Scaling Software Agility
Best Practices for Large Enterprises. Foreword by Philippe Kruchten
(Sprache: Englisch)
"Companies have been implementing large agile projects for a number of years, but the 'stigma' of 'agile only works for small projects' continues to be a frequent barrier for newcomers and a rallying cry for agile critics. What has been missing from the...
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"Companies have been implementing large agile projects for a number of years, but the 'stigma' of 'agile only works for small projects' continues to be a frequent barrier for newcomers and a rallying cry for agile critics. What has been missing from the agile literature is a solid, practical book on the specifics of developing large projects in an agile way. Dean Leffingwell's book Scaling Software Agility fills this gap admirably. It offers a practical guide to large project issues such as architecture, requirements development, multi-level release planning, and team organization. Leffingwell's book is a necessary guide for large projects and large organizations making the transition to agile development."-Jim Highsmith, director, Agile Practice, Cutter Consortium, author of Agile Project Management"There's 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. Leffingwell's observations of the problem, his advice on the solution, and his description of the resulting best practices come from experience: he's been there, done that, and has seen what's worked."
-Grady Booch, IBM FellowAgile 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
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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.
Foreword
Preface
Acknowledgments
About the Author
Part I: Overview of Software Agility
Chapter 1: Introduction to Agile Methods
Chapter 2: Why the Waterfall Model Doesn't 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 Scaling Agile
Part II: Seven Agile Team Practices That Scale
Chapter 9: The Define/Build/Test Component Team
Chapter 10:Two Levels of Planning and Tracking
Chapter 11: Mastering the Iteration
Chapter 12: Smaller, More Frequent Releases
Chapter 13: Concurrent Testing
Chapter 14: Continuous Integration
Chapter 15: Regular Reflection and Adaptation
Part III: Creating the Agile Enterprise
Chapter 16: Intentional Architecture
Chapter 17: Lean Requirements at Scale: Vision, Roadmap, and Just-in-Time Elaboration
Chapter 18: Systems of Systems and the Agile Release Train
Chapter 19: Managing Highly Distributed Development
Chapter 20: Impact on Customers and Operations
Chapter 21: Changing the Organization
Chapter 22: Measuring Business Performance
Conclusion: Agility Works at Scale
Bibliography
Index
Foreword
Preface
Acknowledgments
About the Author
Part I: Overview of Software Agility
Chapter 1: Introduction to Agile Methods
Chapter 2: Why the Waterfall Model Doesn't 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 Scaling Agile
Part II: Seven Agile Team Practices That Scale
Chapter 9: The Define/Build/Test Component Team
Chapter 10:Two Levels of Planning and Tracking
Chapter 11: Mastering the Iteration
Chapter 12: Smaller, More Frequent Releases
Chapter 13: Concurrent Testing
Chapter 14: Continuous Integration
Chapter 15: Regular Reflection and Adaptation
Part III: Creating the Agile Enterprise
Chapter 16: Intentional Architecture
Chapter 17: Lean Requirements at Scale: Vision, Roadmap, and Just-in-Time Elaboration
Chapter 18: Systems of Systems and the Agile Release Train
Chapter 19: Managing Highly Distributed Development
Chapter 20: Impact on Customers and Operations
Chapter 21: Changing the Organization
Chapter 22: Measuring Business Performance
Conclusion: Agility Works at Scale
Bibliography
Index
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Inhaltsverzeichnis zu „Scaling Software Agility “
Foreword xviiPreface xxiAcknowledgments xxviiAbout the Author xxixPart I: Overview of Software Agility 1Chapter 1: Introduction to Agile Methods 5Achieving 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 15Chapter 2: Why the Waterfall Model Doesn't Work 17
Problems with the Model 19
Assumptions Underlying the Model 20
Enter Corrective Actions via Agile Methods 26Chapter 3: The Essence of XP 29
What Is XP? 29
What's So Controversial about XP? 30
What's 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 40Chapter 4: The Essence of Scrum 41
What 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 49Chapter 5: The Essence of RUP 51
What Is RUP? 51
Key Characteristics of RUP 51
Roots of RUP 52
Agile RUP Variants 60
Applicability of the Method 61
Suggested Reading 62Chapter 6: Lean Software, DSDM, and FDD 63
Lean Software Development 63
Dynamic Systems Development Method 65
Feature-Driven Development 70Chapter 7: The Essence of Agile 75
What Are We Changing with Agile? 75
The Heartbeat of Agile: Working Code in a Short Time Box 81
Summary
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85Chapter 8: The Challenge of Scaling Agile 87
Apparent Impediments of the Methods 88
Impediments of the Enterprise 90
Summary 94Part II: Seven Agile Team Practices That Scale 95Chapter 9: The Define/Build/Test Component Team 101
What 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 114Chapter 10: Two Levels of Planning and Tracking 115
A Generalized Agile Framework 116
Summary: Two Levels of Planning 120Chapter 11: Mastering the Iteration 123
Iteration: 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 135Chapter 12: Smaller, More Frequent Releases 139
Benefits of Small Releases 139
Defining and Scheduling the Release 141
Planning the Release 144
Release Tracking 147
The Release Roadmap 149
Agile at Scale Preview: Release Planning and Tracking in the Large 150Chapter 13: Concurrent Testing 155
Introduction to Agile Testing 155
Agile Testing Principles 156
Unit Testing 158
Acceptance Testing 160
Component Testing 162
System and Performance Testing 162
Summary: Agile Testing Strategy in a Nutshell 164Chapter 14: Continuous Integration 169
What Is Continuous Integration? 169
Continuous Integration 171
The Three Steps to Continuous Integration 172
What Is Continuous Integration Success? 175Chapter 15: Regular Reflection and Adaptation 179
Iteration Retrospective 180
Release Retrospective 184Part III: Creating the Agile Enterprise189Chapter 16: Intentional Architecture 195
What Is Software Architecture? 195
Agile and Architecture 197
On Refactoring and Systems of Scale 201
What Are You Building? 202
An Agile Architectural Approach for Enterprise Class Systems 203
Building Architectural Runway 204Chapter 17: Lean Requirements at Scale: Vision, Roadmap, and Just-in-Time Elaboration 213
Overview: The Requirements Pyramid 213
What's Different About Requirements in Agile? 217
A Scalable, Agile Requirements Approach: Vision, Roadmap, and Just-in-time Elaboration 222
Summary 235Chapter 18: Systems of Systems and the Agile Release Train 237
An Agile Component Release Schedule 238
The Agile Release Train 242
Release Train Retrospective 247Chapter 19: Managing Highly Distributed Development 249
At Scale, All Development Is Distributed Development 249
Case Study 1. Ping Identity: The Distributed Define/Build/Test Component Team 251
Case Study 2. BMC Software, Incorporated: An Agile Transformation in a Highly Distributed, Large-Scale Enterprise 255
Emphasizing Communications 261
Tooling Infrastructure for Enterprise Agility 265
Summary 269Chapter 20: Impact on Customers and Operations 271
The Benefits of Agile Methods to Sales and Marketing 272
Impact on Product Marketing/Product Management 273
Smaller and More Frequent Releases 275
Optimizing the Agile Release Process 276
Real Challenges and Misconceptions Regarding Agility from Real Sales and Marketing Executives 284Chapter 21: Changing the Organization 289
Overview 289
Why Does Agile Require Organizational Change? 290
Preparing for Scrum and Agility 295
Eliminating Impediments to Software Productivity 298
An Agile Model for Executive Management 299
Rolling Out Scrum/Agile in a Large Organization 304
Summary 309Chapter 22: Measuring Business Performance 311
Agility Measures: The Key Difference 311
Measuring Team Performance 312
On Metrics, "Process Police," and Team Self-Assessment 318
Scaling to Organizational Performance: A Balanced Scorecard Approach 319
Agile Metrics at Scale: Implementing a Flexible, Automated, and Meaningful BSC for the Enterprise 322Conclusion: Agility Works at Scale 325Bibliography 327Index 331
Apparent Impediments of the Methods 88
Impediments of the Enterprise 90
Summary 94Part II: Seven Agile Team Practices That Scale 95Chapter 9: The Define/Build/Test Component Team 101
What 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 114Chapter 10: Two Levels of Planning and Tracking 115
A Generalized Agile Framework 116
Summary: Two Levels of Planning 120Chapter 11: Mastering the Iteration 123
Iteration: 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 135Chapter 12: Smaller, More Frequent Releases 139
Benefits of Small Releases 139
Defining and Scheduling the Release 141
Planning the Release 144
Release Tracking 147
The Release Roadmap 149
Agile at Scale Preview: Release Planning and Tracking in the Large 150Chapter 13: Concurrent Testing 155
Introduction to Agile Testing 155
Agile Testing Principles 156
Unit Testing 158
Acceptance Testing 160
Component Testing 162
System and Performance Testing 162
Summary: Agile Testing Strategy in a Nutshell 164Chapter 14: Continuous Integration 169
What Is Continuous Integration? 169
Continuous Integration 171
The Three Steps to Continuous Integration 172
What Is Continuous Integration Success? 175Chapter 15: Regular Reflection and Adaptation 179
Iteration Retrospective 180
Release Retrospective 184Part III: Creating the Agile Enterprise189Chapter 16: Intentional Architecture 195
What Is Software Architecture? 195
Agile and Architecture 197
On Refactoring and Systems of Scale 201
What Are You Building? 202
An Agile Architectural Approach for Enterprise Class Systems 203
Building Architectural Runway 204Chapter 17: Lean Requirements at Scale: Vision, Roadmap, and Just-in-Time Elaboration 213
Overview: The Requirements Pyramid 213
What's Different About Requirements in Agile? 217
A Scalable, Agile Requirements Approach: Vision, Roadmap, and Just-in-time Elaboration 222
Summary 235Chapter 18: Systems of Systems and the Agile Release Train 237
An Agile Component Release Schedule 238
The Agile Release Train 242
Release Train Retrospective 247Chapter 19: Managing Highly Distributed Development 249
At Scale, All Development Is Distributed Development 249
Case Study 1. Ping Identity: The Distributed Define/Build/Test Component Team 251
Case Study 2. BMC Software, Incorporated: An Agile Transformation in a Highly Distributed, Large-Scale Enterprise 255
Emphasizing Communications 261
Tooling Infrastructure for Enterprise Agility 265
Summary 269Chapter 20: Impact on Customers and Operations 271
The Benefits of Agile Methods to Sales and Marketing 272
Impact on Product Marketing/Product Management 273
Smaller and More Frequent Releases 275
Optimizing the Agile Release Process 276
Real Challenges and Misconceptions Regarding Agility from Real Sales and Marketing Executives 284Chapter 21: Changing the Organization 289
Overview 289
Why Does Agile Require Organizational Change? 290
Preparing for Scrum and Agility 295
Eliminating Impediments to Software Productivity 298
An Agile Model for Executive Management 299
Rolling Out Scrum/Agile in a Large Organization 304
Summary 309Chapter 22: Measuring Business Performance 311
Agility Measures: The Key Difference 311
Measuring Team Performance 312
On Metrics, "Process Police," and Team Self-Assessment 318
Scaling to Organizational Performance: A Balanced Scorecard Approach 319
Agile Metrics at Scale: Implementing a Flexible, Automated, and Meaningful BSC for the Enterprise 322Conclusion: Agility Works at Scale 325Bibliography 327Index 331
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Autoren-Porträt von Dean Leffingwell
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 vice president at Rational Software, where he was responsible for the commercialization of RUP. During the last five years, in his role as both 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, multinational corporations. These experiences form much of the basis for this book. Mr. Leffingwell is also the lead author of Managing Software Requirements, Second Edition: A Use Case Approach (Addison-Wesley, 2003).
Bibliographische Angaben
- Autor: Dean Leffingwell
- 2007, 384 Seiten, mit Abbildungen, Maße: 18,9 x 23,3 cm, Kartoniert (TB), Englisch
- Verlag: Addison-Wesley Longman, Amsterdam
- ISBN-10: 0321458192
- ISBN-13: 9780321458193
- Erscheinungsdatum: 06.03.2007
Sprache:
Englisch
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