Being agile: eleven breakthrough techniques to keep you from "waterfalling backwards"
Saved in:
| Main Authors: | , |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
Upper Saddle, River, NJ ; Munich [u.a.]
IBM Press
2013
|
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Physical Description: | XXIII, 189 S. Ill., graph. Darst. |
| ISBN: | 9780133375626 0133375625 |
Staff View
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| 245 | 1 | 0 | |a Being agile |b eleven breakthrough techniques to keep you from "waterfalling backwards" |c Leslie Ekas ; Scott will |
| 264 | 1 | |a Upper Saddle, River, NJ ; Munich [u.a.] |b IBM Press |c 2013 | |
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| adam_text | Contents
Preface
xviii
Acknowledgements
xxi
Introduction By Leslie
Ekas
1
Who This Book Is For
1
What Is Our Approach?
1
What Does This Book Cover?
3
An Overview Of The Content
4
What Do You Have To Do?
6
What Benefits Can You Get from Reading This Book?
6
Who Are We?
6
Join the Conversation
7
Chapter
1
Whole Teams
9
Being agile requires whole teams because the synergy derived
from cross-disciplined and cross-component
teams working together enables teams to be more
productive than working in isolation.
By Leslie
Ekas
Principles
10
What Is a Whole Team?
10
Why Are Whole Teams Hard to Create?
11
Cross-Component Teams
11
Cross-Discipline Teams
12
Cross-Geographical, Cross-Cultural, Large Teams
13
Stable, Dedicated, and Protected
14
Practices
16
Start with Whole Teams
16
Maintain and Protect Dedicated Teams
16
The Conversation
17
Share the Same Truth
19
No Partial Credit
19
Offer Help
20
Metrics
20
Breakthrough
21
Summary
22
ХІ
xii Contents
Chapter
2 Active
Stakeholder Interaction
25
Being agile requires active stakeholder interaction
because only your stakeholders can confirm that
what you create actually meets their needs.
By Scott Will
Principles
26
What Is Active Stakeholder Interaction?
26
Why Can It Be Hard to Get Active Stakeholder Interaction?
27
Stakeholder Interaction is Not a New Idea
29
Stakeholder Interaction Is Not Optional
29
Do What s Needed—And No More
30
Practices
31
Identifying Stakeholders
31
Review
tipies
with Stakeholders
33
Set Expectations
33
Stakeholders Should Have Skin in the Game
34
Make Stakeholder Interaction Compelling for Your Customers
35
Doing Regular Demonstrations
35
Reacting to Feedback Received
36
When Is the Development Organization a Stakeholder?
37
Customer Support Teams as Stakeholders
38
Working with Customers in Countries Other Than Your Own
39
Metrics
39
Breakthrough
40
Summary
42
Chapter
3
Queuing Theory
43
Being agile requires embracing queuing theory
practices because teams achieve greater efficiency
and throughput by leveraging a steady flow of small
work items.
By Scott Will
Principles
44
Why Does Waterfall Thinking Still Linger?
44
Small Batches of Coordinated Work
45
Frequent Feedback
46
Ensure Sufficient Capacity
46
Practices
47
Small Task Sizes:
4
Hours,
8
Hours,
16
Hours
47
One User Story at a Time
48
Short Iterations
49
Metrics Should Support the Focus on Working Software
50
Metrics
50
Breakthrough
51
Summary
51
Contents xiii
Chapter
4
No Multitasking
53
Being agile requires teams to avoid multitasking
because teams are more productive when they focus.
By Scott Will
Principles
55
One Thing at a Time Is More Efficient
55
Flow
56
Stop Starting; Start Finishing
57
Practices
57
Team Members Are Dedicated to a Project
100%
of the Time
57
One Project at a Time
58
Be a Firewall and Stop Being a Fast-Forward Button
58
Pair Programming; Pair Testing
59
Calendar Ruthlessness
59
Metrics
60
Breakthrough
61
Summary
62
Chapter
5
Eliminate Waste
63
Being agile requires eliminating waste to realize
significant efficiency, productivity, and quality gains.
By Leslie
Ekas
Principles
64
What Is Eliminating Waste?
64
Why the Focus on Eliminating Waste?
65
Technical Debt
65
Project Debt
67
Why Is It Hard to Eliminate Waste?
67
Practices
69
Get Rid of Waste.
..
One Way or Another
69
Small Tasks
70
Build Quality In
71
Focus on Customer Value
72
Expand Done! Criteria
73
Handling Latent Defects
74
Stop Writing Defect Records
74
Metrics
75
Breakthrough
76
Summary
77
xiv Contents
Chapter
6
Working Software
79
Being agile requires always having working software because it
validates progress, ensures the highest
levels of quality, and enables regular feedback.
By Leslie
Ekas
Principles
80
What Is Working Software?
80
Why Is It Hard to Regularly Have Working Software?
82
Working Software Extends Test Suites
82
Practices
83
Short Iterations
83
Continuous Integration and Automation
84
Vertically Sliced Stories
85
Evolutionary Architecture and Emergent Design
86
In-House Deploys
88
Metrics
89
Breakthrough
89
Summary
91
Chapter
7
Deliver Value
93
Being agile requires delivering real value so that
customers succeed with your product.
By Scott Will
Principles
94
Why User Stones .
94
Practices
97
The So That Clause
97
Vertically Sliced Stories
98
Acceptance Criteria
99
Using Velocity Effectively
100
Metrics
103
Breakthrough
103
What Exactly Is a Zero-Gravity Thinker?
104
A Real Example
106
Zero Gravity Thinking in Sum...
106
Summary
107
Contents
XV
Chapter
8 Release
Often
109
Being agile requires releasing software often so
that teams /earn fast and customers succeed sooner.
By Leslie
Ekas
Principles
1 12
Why Release Often .
1 12
Do Just Enough
1 13
Defer Commitment
114
Why Can It Be Hard to Release Often?
1 16
Practices
117
Start with Shorter Release Cycles
117
Hpic Stories
117
Evolutionary Product Design
1 19
High Value First
120
High Risk First
121
Value-Driven Development: the Outworking of Frequent Code Drops
123
Metrics
124
Breakthrough
125
Summary
128
Chapter
9
Stop the Line
Being agile requires that teams stop the line to
solve critical problems at their core so that they
do not lose titne by dealing with the same problem
again and again.
By Leslie
Ekas
Principles
What Is Stop the Line?
Why Is Stop the Line Hard?
Practices
Fix
Blockers
Reflections as a Guide
What if the Problem Is Too Big to Stop the Line?
Metrics
Breakthrough
Summary
129
130
130
131
133
133
133
133
134
139
141
xvi Contents
Chapter
10
Agüe
Leadership
143
Being successful with agile requires leaders who
learn, participate in, and experiment with agile so
that they lead with an agile mindset and react with
agile instincts.
Ну
Leslie
Ekas
Principles
145
Agile Leadership
145
Why Is Agile Leadership Hard?
146
Practices
147
Learn Agile, Experience Agile, Develop Agile Instincts
147
Enable and Protect
148
Help Your Team Learn, Let Your Team Fail
149
Set Priorities, Provide Boundaries, and Let the Team Figure Out How
151
A Single, Visible View of the Truth 1
53
Metrics
154
Breakthrough
154
Summary
155
Chapter
11
Continuous Improvement
157
Being agile requires continuous improvement
because teams that continue to learn, adapt, and evolve
are more productive and competitive. Agile is a
never-ending journey of getting better.
By Scott Will
Principles
158
Why Is Continuous Improvement Important?
158
Why Is Continuous Improvement Hard?
159
There Is No Such Thing as
100
Percent Agile
159
Realize That You Will Learn New Things as a Project Progresses
160
You Need to Set Time Aside to Sharpen Your Axe
160
Focus on Small, On-Going Improvements
161
Learn from Your Mistakes; Don t Make Them Again
162
Fail Fast
162
Management Needs to Actively Promote Innovation 1
62
Practices
164
Reflections
164
Value Stream Mapping
166
Addressing Reluctance
167
The Art of Continuous Improvement
167
Share
169
Metrics
169
Breakthrough
169
Summary
170
Contents xvii
Appendix
By
Scott Will 173
Exploring Your Agility: A Brief, Annotated Questionnaire
173
What Would You Be Willing to Give Up?
174
Questions on Various Agile Practices
175
How Long Are Your Iterations? 1
15
How Often Do You Build?
176
What Disciplines Are on Your Teams?
176
Do You Carry a Defect Backlog7 1
76
What Do You Automate ? 1
77
Do You Conduct Status Meetings . 1
77
Are You Delivering Value to Your Customers?
178
Do You Get to Done! Each Iteration?
178
Are You Getting Better? 17S
Concluding Thoughts
178
Index
179
|
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| spelling | Ekas, Leslie Verfasser (DE-588)1046300156 aut Being agile eleven breakthrough techniques to keep you from "waterfalling backwards" Leslie Ekas ; Scott will Upper Saddle, River, NJ ; Munich [u.a.] IBM Press 2013 XXIII, 189 S. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Agile Softwareentwicklung (DE-588)4806620-5 gnd rswk-swf Projektmanagement (DE-588)4047441-0 gnd rswk-swf Projektmanagement (DE-588)4047441-0 s Agile Softwareentwicklung (DE-588)4806620-5 s DE-604 Will, Scott Verfasser (DE-588)1046300288 aut Digitalisierung UB Bamberg - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=026882035&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Ekas, Leslie Will, Scott Being agile eleven breakthrough techniques to keep you from "waterfalling backwards" Agile Softwareentwicklung (DE-588)4806620-5 gnd Projektmanagement (DE-588)4047441-0 gnd |
| subject_GND | (DE-588)4806620-5 (DE-588)4047441-0 |
| title | Being agile eleven breakthrough techniques to keep you from "waterfalling backwards" |
| title_auth | Being agile eleven breakthrough techniques to keep you from "waterfalling backwards" |
| title_exact_search | Being agile eleven breakthrough techniques to keep you from "waterfalling backwards" |
| title_full | Being agile eleven breakthrough techniques to keep you from "waterfalling backwards" Leslie Ekas ; Scott will |
| title_fullStr | Being agile eleven breakthrough techniques to keep you from "waterfalling backwards" Leslie Ekas ; Scott will |
| title_full_unstemmed | Being agile eleven breakthrough techniques to keep you from "waterfalling backwards" Leslie Ekas ; Scott will |
| title_short | Being agile |
| title_sort | being agile eleven breakthrough techniques to keep you from waterfalling backwards |
| title_sub | eleven breakthrough techniques to keep you from "waterfalling backwards" |
| topic | Agile Softwareentwicklung (DE-588)4806620-5 gnd Projektmanagement (DE-588)4047441-0 gnd |
| topic_facet | Agile Softwareentwicklung Projektmanagement |
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