Practical Approach to Large-Scale Agile Development

Prioritization 73 Just-in-Time User Story Definition 76 Invest in System Engineering 77 Put Marketing in Charge of a Unified 1-N List 80 Involve the Technology Architects 81 Use Project Managers as "Feature Leads" 81 Reuse Requirements and Test Tags for Scalability 82 Commit by Delivering, Not by Estimating 83 Convincing the Business: Agile Planning Is Okay 86 Summary 88 Chapter 8 Unique Challenges of Estimating Large Innovations 91 Waterfall Approach and Challenges 92 Agile Approach 92 Challenging Situations with the Agile Approach: Large Architectural Efforts 95 Change Management and Integrating with the Business 98 Summary 100 Chapter 9 Our Take on Project Management for Large-Scale Agile 101 Oversight and Priority: Program Managers 102 Accountability: Section Managers 103 Robustness and Scalability: Architects 104 Putting It All Together 104 Summary 105 Chapter 10 Organizational Approach: Managing to Disadvantages 107 Test Ownership Organization 108 Component versus Feature Organization 111 Traditionally Managed Project Teams versus Self-Managed Scrum Teams 114 Summary 116 Chapter 11 Effective Agile Development across U.S. and Indian Cultures 117 Lesson 1: Permission to Ask 118 Lesson 2: Ensure Time to Explore 119 Lesson 3: Have Small Wins First 119 Lesson 4: Exploit the Time Difference 120 Lesson 5: Take Time to Train-Always 121 Lesson 6: Remember a Team Is about People 121 Organizing for the Highest Leverage of Offshore Teams 122 Summary 125 Chapter 12 The Right Tools: Quantum Leaps in Productivity 127 Common Development Environment 128 Simulation and Emulation Environment for Automated Testing 129 Test Architecture for Scalability: Common Test Framework (CTF) 131 The Most Important Part of Test Automation: Virtual Machine Provisioning System (VMPS) 133 Real-Time Metrics and Tracking 136 Integrated Toolset 137 Cool Toys Worth Investing In 138 Summary 139 Chapter 13 Real-World Agile Results: HP FutureSmart Firmware 141 Resources Moved from Overhead to Innovation 142 R&D and Developer Productivity 144 Improvement in Current Product Support 146 Summary 147 Chapter 14 Change Management in Moving Toward Enterprise Agility 149 Impacts on Other R&D Groups and System Qualification 150 Impacts on Product Program Teams 151 Impacts on Non-R&D Product Generation Activities/Teams 154 Where to Draw Boundaries with Coordinating Organizational Agility 155 Change Management of the HP FutureSmart Firmware Transformation 156 Summary 158 Chapter 15 Differences in Our Perspective on Scaling Agile 159 A Difference in Perspective 160 Focusing on Agility Rather Than Team Operations 161 Changing the Deployment Pipeline 162 Embracing the Uncertainty of Agile 163 Enterprisewide Tracking and Incremental Improvements 164 Summary 164 Chapter 16 Taking the First Step 167 Figuring Out First Steps 168 What's Next for FutureSmart? 169 Determining Your First Steps 171 Summary 172 Appendix A Twelve Principles of Agile Software 173 Bibliography 175 Index 177