Scaling Software Agility: Best Practices for Large Enterprises
(häftad)av Dean Leffingwell
- Format:
- Häftad (paperback)
- Utgiven:
- 2007-03-01
- Språk:
- Engelska
Jim Highsmith, director, Agile Practice, Cutter Consortium, author of Agile Project ManagementTheres tension between building software fast and delivering software that lasts, between being ultra-responsive to changes in the market and maintaining a degree of stability. In his latest work, Scaling Software Agility, Dean Leffingwell shows how to achieve a pragmatic balance among these forces. Leffingwells observations of the problem, his advice on the solution, and his description of the resulting best practices come from experience: hes been there, done that, and has seen whats worked.
Grady Booch, IBM Fellow
Agile development practices, while still controversial in some circles, offer undeniable benefits: faster time to market, better responsiveness to changing customer requirements, and higher quality. However, agile practices have been defined and recommended primarily to small teams. In Scaling Software Agility, Dean Leffingwell describes how agile methods can be applied to enterprise-class development.
- Part I provides an overview of the most common and effective agile methods.
- Part II describes seven best practices of agility that natively scale to the enterprise level.
- Part III describes an additional set of seven organizational capabilities that companies can master to achieve the full benefits of software agility on an enterprise scale.
This book is invaluable to software developers, testers and QA personnel, managers and team leads, as well as to executives of software organizations whose objective is to increase the quality and productivity of the software development process but who are faced with all the challenges of developing software on an enterprise scale.
Preface
Acknowledgments
About the Author
Part I: Overview of Software Agility
Chapter 1: Introduction to Agile Methods
Chapter 2: Why the Waterfall Model Doesnt Work
Chapter 3: The Essence of XP
Chapter 4: The Essence of Scrum
Chapter 5: The Essence of RUP
Chapter 6: Lean Software, DSDM, and FDD
Chapter 7: The Essence of Agile
Chapter 8: The Challenge of Sc...
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Övrig information
Dean Leffingwell is a renowned software development methodologist, author, and software team coach who has spent his career helping software teams meet their goals. He is the former founder and CEO of Requisite, Inc., makers of RequisitePro, and a former VP at Rational Software, where he was responsible for the commercialization of RUP. During the last five years, in his role as an independent consultant and as advisor/methodologist to Rally Software, Mr. Leffingwell has applied his experience to the organizational challenge of implementing agile methods at scale with entrepreneurial teams as well as distributed, multi-national corporations. These experiences form much of the basis for this book. Mr. Leffingwell is also the lead author of the popular text, Managing Software Requirements Second Edition: A Use Case Approach, also from Addison-Wesley.
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Innehållsförteckning
Foreword xviiPreface xxiAcknowledgments xxviiAbout the Author xxixPart I: Overview of Software Agility 1Chapter 1: Introduction to Agile Methods 5
Achieving Competitive Advantage in a Software Economy 5
Enter Agile Methods 6
Agile at Scale 7
A Look at the Methods 8
The Trend to Agile Adoption 10
Business Benefits of Software Agility 11
A Brief Look at XP, Scrum, and RUP 13
Summary 15
Chapter 2: Why the Waterfall Model Doesnt Work 17Problems with the Model 19
Assumptions Underlying the Model 20
Enter Corrective Actions via Agile Methods 26
Chapter 3: The Essence of XP 29What Is XP? 29
Whats So Controversial about XP? 30
Whats So Extreme about XP? 30
The Fundamental Tenet of XP 31
The Values, Principles, and Practices of XP 33
The Process Model for XP 38
Applicability of the Method 39
Suggested Reading 40
Chapter 4: The Essence of Scrum 41What Is Scrum? 41
The Roles in Scrum 42
The Philosophical Roots of Scrum 42
The Values, Principles, and Practices of Scrum 43
Key Practices of Scrum 44
The Fundamental Tenet of Scrum: Empirical Process Control 45
The Process Model for Scrum 46
On Scrum and Organizational Change 48
Applicability of the Method 48
Suggested Reading 49
Chapter 5: The Essence of RUP 51What Is RUP? 51
Key Characteristics of RUP 51
Roots of RUP 52
Agile RUP Variants 60
Applicability of the Method 61
Suggested Reading 62
Chapter 6: Lean Software, DSDM, and FDD 63Lean Software Development 63
Dynamic Systems Development Method 65
Feature-Driven Development 70
Chapter 7: The Essence of Agile 75What Are We Changing with Agile? 75
The Heartbeat of Agile: Working Code in a Short Time Box 81
Summary 85
Chapter 8: The Challenge of Scaling Agile 87Apparent Impediments of the Methods 88
Impediments of the Enterprise 90
Summary 94
Part II: Seven Agile Team Practices That Scale 95Chapter 9: The Define/Build/Test Component Team 101What Is the Define/Build/Test Component Team? 102
Eliminating the Functional Silos 104
The Roles and Responsibilities of an Agile Component Team 106
Creating Self-Organizing, Self-Managing Define/Build/Test Teams 109
Distributed Teams 114
Chapter 10: Two Levels of Planning and Tracking 115A Generalized Agile Framework 116
Summary: Two Levels of Planning 120
Chapter 11: Mastering the Iteration 123Iteration: The Heartbeat of Agility 123
The Standard, Two-Week Iteration? 123
Planning and Executing the Iteration 124
Iteration Planning 125
Iteration Execution 129
Iteration Tracking and Adjusting 132
Iteration Cadence Calendar 135
Chapter 12: Smaller, More Frequent Releases 139Benefits of Small Releases 139
Defining and Scheduling the Release 141
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