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I'm very surprised at the low Amazon.com sales rank of such a unique, insightful, and practical book. With agile and "extreme" methods and practices all the rage you would think a streamlined, dare I say 'agile', approach to modeling would have recieved more attention. I suppose the publisher missed a great opportunity by not putting "Agile" somewhere in the title. Having been the XP 'evangelist' and coach on an XP project I think it even has a place in XP (though purists will argue that point). This is my biggest problem with XP - XP recommends coming up with a "metaphor" for an application which gives the project "conceptual integrity" and will allow the customer and programmers to communicate clearly about the application. In the famous C3 payroll system project the sytem was likened to a manufacturing line in which paychecks were 'assembled' from hour 'parts' and various other 'parts'. Sorry, it may have worked but it is overly contrived and not "the simplest thing that could possibly work and no simpler". The other problem is that Beck himself says that coming up with a useful metaphor cannot be taught and that he can only come up with one on half his projects. So what if, instead of racking your brain to come up with a useful metaphor, which you will only come up with 50% of the time at best, you used a simple-as-possible-but-no-simpler modeling approach to model the *actual* business domain? Wouldn't that model provide the necessary "conceptual integrity" for the system under development and allow the customer and programmers to communicate clearly about the system, and do so *directly*? In the C3 case, paychecks would be paychecks and hours would be hours. No translating back and forth between different domains. I understand the purpose of having a good metaphor - to capture and allow communication of the essential entities and of the essential relationships between those entities. But I think that creating a basic domain model, quickly and iteratively, by applying the patterns, rules and techniques in Streamlined Object Modeling, is a cleaner and more direct practice than metaphors and fits in fine with XP. And creating such a domain model is possible not just 50% of the time, but 100% of the time. (The authors do make certain suggestions and recommendations here and there reflecting their own methodology and implementation preferences which do not always jive with agile and, especially, XP practices. But those are easily identified and agile/XP practitioners should not allowed them to distract from the core of this work.)
In the interest of full disclosure I should state I know and have had the privilege of working with all three of the authors. They gave me an early draft and I did not read it. The book was published and they gave me a copy and I did not read it. Sorry, guys and gal! But finally, this past week, I got around to reading it. Fantastic piece of work. I just wish I would have read it sooner!
Nicola et al don't make the same mistake. This book is easy to read and well explained. It introduces some related ideas to the DNC and Archetypes from the Coad book. They call them Collaboration Patterns and Pattern Players. The techniques here are easy to understand and easy to use. They should be repeatable. As such this extends the state-of-the-art in business modeling.
There are very few people continuing to extend the knowledge in modeling business logic. However, the Coad Series authors including Nicola, Mayfield and Palmer continue to develop this valuable area. For those of us who value thought first and gaining an understanding of what we are doing before we cut any code, this new book from some of the World's best object modelers is a must read.
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Overall, this book is a great investment for armchair travelers who want to experience the wonders of nature. Very highly recommended.
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The process for creating such a board is the focus of The Strategic Board. In Light's view, the ideal board builds its agenda around the creation and implementation of a governance plan consisting of four sub-plans:
1. a leadership plan, articulating vision, mission, strategies, critical issues (he calls these "imperatives"), and success indicators;
2. a delegation plan, defining the responsibilities and performance standards of the board (including its members, officers, and committees) and executive director;
3. a twelve-month management plan for the board and for each functional area of the organization stating annual objectives, challenges to be addressed, and budget;
4. a "vigilance plan," that serves as a monitoring schedule and provides the main agenda items the board's meetings for the coming year.
The book includes examples of each type of plan, drawn from the theatre company where the author serves as executive director and from a Big Brothers/Big Sisters organization. The examples are very helpful in following the logic of each planning process.
In an interesting introduction, Light suggests that any effort to improve nonprofit governance must take into account seven realities of nonprofit organizations:
1. part-time volunteer directors are able to give only limited time to the tasks of governance;
2. boards operate with something less than perfect knowledge, creating a dilemma for the both the board and executive director as they must each be both servant and leader to the other;
3. boards tend to be fairly large, making decision-making a lengthy and complicated process;
4. for many boards, the skills, knowledge, and attitudes required for effective governance are not seen as a prerequisite for recruitment;
5. there are few consequences for poor performance, and little recognition for excellent board performance;
6. consistency and continuity are problems for many boards from year-to-year and even from meeting-to-meeting due to poor attendance and turnover of members and officers;
7. nonprofit organizations are led by relatively inexperienced executive directors. (based on an article from Board Member which is available online at [URL]
The author draws upon a number of sources in nonprofit literature to support his thesis, making the endnotes a useful link to follow-up reading. He also sprinkles the text with the wisdom of motivational writers and speakers. This will be enjoyed by readers who are inspired by such writing. Personally, I think these oversimplified inspirational messages detract from the otherwise strong and thoughtful text.
Overall, there is much in this book to stimulate creative thinking. The concepts are well-explained and illustrated with good examples. On the negative side, it suffers from too much jargon (e.g. "high-impact governance") and like so many "how-to" books, tends to underestimate the time and effort necessary to transform intentions into action. Still, it is a serious and thoughtful effort to build boards capable of the leadership needed by strong and effective organizations. Most executive directors and board members will find some new and challenging ideas to consider.
Since reading the book I have MANY times caught myself wrapped in emotion and stuck in a mental thought and said, 'Now, what's the bottom line here?!' This grounds me and allows me to move through my creation of growth! Then comes the manifestation part of the cycle. That's what it's all about ... it's a cycle! I would reccomend this book to anyone who is on a spiritual growth path. I re-read this book on a regular basis.