1 What Defined the Professionalism of the Past?; 5.1.2 Mechanical Professionalism; 5.2 The New Professionalism; 5.3 The Principles of the New Professionalism; 5.3.1 New Professionalism Principle 1: Speak Up!; 5.3.1.1 The Stanford Prison Experiment; 5.3.1.2 Just ``Go Along;́́ 5.3.1.3 You Know What? Iĺl Just Become a Monk!; 5.3.1.4 Building Trust
000782008 5058_ $$a5.3.2 New Professionalism Principle 2: Solving Communication Problems with Via Negativa5.3.2.1 Via Negativa!; 5.3.2.2 A Different Way to Solve Communication Problems; 5.3.2.3 Addition Often Has More Bad Side-Effects; 5.3.2.4 Via Negativa for Retrospective Follow-Up Items; 5.3.3 New Professionalism Principle 3: Be an Advocate for Weak or Absent Voices; 5.3.3.1 General Motors Calculates Loss of Their Customers ́Lives; 5.3.3.2 Sony Builds a Back Door for Itselfand Hackers; 5.3.3.3 Sorry, But Hereś One More Story About Weak Voices; 5.3.3.4 Weak and Powerful Stakeholders
000782008 506__ $$aAccess limited to authorized users.
000782008 588__ $$aOnline resource; title from PDF title page (SpringerLink, viewed May 17, 2017).
000782008 650_0 $$aComputer software$$xDevelopment$$xManagement.
000782008 650_0 $$aAgile software development.
000782008 7001_ $$aLi, Hong,$$eauthor.
000782008 77608 $$iPrint version:$$z3319540866$$z9783319540863$$w(OCoLC)969870085
000782008 852__ $$bebk
000782008 85640 $$3SpringerLink$$uhttps://univsouthin.idm.oclc.org/login?url=http://link.springer.com/10.1007/978-3-319-54087-0$$zOnline Access$$91397441.1
000782008 909CO $$ooai:library.usi.edu:782008$$pGLOBAL_SET
000782008 980__ $$aEBOOK
000782008 980__ $$aBIB
000782008 982__ $$aEbook
000782008 983__ $$aOnline
000782008 994__ $$a92$$bISE