Agile programming Books
Pearson Education (US) Agile Leadership Toolkit
Book SynopsisPeter Koning is an author, speaker, and senior consultant who has more than fifteen years of experience as an agile leader. He has led several agile departments and improved the agile way of working at different companies. He has coached, mentored, and trained dozens of agile leadership teams. Through his work, he has developed and refined a concrete and cohesive toolkit for agile leaders. He also founded his own company: Re-Lead (https://re-lead.co/en/), where he works to refresh, redefine, and reinvent leadership.Table of ContentsForeword xiPreface xiiiAcknowledgments xxiiiAbout the Author xxv Part 1: Co-Create Goals 1 1.1 How Do You Set the Right Goals? 3 1.2 How Do You Find the Right KVIs? 13 1.3 How to Visualize the Customer Impact? 23 Summary of Part 1–Co-Create Goals 31 Part 2: Facilitate Ownership 37 2.1 When Do Teams Take Ownership? 39 2.2 When Is Intervening the Best Strategy, and When Is Letting Go Better? 49 2.3 How Mature Is My Team? 57 2.4 How Do Typical Teams Grow? 63 2.5 How Can the Borders Be Aligned with the Maturity? 69 2.6 When Does the Ownership Model Work and When Does It Not? 77 Summary of Part 2–Facilitate Ownership 81 Part 3: Learn Faster 89 3.1 How Do You Know Your Teams Are Doing the Right Things? 91 3.2 How Quickly Do My Teams Learn from Users? 101 3.3 How Can the Learning Loop Be Put into Practice? 109 3.4 How Can Teams Implement Big Ideas in Small Steps? 117 3.5 Minimize the Blast Radius 127 Summary of Part 3–Learn Faster 131 Part 4: Design Healthy Habits 137 4.1 How Do You Stimulate an Agile Culture? 139 4.2 How Do You Design Healthy Habits? 153 4.3 Can You Anchor the Cultural Improvement? 165 4.4 What Is a Healthy Habit to Implement Improvements? 171 Summary of Part 4–Design Healthy Habits 187 The Agile Leader as Culture Leader 189 Concrete Questions 189 After Reading This Book 193 Why a New Toolkit? 194 Agile Leadership Toolkit 195 Index 199
£20.79
Pearson Education (US) SAFe 4.5 Reference Guide
Book SynopsisDean Leffingwell, creator of SAFe, is widely recognized as the one of the world's foremost authorities on Lean-Agile best practices. He is an author, serial entrepreneur, and software systems development methodologist. His two best-selling books, Agile Software Requirements: Lean Requirements Practices for Teams, Programs, and the Enterprise (Addison-Wesley, 2011), and Scaling Software Agility: Best Practices for Large Enterprises (Addison-Wesley, 2007), form much of the basis of modern thinking on Lean-Agile practices and principles.Table of Contents Preface x About the Authors xii Acknowledgments xiii Introduction to the Scaled Agile Framework (SAFe) 1 Part 1: The SAFe Foundation 13 Lean-Agile Leaders 15 Core Values 21 Lean-Agile Mindset 27 SAFe Principles Overview 35 SAFe Implementation Roadmap Overview 39 SAFe Program Consultant 43 Part 2: The SAFe Implementation Roadmap 47 Reaching the Tipping Point 49 Train Lean-Agile Change Agents 53 Train Executives, Managers, and Leaders 57 Create a Lean-Agile Center of Excellence 63 Identify Value Streams and ARTs 69 Create the Implementation Plan 83 Prepare for ART Launch 89 Train Teams and Launch the ART 99 Coach ART Execution 105 Launch More ARTs and Value Streams 109 Extend to the Portfolio 119 Sustain and Improve 125 Part 3: The SAFe Principles 133 Principle #1: Take an economic view 135 Principle #2: Apply systems thinking 141 Principle #3: Assume variability; preserve options 145 Principle #4: Build incrementally with fast, integrated learning cycles 147 Principle #5: Base milestones on objective evaluation of working systems 151 Principle #6: Visualize and limit WIP, reduce batch sizes, and manage queue lengths 155 Principle #7: Apply cadence, synchronize with cross-domain planning 159 Principle #8: Unlock the intrinsic motivation of knowledge workers 163 Principle #9: Decentralize decision-making 167 Part 4: The Team Level 171 Team Level 173 Agile Teams 177 Dev Team 183 Product Owner 187 Scrum Master 193 Built-In Quality 197 ScrumXP 203 Story 209 Iterations 219 Iteration Planning 223 Iteration Goals 229 Iteration Execution 233 Iteration Review 241 Iteration Retrospective 245 Team Backlog 249 Team Kanban 253 Part 5: The Program Level 259 Introduction to the Program Level 261 Agile Release Train 265 Business Owners 275 Product and Solution Management 281 Release Train Engineer and Solution Train Engineer 287 System and Solution Architect/Engineering 291 Program and Solution Backlogs 297 Features and Capabilities 305 Enablers 311 Nonfunctional Requirements 317 Weighted Shortest Job First 325 Program Increment 329 Innovation and Planning Iteration 335 Develop on Cadence 341 Release on Demand 345 Architectural Runway 353 PI Planning 361 PI Objectives 371 System Demo 379 Inspect and Adapt 383 Program and Solution Kanban 391 DevOps 397 Continuous Delivery Pipeline 405 Continuous Exploration 413 Continuous Integration 419 Continuous Deployment 427 Part 6: The Spanning Palette 433 Metrics 435 Shared Services 457 Communities of Practice 461 Milestones 467 Roadmap 475 Vision 481 System Team 487 Lean UX 491 Part 7: The Large Solution Level 497 Introduction to the Large Solution Level 499 Solution Train 503 Customer 509 Supplier 513 Economic Framework 519 Pre- and Post-PI Planning 523 Solution Demo 531 Solution 535 Solution Context 539 Solution Intent 545 Compliance 553 Model-Based Systems Engineering 561 Set-Based Design 567 Part 8: The Portfolio Level 575 Introduction to the Portfolio Level 577 Enterprise 581 Value Streams 587 Strategic Themes 593 Lean Budgets 599 Epic 609 Epic Owners 615 Enterprise Architect 619 Lean Portfolio Management 623 Portfolio Backlog 631 Portfolio Kanban 635 Value Stream Coordination 639 Part 9: Advanced Topics 643 Agile Architecture 645 Agile Contracts 653 Agile HR with SAFe 661 CapEx and OpEx 673 Enterprise Backlog Structure and Management 683 Essential SAFe 691 Features and Components 695 Invitation-Based SAFe Implementation 701 Refactoring 709 SAFe Requirements Model 715 Six SAFe Practices for S-Sized Teams 717 Spikes 723 Test-First 727 The Role of PI Objectives 733 Part 10: Glossary 737 SAFe Glossary 739 Bibliography 749 Index 755
£36.89
Pearson Education (US) Mastering Professional Scrum
Book SynopsisStephanie Ockerman has more than a decade of experience in both traditional waterfall and agile delivery approaches and has worked with implementations in leading large-scale technology programs, acting as a Scrum Master, and coaching Scrum Teams and organizations. She is also a certified Project Management Professional (PMP) through PMI and a Co-Active Coach trained by the Coach Training Institute. Stephanie is an active blogger and frequently speaks at agile and leadership conferences around the world. Simon Reindl is an experienced developer, trainer, coach, and technologist. He has more than 20 years' experience helping organizations in the private and public sectors and all industries adopt new technology and improve the value delivered. He is qualified to lead the full range of Professional Scrum Training courses (PSF, PSD .NET, PSM, PSPO and SPS) as well as coach people at all levelswhethTable of ContentsForeword by Ken Schwaber xiiiForeword by Dave West xviiIntroduction xxiAcknowledgments xxviiAbout the Authors xxix Chapter 1: Continuously Improving Your Scrum Practice 1 Focus on Seven Key Areas to Improve Your Scrum Practice 2 Growing Scrum Requires a Team to Improve Other Capabilities 7 A Process for Continuous Improvement 12 Summary 21 Call to Action 22 Chapter 2: Creating a Strong Team Foundation 23 Forming a Team Identity 23 What Makes a Good Team Member? 24 Who Should Be on a Scrum Team? 27 How Do Scrum Teams Form Working Agreements? 29 What Does Self-Organization Look Like? 31 How Do Scrum Teams Collaborate? 36 How Do Teams Progress? 42 Summary 47 Call to Action 48 Chapter 3: Delivering “Done” Product Increments 49 What Is a Definition of “Done”? 50 Using Sprint Goals to Get to “Done” 55 Getting PBIs to “Done” Earlier in the Sprint 58 Limiting Work Items in Progress 62 Building in Quality from the Beginning 64 Quality Metrics 68 Tackling Technical Debt 70 Summary 74 Call to Action 74 Chapter 4: Improving Value Delivered 77 What Is Value? 77 Delivering Faster Is a Good Start, But Not Enough 78 Product Value and the Scrum Team 80 Using the Product Vision to Enliven Team Purpose, Focus, and Identity 81 Measuring Value 83 Inspecting and Adapting Based on Feedback 90 Summary 92 Call to Action 93 Chapter 5: Improving Planning 95 Planning with a Product Mindset 96 Creating Alignment 100 Product Backlog Refinement 101 Planning a Sprint 107 How Far Ahead to Refine 111 Planning Releases 112 Summary 113 Call to Action 114 Chapter 6: Helping Scrum Teams Develop and Improve 115 Using the Sprint Retrospective to Uncover Areas for Improvement 115 Identifying and Removing Impediments 118 Growing Individual and Team Capabilities 124 Being an Accountable Scrum Master 127 Summary 135 Call to Action 135 Chapter 7: Leveraging the Organization to Improve 137 Organizations Need to Evolve to Succeed 137 Developing People and Teams 138 Getting Comfortable with Transparency 144 A Culture of Accountability, Not a Culture of Blame 145 Letting Go of (the Illusion of) Control 146 The Real Power of the Iron Triangle 146 Funding Initiatives 148 “Being Agile” Is Not the Goal 152 Nail It Before You Scale It 153 Summary 154 Call to Action 154 Chapter 8: Conclusion and What’s Next 157 Business Agility Requires Emergent Solutions 157 Call to Action 160 Appendix A: A Self-Assessment for Understanding Where You Are 161 Business Agility 161 Effective Empiricism with Scrum 162 Effective Teamwork with Scrum 167 Analysis of Assessment Answers 168 Appendix B: Common Misconceptions About Scrum 169 Scrum Is Not a Methodology or a Governance Process 169 Index 175
£23.39
Neuri Consulting Llp Fifty Quick Ideas to Improve Your User Stories
£26.99
Pearson Education (US) Software Craftsman The
Book SynopsisSandro Mancuso has coded since a very young age but only started his professional career in 1996. He has worked for startups, software houses, product companies, international consultancy companies, and investment banks. In October 2013, Sandro cofounded Codurance, a consultancy company based on Software Craftsmanship principles and values. During his career, Sandro has worked on various projects, with different languages and technologies and across many different industries. Sandro has a lot of experience bringing the Software Craftsmanship ideology and Extreme Programming practices to organizations of all sizes. Sandro is internationally renowned for his work in spreading Software Craftsmanship principles and is a renowned speaker at many conferences around the world. His professional aspiration is to raise the bar of the software industry by helping developers become better atand care more abouttheiTable of ContentsForeword by Robert C. Martin xv Preface xvii Acknowledgments xxv About the Author xxix Part I: Ideology and Attitude 1 Chapter 1: Software Development in the Twenty-First Century 3 Seniority 5 A New Reality 6 Chapter 2: Agile 9 Process-Oriented Agile Disciplines 10 Technical-Oriented Disciplines 10 What Is It to Be Agile? 11 Agile Manifesto 12 The Agile Transformation Era 14 The Agile Hangover 14 Agile versus Software Craftsmanship 21 Summary 22 Chapter 3: Software Craftsmanship 23 A Better Metaphor 23 What Does Wikipedia Say? 24 A More Personal Definition 24 A Shorter Definition 24 Beyond Definitions 25 Craft, Trade, Engineering, Science, or Art 25 Software Craftsmanship History 26 Summary 39 Chapter 4: The Software Craftsmanship Attitude 41 Who Owns Your Career? 42 Keeping Ourselves Up to Date 44 Know Who to Follow 48 Practice, Practice, Practice 48 Socialize 54 Deliberate Discovery 55 Work-Life Balance 56 Summary 60 Chapter 5: Heroes, Goodwill, and Professionalism 61 Learning How to Say No 64 Providing Options 70 Enlightened Managers 74 Summary 75 Chapter 6: Working Software 77 Working Software Is Not Enough 78 Looking After Our Garden 79 The Invisible Threat 79 The Wrong Notion of Time 81 Legacy Code 88 Summary 91 Chapter 7: Technical Practices 93 The Right Thing versus the Thing Right 93 Context 94 Extreme Programming History 96 Practices and Values 97 Accountability 104 Pragmatism 105 Summary 106 Chapter 8: The Long Road 107 A Tale from a Brazilian Teenager 107 Focus and Determination 110 Job as Investment 111 Autonomy, Mastery, and Purpose 113 Career Inside Companies 114 Summary 115 Part II: A Full Transformation 117 Chapter 9: Recruitment 119 An Ordinary Job Description 120 Too Busy to Interview 122 No Job Descriptions 123 Recommendations 130 Community Involvement 130 Defining Effective Filtering Criteria 131 Proactive Recruitment 134 Summary 135 Chapter 10: Interviewing Software Craftsmen 137 A Business Negotiation 137 Identifying Productive Partnerships 138 Good Interviews 142 Taking a Punt 148 Hiring for an Existing Team versus Hiring for a New Team 149 Pre-Interview Coding Exercises 150 Everyone Should Know How to Interview 151 Developers Must Interview Developers 152 Summary 152 Chapter 11: Interview Anti-Patterns 153 Don’t Be a Smart-Ass Interviewer 153 Don’t Use Brainteasers 154 Don’t Ask Questions to Which You Don’t Know the Answers 154 Don’t Try to Make the Candidate Look Like a Fool 155 Don’t Block the Internet 156 Don’t Code on a Piece of Paper 156 Don’t Use Algorithms 157 Don’t Conduct Phone Interviews 157 Summary 158 Chapter 12: The Cost of Low Morale 159 The Agile Hangover: Low Morale 159 The Cost of Employing 9-to-5 Developers 161 Constrained by Lack of Motivation 164 Injecting Passion 165 Summary 167 Chapter 13: Culture of Learning 169 Wrong Motivation 170 Creating a Culture of Learning 171 What if Others Don’t Want to Join In? 179 Summary 182 Chapter 14: Driving Technical Changes 185 Identifying Skepticism Patterns 185 Be Prepared 189 Where Do We Start? 191 Fear and Incompetence 195 How Do I Convince My Manager? 196 How Do I Convince My Team to Do TDD? 197 Facing the Skeptics 198 Should We Really Care about All That? 205 Summary 205 Chapter 15: Pragmatic Craftsmanship 207 Quality Is Always Expected 207 Busting the “Expensive and Time-Consuming Quality” Myth 209 Refactoring 211 The “One Way” of Developing Software 212 Helping the Business 213 Software Projects Are Not about Us 217 Great versus Mediocre 217 Four Rules of Simple Design 218 Craftsmanship and Pragmatism 221 Summary 222 Chapter 16: A Career as a Software Craftsman 223 Being a Craftsman 224 Career Progression 225 Roads and Milestones 227 Job Diversity 231 The Mission 233 Appendix: Craftsmanship Myths and Further Explanations 235 Index 241
£26.54
Pearson Education (US) SAFe 5.0 Distilled
Book SynopsisRichard Knaster, SAFe Fellow and Principal Consultant at Scaled Agile, Inc., has more than 25 years' experience in software development in roles ranging from developer to executive and has been involved in Agile for more than a decade. Prior to joining Scaled Agile, Inc., Richard worked at IBM, where his career spanned from product line management (PPM domain) and professional services to chief methodologist, Agile and Lean. Richard is a certified IBM Thought Leader and an Open Group Distinguished IT Specialist. He is also a certified SPC, PSM, Agile Certified Practitioner, PMP, and a contributor to the Disciplined Agile Delivery framework and PMI Portfolio/Program Management standards. He is a contributor to SAFe 4.5 Reference Guide (Addison-Wesley, 2018). Dean Leffingwell, creator of SAFe, is widely recognized as the one of the world's foremost authorities on Lean-Agile best practices. He is an author, serial entreprTable of ContentsPreface ixAcknowledgments xvAbout the Authors xvii Part I: Competing in the Age of Software 1Chapter 1: Business Agility 3Chapter 2: Introduction to SAFe 11Chapter 3: Lean-Agile Mindset 25Chapter 4: SAFe Principles 39 Part II: The Seven Core Competencies of the Lean Enterprise 63Chapter 5: Lean-Agile Leadership 65Chapter 6: Team and Technical Agility 75Chapter 7: Agile Product Delivery 89Chapter 8: Enterprise Solution Delivery 121Chapter 9: Lean Portfolio Management 143Chapter 10: Organizational Agility 167Chapter 11: Continuous Learning Culture 187 Part III: Implementing SAFe, Measure and Grow 201Chapter 12: The Guiding Coalition 205Chapter 13: Designing the Implementation 215Chapter 14: Implementing Agile Release Trains 229Chapter 15: Launch More ARTs and Value Streams; Extending to the Portfolio 245Chapter 16: Measure, Grow, and Accelerate 253 Glossary 267Index 279
£28.49
Pearson Education (US) Agile Estimating and Planning
Book SynopsisContains techniques for estimating and planning any agile project. This is the practical guide to estimating and planning agile projects. It discusses the philosophy of agile estimating and planning and shows you how to get the job done, with real-world examples and case studies. It supports agile, semiagile, or iterative process.Table of ContentsAbout the Author xvii Foreword by Robert C. Martin xix Foreword by Jim Highsmith xxi Foreword by Gabrielle Benefield xxv Acknowledgments xxvii Introduction xxix Part I: The Problem and the Goal 1 Chapter 1: The Purpose of Planning 3 Why Do It? 5 What Makes a Good Plan? 8 What Makes Planning Agile? 9 Summary 10 Discussion Questions 10 Chapter 2: Why Planning Fails 11 Planning Is by Activity Rather Than Feature 12 Multitasking Causes Further Delays 15 Features Are Not Developed by Priority 17 We Ignore Uncertainty 17 Estimates Become Commitments 18 Summary 18 Discussion Questions 19 Chapter 3: An Agile Approach 21 An Agile Approach to Projects 23 An Agile Approach to Planning 27 Summary 31 Discussion Questions 32 Part II: Estimating Size 33 Chapter 4: Estimating Size with Story Points 35 Story Points Are Relative 36 Velocity 38 Summary 40 Discussion Questions 41 Chapter 5: Estimating in Ideal Days 43 Ideal Time and Software Development 44 Ideal Days as a Measure of Size 46 One Estimate, Not Many 46 Summary 47 Discussion Questions 47 Chapter 6: Techniques for Estimating 49 Estimates Are Shared 51 The Estimation Scale 52 Deriving an Estimate 54 Planning Poker 56 Why Planning Poker Works 59 Summary 60 Discussion Questions 60 Chapter 7: Re-Estimating 61 Introducing the SwimStats Website 61 When Not to Re-Estimate 62 When to Re-Estimate 64 Re-Estimating Partially Completed Stories 66 The Purpose of Re-Estimating 67 Summary 67 Discussion Questions 67 Chapter 8: Choosing between Story Points and Ideal Days 69 Considerations Favoring Story Points 69 Considerations Favoring Ideal Days 72 Recommendation 73 Summary 74 Discussion Questions 75 Part III: Planning for Value 77 Chapter 9: Prioritizing Themes 79 Factors in Prioritization 80 Combining the Four Factors 86 Some Examples 86 Summary 88 Discussion Questions 89 Chapter 10: Financial Prioritization 91 Sources of Return 93 An Example: WebPayroll 96 Financial Measures 102 Comparing Returns 108 Summary 109 Discussion Questions 109 Chapter 11: Prioritizing Desirability 111 Kano Model of Customer Satisfaction 112 Relative Weighting: Another Approach 117 Summary 119 Discussion Questions 120 Chapter 12: Splitting User Stories 121 When to Split a User Story 121 Splitting across Data Boundaries 122 Splitting on Operational Boundaries 124 Removing Cross-Cutting Concerns 125 Don't Meet Performance Constraints 126 Split Stories of Mixed Priority 127 Don't Split a Story into Tasks 127 Avoid the Temptation of Related Changes 128 Combining Stories 128 Summary 129 Discussion Questions 129 Part IV: Scheduling 131 Chapter 13: Release Planning Essentials 133 The Release Plan 134 Updating the Release Plan 138 An Example 139 Summary 142 Discussion Questions 143 Chapter 14: Iteration Planning 145 Tasks Are Not Allocated During Iteration Planning 147 How Iteration and Release Planning Differ 148 Velocity-Driven Iteration Planning 149 Commitment-Driven Iteration Planning 158 My Recommendation 162 Relating Task Estimates to Story Points 163 Summary 165 Discussion Questions 166 Chapter 15: Selecting an Iteration Length 167 Factors in Selecting an Iteration Length 167 Making a Decision 171 Two Case Studies 173 Summary 175 Discussion Questions 176 Chapter 16: Estimating Velocity 177 Use Historical Values 178 Run an Iteration 179 Make a Forecast 181 Which Approach Should I Use? 185 Summary 186 Discussion Questions 186 Chapter 17: Buffering Plans for Uncertainty 187 Feature Buffers 188 Schedule Buffers 189 Combining Buffers 198 A Schedule Buffer Is Not Padding 199 Some Caveats 199 Summary 200 Discussion Questions 201 Chapter 18: Planning the Multiple-Team Project 203 Establishing a Common Basis for Estimates 204 Adding Detail to User Stories Sooner 205 Lookahead Planning 206 Incorporating Feeding Buffers into the Plan 208 But This Is So Much Work 210 Summary 210 Discussion Questions 211 Part V: Tracking and Communicating 213 Chapter 19: Monitoring the Release Plan 215 Tracking the Release 216 Release Burndown Charts 219 A Parking-Lot Chart 224 Summary 225 Discussion Questions 226 Chapter 20: Monitoring the Iteration Plan 227 The Task Board 227 Iteration Burndown Charts 230 Tracking Effort Expended 231 Individual Velocity 232 Summary 232 Discussion Questions 233 Chapter 21: Communicating about Plans 235 Communicating the Plan 237 Communicating Progress 238 An End-of-Iteration Summary 241 Summary 244 Discussion Questions 245 Part VI: Why Agile Planning Works 247 Chapter 22: Why Agile Planning Works 249 Replanning Occurs Frequently 249 Estimates of Size and Duration Are Separated 250 Plans Are Made at Different Levels 251 Plans Are Based on Features, Not Tasks 252 Small Stories Keep Work Flowing 252 Work in Process Is Eliminated Every Iteration 252 Tracking Is at the Team Level 253 Uncertainty Is Acknowledged and Planned For 253 A Dozen Guidelines for Agile Estimating and Planning 254 Summary 256 Discussion Questions 257 Part VII: A Case Study 259 Chapter 23: A Case Study: Bomb Shelter Studios 261 Day 1—Monday Morning 262 Estimating the User Stories 270 Preparing for Product Research 281 Iteration and Release Planning, Round 1 284 Two Weeks Later 302 Planning the Second Iteration 303 Two Weeks Later 305 Revising the Release Plan 305 Presenting the Revised Plan to Phil 308 Eighteen Weeks Later 312 Reference List 313 Index 319
£39.89
Pearson Education (US) Managing Technical Debt
Book SynopsisPhilippe Kruchten is a professor of software engineering at the University of British Columbia in Vancouver, Canada. He joined academia in 2004, after a 30+-year career in industry, where he worked mostly with large software-intensive systems design in the domains of telecommunication, defense, aerospace, and transportation. Some of his experience in software development is embodied in the Rational Unified Process (RUP), whose development he directed from 1995 until 2003. He's the author or co-author of Rational Unified Process: An Introduction (Addison-Wesley, 1998), RUP Made Easy: A Practitioner's Guide (Addison-Wesley, 2003), and Software Engineering with UPEDU (Addison-Wesley, 2003), as well as earlier books about programming in Pascal and Ada. He received a doctoral degree in information systems (1986) and a mechanical engineering degree (1975) from French engineering schools. Robert Nord is a principal researcher at the Carnegie MellonTable of ContentsForeword xiii Preface xv Part I: Exploring the Technical Debt Landscape 1Chapter 1: Friction in Software Development 3 The Promise of Managing Technical Debt 3 Technical Debt A-B-C 5 Examples of Technical Debt 6 Your Own Story About Technical Debt? 11 Who Is This Book For? 12 Principles of Technical Debt Management 13 Navigating the Concepts of the Book 14 What Can You Do Today? 16 For Further Reading 17 Chapter 2: What Is Technical Debt? 19 Mapping the Territory 19 The Technical Debt Landscape 20 Technical Debt Items: Artifacts, Causes, and Consequences 22 Principal and Interest 24 Cost and Value 27 Potential Debt versus Actual Debt 32 The Technical Debt Timeline 33 What Can You Do Today? 35 For Further Reading 35 Chapter 3: Moons of Saturn–The Crucial Role of Context 37 “It Depends…” 37 Three Case Studies: Moons of Saturn 39 Technical Debt in Context 44 What Can You Do Today? 48 For Further Reading 48 Part II: Analyzing Technical Debt 49Chapter 4: Recognizing Technical Debt 51 Where Does It Hurt? 51 What Are the Visible Consequences of Technical Debt? 54 Writing a Technical Debt Description 55 Understanding the Business Context for Assessing Technical Debt 58 Assessing Artifacts Across the Technical Debt Landscape 60 What Can You Do Today? 63 For Further Reading 64 Chapter 5: Technical Debt and the Source Code 65 Looking for the Magic Wand 65 Understand Key Business Goals 68 Identify Questions About the Source Code 70 Define the Observable Measurement Criteria 72 Select and Apply an Analysis Tool 75 Document the Technical Debt Items 76 Then Iterate 78 What Happens Next? 79 What Can You Do Today? 80 For Further Reading 81 Chapter 6: Technical Debt and Architecture 83 Beyond the Code 83 Ask the Designers 86 Examine the Architecture 89 Examine the Code to Get Insight into the Architecture 93 The Case of Technical Debt in the Architecture of Phoebe 94 What Can You Do Today? 101 For Further Reading 101 Chapter 7: Technical Debt and Production 103 Beyond the Architecture, the Design, and the Code 103 Build and Integration Debt 106 Testing Debt 109 Infrastructure Debt 110 The Case of Technical Debt in the Production of Phoebe 110 What Can You Do Today? 113 For Further Reading 113 Part III: Deciding What Technical Debt to Fix 115Chapter 8: Costing the Technical Debt 117 Shining an Economic Spotlight on Technical Debt 117 Refine the Technical Debt Description 119 Calculate the Cost of Remediation 121 Calculate the Recurring Interest 122 Compare Cost and Benefit 123 Manage Technical Debt Items Collectively 127 What Can You Do Today? 129 For Further Reading 130 Chapter 9: Servicing the Technical Debt 131 Weighing the Costs and Benefits 131 Paths for Servicing Technical Debt 136 The Release Pipeline 142 The Business Case for Technical Debt as an Investment 143 What Can You Do Today? 146 For Further Reading 147 Part IV: Managing Technical Debt Tactically and Strategically 149Chapter 10: What Causes Technical Debt? 151 The Perplexing Art of Identifying What Causes Debt 151 The Roots of Technical Debt 153 What Causes Technical Debt? 154 Causes Rooted in the Business 155 Causes Arising from Change in Context 157 Causes Associated with the Development Process 159 Causes Arising from People and Team 162 To Conclude 165 What Can You Do Today? 165 For Further Reading 166 Chapter 11: Technical Debt Credit Check 167 Identifying Causes: Technical Debt Credit Check 167 Four Focus Areas for Understanding the State of a Project 170 Diagnosing the Causes of Technical Debt in Phoebe 172 Diagnosing the Causes of Technical Debt in Tethys 174 What Can You Do Today? 177 For Further Reading 178 Chapter 12: Avoiding Unintentional Debt 179 Software Engineering in a Nutshell 179 Code Quality and Unintentional Technical Debt 180 Architecture, Production, and Unintentional Technical Debt 185 What Can You Do Today? 193 For Further Reading 193 Chapter 13: Living with Your Technical Debt 195 Your Technical Debt Toolbox 195 On the Three Moons of Saturn… 201 Technical Debt and Software Development 204 Finale 205 Glossary 207References 209Index 217
£28.49
Pearson Education (US) Professional Scrum Development with Azure DevOps
Book Synopsis RICHARD HUNDHAUSEN is the president of Accentient, a company that helps software organizations and teams deliver better products by understanding and leveraging Azure DevOps and Scrum. He is a Professional Scrum Trainer and co-creator of the Nexus Scaled Scrum framework. As a software developer, consultant, and trainer with nearly 40 years of experience, he understands that software is built and delivered by people and not by processes or tools. You can reach Richard at richard@accentient.com. Table of ContentsPART I SCRUMDAMENTALS CHAPTER 1 Professional Scrum CHAPTER 2 Azure DevOps CHAPTER 3 Azure Boards PART II PRACTICING PROFESSIONAL SCRUM CHAPTER 4 The Pre-game CHAPTER 5 The Product Backlog CHAPTER 6 The Sprint CHAPTER 7 Planning with Tests CHAPTER 8 Effective Collaboration PART III IMPROVING CHAPTER 9 Improving Flow CHAPTER 10 Continuous Improvement CHAPTER 11 Scaled Professional Scrum
£23.99
Pearson Education (US) Wild West to Agile
Book SynopsisJim Highsmith is a well-known agilist and author, whose career spanned six decades of rapid technology and business change. Jim has been at the forefront of software technologies' response to that change, from working on 1970s COBOL business applications, to recent engagements for digital transformation. With decades of business, management, and software development experience, he is uniquely qualified to explore the history of software development to help us prepare for the ever more chaotic future. Jim is the author of EDGE: Value-Driven Digital Transformation (Addison-Wesley, 2020); Adaptive Leadership: Accelerating Enterprise Agility (Addison-Wesley, 2014); Agile Project Management: Creating Innovative Products (Addison-Wesley, 2009); Agile Software Development Ecosystems (Addison-Wesley, 2002); and Adaptive Software Development: A Collaborative Approach to Managing Complex Systems (Dorset House, 2000), winner Trade Review"A magnum opus from master storyteller, adventurer, nonconformist, and adaptable agile maven Jim Highsmith. With this braided narrative, Jim defines what it means to be truly agile, both personally and organizationally. A must-read for a fascinating first-person perspective and invaluable insights into the past, present, and future of agility. I haven't enjoyed a book as much in a very long, long time."--Sanjiv Augustine, Founder and CEO, LitheSpeed "The phrase 'been there, done that' has rarely been as true as it is for Jim Highsmith and his long and varied career in software. Jim is a great storyteller, and this book tells great stories about many of the leaders of our industry. Enjoy the ride!"--Rebecca Parsons, Chief Technology Officer, Thoughtworks "What happened over the last six decades in the software field? How did our methods, methodologies, and mindsets evolve? Who played a key role along the way, and where are we headed today? Only a veteran practitioner, industry legend, master storyteller, and agile pioneer like Jim Highsmith could tell this tale with such detail and depth."--Joshua Kerievsky, CEO, Industrial Logic; author, Joy of Agility "An entertaining and insightful book full of nostalgia and advice from a true leader in this space. This book has first-hand experiences and stories of the real struggles of becoming an adaptive organization. Coverage of topics such as the implementation of EDGE is a valuable addition."--Linda Luu, Enterprise Strategy, IBM; co-author, EDGE: Value-Driven Digital Transformation "This is a valuable retrospective on a journey from Apollo to SpaceX, through the evolution of technologies from vacuum tubes to billions of transistors on a chip, from the perspective of a leader in software methodologies and a signatory of the Agile Manifesto. Jim Highsmith's work with other experts on adaptive approaches to business and technology has turned agile software development from a great idea into an essential tool for business survival in the modern world for all successful technology companies."--Jeff Sutherland, Inventor and Co-creator of Scrum and Scale; Signatory of the Agile ManifestoTable of ContentsForeword by Martin Fowler xviiForeword by Heidi J. Musser xixPreface xxiAcknowledgments xxvAbout the Author xxvii Chapter 1: The Adventure Begins 1Career overview 4Software 7Software development 8Software development eras 10Six decades of change 13Observations 17 Chapter 2: Wild West 21Apollo 21Technology and the world 25Esso Business Systems 28Exxon to Oglethorpe 33Software development 35Management trends 37Era observations 42 Chapter 3: Structured Methods and Monumental Methodologies 45Era overview 49Software methods 50Methods, methodologies, and mindsets 57CSE/Telco 58Structured pioneers 59Information Architects, Inc. 66Technology 68Monumental Methodologies 70Waterfall 72Management 76CASE tools 79Era observations 83 Chapter 4: The Roots of Agile 85Era overview 86Structured methods to RAD 88Microsoft 90RAD to RADical 92Portland Mortgage Software 92Information technology 93Nike 98Consultants' Camp and Jerry Weinberg 101RADical to adaptive 105Collaboration 105Complex adaptive systems 106Adaptive software development book 109Additional agile roots 113Era observations 116 Chapter 5: The Agile Era 119New challenges 120Martin Fowler 122Trimble Navigation 124The Agile Manifesto 126Agile organizations 131Agile ecosystems 141Agile methodologies 142Agile periods 145Era observations 147 Chapter 6: Rogue Teams 149Cutter and travels 152The Mustang Team at Cellular, Inc. 155Technology (1995–2007) 157Three agile stories 163Agile project management 165Period observations 169 Chapter 7: Courageous Executives 173Sciex 174A new generation of pioneers 178Integrated Financial Software 180Southern Systems Software 186Agile project management 187Organizational change 196Software development 200Scaling agile 203Athleta 208Period observations 208 Chapter 8: Digital Transformation 211Thoughtworks 214A world accelerating 217Digital transformation 219Tech@Core 224EDGE operating model 226The unFIX organization model 228Empathetic and adaptive leadership 232Period observations 235 Chapter 9: Prepare to Engage the Future 237Why history? 238Agile and agility 239 Afterword 245 Appendix 251 References 257Bibliography 263Index 265
£23.39
Pearson Education (US) Succeeding with Agile
Book SynopsisMike Cohn is the founder of Mountain Goat Software, through which he provides training and consulting on Scrum and agile software development. Mike specializes in helping companies adopt Scrum and become more agile as a way of building extremely high performance development organizations. In addition to this book, he is the author of User Stories Applied for Agile Software Development, Agile Estimating and Planning, and books on Java and C++ programming. With more than 25 years of experience, Mike has previously been a technology executive in companies of various sizes, from start-up to Fortune 40. He has also written articles for Better Software, IEEE Computer, Cutter IT Journal, Software Test and Quality Engineering, Agile Times, and the C/C++ Users Journal. Mike is a frequent speaker at industry conferences and is a founding member of the Agile Alliance and Scrum Alliance. He is also a CertifieTrade ReviewPraise for Succeeding with Agile "Understanding the mechanics of an agile process is just not enough. Mike Cohn has compiled a superb and comprehensive collection of advice that will help individuals and teams with the intricate task of adopting and adapting agile processes to fit their specific challenges. This book will become the definitive handbook for agile teams." -Colin Bird, Global Head of Agile, EMC Consulting "Mike Cohn's experience working with so many different organizations in the adoption of agile methods shines through with practical approaches and valuable insights. If you really want agile methods to stick, this is the book to read." -Jeff Honious, Vice President, Innovation, Reed Elsevier "Mike Cohn has done it again. Succeeding with Agile is based on his experience, and all of our experience, with agile to date. He covers from the earliest days of the project up to maturity and offers advice for the individual, the team, and the enterprise. No matter where you are in the agile cycle, this book has something for you!" -Ron Jeffries, www.XProgramming.com "If you want to start or take the next step in agile software development, this book is for you. It discusses issues, great solutions, and helpful guidelines when scaling up in agile projects. We used the guidelines from this book extensively when we introduced agile in a large, FDA-regulated department." -Christ Vriens, Department Head of MiPlaza, part of Philips Research "If making the move to agile has always baffled you, then this book will unlock its mysteries. Mike Cohn gives us all the definitive, no-nonsense guide to transforming your organization into a high-powered, innovative, and competitive success." -Steve Greene, Senior Director, Program Management and Agile Development, www.salesforce.com "Mike Cohn is a great advisor for transforming your software organization. This book is a distillation of everything Mike has learned over the years working with companies that are trying to become more agile. If you are thinking of going agile, pick up this book." -Christopher Fry, Ph.D., Vice President Development, Platform, www.salesforce.com "Whether you're just starting out or have some Scrum experience under your belt, in Succeeding with Agile, Mike Cohn provides a wealth of information to guide you in your quest toward continuous improvement. Throughout the book, concepts are reinforced with practical everyday advice, including how to handle objections and thought-provoking 'things to try now.' An extensive list of recommended readings round this out to be a must have book." -Nikki Rohm, Studio Director Project and Resource Management, Electronic Arts "The first steps along the path of improving your software process with Scrum are hard, and every step reveals new challenges. In Succeeding with Agile, Mike Cohn shows how other organizations have followed this path, how you can learn from them to have a successful implementation of Scrum, and put your organization on the path of constant improvement and delivery of value." -Johanes Brodwall, Chief Scientist, Steria Norway "I began to recommend Mike Cohn's new book as soon as I began to review it. It seems that as soon as someone asked me a question about some corner of agile development, I would realize that I had just read something excellent in one of Mike's chapters. I am so glad the book is finally out so I can stop saying, 'Mike Cohn has a great new book coming out soon that will talk about this problem.' Now I can say, 'Mike's book is out! Get it!'" -Linda Rising, Coauthor with Mary Lynn Manns of Fearless Change: Patterns for Introducing New Ideas "The title says it all; this is an astonishingly insightful and pragmatic guide to succeeding with agile software development. If you only read one agile book, this is the one. I want to give it to all my clients now!" -Henrik Kniberg, Agile Coach, Agile Alliance Board Member, Author of Scrum and XP from the Trenches "Mike Cohn blends thorough theoretical knowledge with practical hands-on techniques. This is another great agile book from Mike. It will help your team, your department, or your whole organization Succeed with Agile." -Matt Truxaw, Application Delivery Manager, Kaiser Permanente IT, Certified Scrum Master "Mike Cohn's new book is the definitive guide for companies transitioning to Scrum. Its contents are practical and easily accessible. Get it, read it, and apply it!" -Roman Pichler, Author of Agile Product Management with Scrum "Succeeding with Agile is at once enormously practical, deeply insightful, and a pleasure to read. It combines great ideas with stories and examples from around the software industry and will appeal to a wide range of readers, from those looking to adopt a new company-wide agile process to developers who just need to improve the way a team is running a single project." -Andrew Stellman, Developer, Project Manager, and Author of Head First PMP, Beautiful Teams, Applied Software Project Management "Adopting agile methods is hard enough on a greenfield web app in a small company. Transforming an enterprise is another matter. This book captures challenges like the ones we faced and offers insight and, more importantly, practical approaches." -Michael Wollin, Senior Development Manager, Broadcast Production Systems, CNN "Mike Cohn has put together a fantastic book of guidelines to not only start the Scrum implementation, but to turn your entire corporation into an agile community. I have already implemented many of the recommendations included in this text and have seen a positive influence on the support for Scrum within our organization." -James Tischart, CSM, CSP, CTFL, Vice President, Product Delivery, Mx Logic, Inc "In Succeeding with Agile, Mike Cohn has scoured and sifted through the collective experience and lessons of not only scores of different projects, teams, and organizations from his own agile experience, but also from the experience of countless others. He provides real-world stories from the trenches, useful data and studies, and invaluable insights into what has and hasn't worked well when adopting, adapting, and scaling Scrum. What I like best about the book is where Mike provides wisdom on several different alternatives and approaches and the circumstances in which each is most suitable." -Brad Appleton, Internal Agile Consultant at a Fortune 100 telecommunications company "I believe Mike Cohn's book will answer many questions and issues that people and teams struggle with in terms of how to improve collaboration, communication, quality, and team productivity. I especially appreciate and agree with Mike's statement that 'there can be no end state in a process that calls for continuous improvement.' This is hard work and it requires persistence, teamwork, and good people. I plan to make Succeeding with Agile mandatory reading within my organization, just like we did with his book on Agile Estimating and Planning." -Scott Spencer, Vice President Engineering, First American CoreLogic, Inc. "Mike Cohn has done it again. This comprehensive study of agile software development provides numerous techniques and methodologies to achieve success. I enthusiastically recommend this book to anyone who wants to start using agile or wants to improve their software development process." -Benoit Houle, Senior Development Manager, BioWare (a Division of Electronic Arts) "There's no doubt that Mike Cohn's new book will become the reference on how to run software projects with Scrum. The book is very carefully crafted and avoids the trap of giving you the one, simple recipe to all your problems. Though mainly centered on Scrum, Mike draws on various other techniques to produce a handbook that is thorough and complete. This is not a hasty mash-up supported by just an act of faith or a single experience. The examples are credible and are a testimony of Mike's vast personal experience of the topic." -Philippe Kruchten, Professor of Software Engineering at University of British Columbia "This book is packed with useful advice on how your organization can become agile. It's a practical handbook for coaches and change agents who face real-world challenges, such as scaling agile for distributed teams, and who seek to engage with the wider organization. I love the way that Mike Cohn brings the book to life with stories from situations he's faced in the industry and follows up with data and insights from research. I learned something new from every chapter, and I bet you will too." -Rachel Davies, Coauthor of Agile CoachingTable of ContentsForeword xvii Introduction xix Part I: Getting Started 1 Chapter 1: Why Becoming Agile Is Hard (But Worth It) 3 Chapter 2: ADAPTing to Scrum 21 Chapter 3: Patterns for Adopting Scrum 43 Chapter 4: Iterating Toward Agility 61 Chapter 5: Your First Projects 81 Part II: Individuals 95 Chapter 6: Overcoming Resistance 97 Chapter 7: New Roles 117 Chapter 8: Changed Roles 137 Chapter 9: Technical Practices 155 Part III: Teams 175 Chapter 10: Team Structure 177 Chapter 11: Teamwork 201 Chapter 12: Leading a Self-Organizing Team 219 Chapter 13: The Product Backlog 235 Chapter 14: Sprints 257 Chapter 15: Planning 285 Chapter 16: Quality 307 Part IV: The Organization 325 Chapter 17: Scaling Scrum 327 Chapter 18: Distributed Teams 355 Chapter 19: Coexisting with Other Approaches 389 Chapter 20: Human Resources, Facilities, and the PMO 405 Part V: Next Steps 427 Chapter 21: Seeing How Far You’ve Come 429 Chapter 22: You’re Not Done Yet 447 Reference List 449 Index 465
£36.57
Provoking Thoughts Impact Mapping
£26.99
John Wiley and Sons Ltd Unlocking Agiles Missed Potential
Book SynopsisUNLOCKING AGILE''S MISSED POTENTIAL Agile has not delivered on its promises. The business side expected faster time to market, but they still experience the long delays of bloated releases. Engineers thought they would be given time to build the product right the first time, but they are rushed under pressure to deliver new features within impossible schedules. What went wrong? The culprit is feature-based waterfall release planning perpetuated in a vain attempt to achieve business predictability. Agile didn''t address the business need for multi-year financial predictability. The Agile community''s answer was the naïve response, The business needs to be more Agile. Waterfall release planning with fixed schedules undercuts a basic tenet of Agile development the need to adjust content delivered within a timebox to account for evolving requirements and incorporation of feedback. Agile without flexible content is not Agile. This book introduces a novel solution thTable of ContentsForeword 11 Preface 13 Introduction 16 The Lost Potential of Agile Development 16 Missed Business Expectations 18 A New Approach to Agile Planning 19 Addressing Traditional Software Development Challenges 21 Motivation and Innovation 22 Your Organization 22 Chapter 1: The Persistence of Waterfall Planning 23 Introduction to AccuWiz 23 The New COO 24 Product Management 24 PMO 25 Engineering 25 Customer Perspective 26 Synopsis 26 Summary 27 Chapter 2 – Why Agile has Struggled 29 Agile Development Fundamentals 30 The Agile Revolution 30 Scrum 31 Kanban 34 Barriers to Real Agile 35 Schedule Pressure 35 The “Motivation” Factor 37 The Mythical Product Owner 39 Feature Planning 40 Agile Scaling Frameworks 41 Summary 42 Chapter 3: Embracing Software Development Variance 43 The Cone of Uncertainty 43 Software Development Estimation Variance Explained 44 Making and Meeting Feature Commitments 45 How Other Departments Meet Commitments 47 Agile Development Implications 48 Summary 48 Chapter 4: Cost of Delay 49 Weighted Shortest Job First (WSJF) 50 Cost of Delay Basics 50 Example 52 WSJF Proof 54 CoD and Net Present Value (NPV) Prioritization Methods 56 Non-linear Income Profiles 57 CoD for Non-Linear Cumulative Income Profiles 58 Payback Period CoD Method 58 Third-year Income Slope CoD Method 58 CoD NPV Method 63 CoD Computation Method 64 WSJF and Traditional Finance 66 ROI 66 Investment Rate of Return (IRR) 67 WSJF versus ROI Prioritization 67 Summary 69 Chapter 5: Investment Fundamentals 70 Investments, Initiatives and Programs 70 Investment Hierarchy 71 AccuWiz Investment Examples 74 Portfolio Allocation 75 Investment Forecasts 76 Development Effort and Cost 76 Investment Income Forecasts 78 Investment Backlogs 81 Investment WIP 82 Investment Backlog WIP 82 Investment WIP 83 Technical Debt Investments 84 Summary 86 Chapter 6: Maximizing Investment Value 87 Great Products 87 Business Model Value Considerations 89 Stakeholder Value Analysis 90 Gilb Stakeholder Definition 90 Ford’s Big Mistake 92 Trucking Fleet Management Example 93 Five Whys 95 User Scenarios 96 Summary 97 Chapter 7: Planning High-Value Investment Features 99 Avoiding the Feature Pit 99 Feature ROI 100 Summary 104 Chapter 8: Releasing Investments 105 Release Opportunity Cost 105 Investment Release Bundling 108 Investment Pricing 108 Lack of Customer Acceptance 110 Release Overhead Costs 111 Overcoming Modular Release Challenges 113 Architecture for Modular Deployment 113 Configuration Management 113 Release Investment Prioritization 114 Reducing Software Inventory Costs 115 Summary 118 Chapter 9: Meeting Investment Targets 120 Meeting Commitments 120 Investment Teams 120 Managing Investment Scope 123 Managing Sales Requests 127 Summary 129 Chapter 10: Investment Planning Template 130 Investment Description 130 Proxy Business Case 130 Product Stakeholder Analysis 132 Customer Product Stakeholders 132 Internal Product Stakeholders 132 Constraints 132 Competition 133 Acceptance Criteria 133 Go-to-Market Plan 134 Pricing Model 134 Deployment Model 134 Sales Channels 134 Investment Targets 134 Development Cost 134 Cycle Time 134 Income Projections 134 WSJF 136 Assumption Validation 136 Summary 138 Chapter 11: Managing the Agile Roadmap 139 The Agile Roadmap Management Database 139 The Agile Technology Roadmap 141 Stages of Technology Acquisition 142 Investment Technology Roadmaps 143 Summary 143 Chapter 12: Maximizing Investment Development Productivity 145 Measuring Software Productivity 145 Cost of Quality (CoQ) 146 Cost of Quality and Software Productivity 147 Sources of Software Rework 149 Agile Cost of Quality 150 Reducing Agile User Story Rework 152 Reducing Agile Defect Rework 153 Agile Cost of Quality Example 154 Summary 155 Chapter 13: Motivating Agile Teams 156 Background 156 Why You’re the Only Smart One in Your Organization 157 Consequences and Behavior 158 Performance and Organizational Culture 159 Behavior and Software Quality 163 Intrinsic Motivation 164 Agile and Motivation 165 Measuring Motivation 167 Motivation Advice 169 Summary 171 Chapter 14: Innovating with Investments 173 Innovation – A Working Definition 174 Investments as an Innovation Vehicle 175 Why Your Organization Can’t Innovate 176 An Organizational Behavior Model of Innovation 178 An Innovation Tale of Two Companies 181 Creating a Culture of Innovation 184 Summary 188 Chapter 15: AccuWiz Gets it Together 189 The Founder Meeting 189 The Announcement 190 Product Stakeholder Analysis 191 Creating the Investment Backlog 192 Customer Management 195 Investment Development 195 Project Management 196 Managers 197 Executive Team 198 Innovation is Revived 199 Synopsis 199 Chapter 16: Getting it Together in your Company: A Practical Guide 200 Step 1: Organizational Support 200 Influence Strategy 204 Step 2: Stakeholder Value Analysis 205 Step 3: Stakeholder Research 206 Step 4: Stakeholder Interviews 207 Step 5: Investments 207 User Scenarios 208 Feature Definition 209 WSJF Screening 209 Step 6: Initial Roadmap 210 Resource Allocation 211 Step 7: Investment Planning 214 Agile Roadmap Alignment Meeting 215 Program Review 216 Step 8: Consequence Alignment 217 Summary 220 Appendix 1: General Cost of Delay Formula 221 Reinertsen WSJF 222 Income Curve Approximation 223 Summary 225 Appendix 2: Investment Income Profile Forecasts 226 Appendix 3: Release Cycle Productivity Formula 228 Appendix 4: Rework and Productivity 232 Appendix 5: Innovation Behavior Survey 233 Glossary 238 Index 246
£61.65
Manning Publications Agile Metrics in Action: How to Measure and
Book Synopsis DESCRIPTION Project tracking systems, test and build tools, source control, continuous integration, and other built-in parts of the software development lifecycle generate a wealth of data that can be used to track and improve the quality and performance of products, processes, and teams. Although the iterative nature of Agile development is perfect for data-driven continuous improvement, the collection, analysis, and application of meaningful metrics often fades in favor of subjective measures that offer less insight into the real challenges of making better software. Continuous Improvement: Measuring and enhancing the performance of Agile teams is a practical book that shows how to take the data already being generated to make teams, processes, and products better. It points out which metrics to use to objectively measure performance and what data really counts, along with where to find it, how to get it, and how to analyze it. The book also shows how all team members can publish their own metrics through dashboards and radiators, taking charge of communicating performance and individual accountability. Along the way, it offers practical data analysis techniques, including a few emerging Big Data practices. KEY SELLING POINTS Straightforward to-the-point writing Contains techniques and tools to improve output Uses everyday examples to get readers up and running quickly Empowers and motivates Agile teams to measure and improve AUDIENCE The reader will ideally be on or be responsible for a team that is practicing Agile development or is about to begin using Agile development. ABOUT THE TECHNOLOGY All practices in this book are designed to work with any development process or tool stack. For its examples, this book uses the Groovy scripting language to gather data and Grails to create the web based dashboards and radiators. MongoDB, a flexible database with built in data analysis, is used to dissect and serve up the data.
£34.19
Pragmatic Bookshelf Create Your Succesful Agile Project
Book SynopsisYou think agile techniques might be for you, but your projects and organization are unique. An "out-of-the-box" agile approach won't work. Instead, unite agile and lean principles for your project. See how to design a custom approach, reap the benefits of collaboration, and deliver value. For project managers who want to use agile techniques, managers who want to start, and technical leaders who want to know more and succeed, this book is your first step toward agile project success. You've tried to use an off-the-shelf approach to agile techniques, and it's not working. Instead of a standard method or framework, work from agile and lean principles to design your own agile approach in a way that works for you. Build collaborative, cross-functional teams. See how small batch sizes and frequent delivery create an environment of trust and transparency between the team, management, and customers. Learn about the interpersonal skills that help agile teams work together so well. In addition to seeing work and knowing what "done" means, you'll see examples of many possible team-based measurements. Look at tools you can use for status reporting, and how to use those measurements to help your managers understand what agile techniques buy them. Recognize the traps that prevent agile principles from working in too many organizations, and what to do about those traps. Use agile techniques for workgroups, and see what managers can do to create and nurture an agile culture. You might be surprised at how few meetings and rituals you need to still work in an agile way. Johanna's signature frankness and humor will get you on the right track to design your agile project to succeed. What You Need: No technical expertise or experience needed, just a desire to know more about how you might use agile in your project.
£46.15
Canadian Scholars Agile Project Delivery: A Practical Approach for
Book SynopsisAgile Project Delivery: A Practical Approach for Corporate Environments Beyond Software Development reviews how various Agile methods can be applied to project management in complex corporate environments beyond the software development sphere. Readers will learn various techniques across the many methodologies that are part of the Agile family, including Scrum, XP, and Crystal, as well as some of Agile’s influences, such as Lean and Kanban.Written to bridge the gap between Agile methodology and application, this concise text features practical delivery approaches, specific case studies, unique templates to assist in Agile application, and chapter discussion questions to reinforce understanding on how to harness Agile techniques. With a wide focus on a variety of settings outside of software development, this pedagogically rich text is an invaluable resource for students in any project management course at the college and university levels as well as for both aspiring and experienced project practitioners.FEATURES: offers advanced instructions on how to use Atlassian’s industry-leading Agile software, Jira discusses the application of Agile methods in non–software development industries, featuring case studies that follow a project manager working through a large health care–related project features lists of key terms, case studies, templates, informative figures, discussion questions, and a concluding glossary includes lecture slides and an exam test bank for instructors Trade Review“The author provides great insights and ideas for Agile project team members to clearly understand the practical approach of implementing Agile in large and complex organizations. He provides helpful illustrations, case studies, and tools to demonstrate the concepts and an example of their implementation. This is a must-have book for anyone interested in learning about Agile.”- Jamal El Ali, Lecturer, Ryerson UniversityTable of Contents List of Figures List of Tables Preface About This Book Part I: What Is Agile? Chapter 1: Agile’s Lean Foundations Chapter 2: Agile Overview Part II: Agile Project Initiation Chapter 3: Understanding Corporate Environments Chapter 4: Capturing and Prioritizing User Stories through the Value Stream Part III: Agile Project Planning Chapter 5: Building the Agile Team Chapter 6: User Story Estimation Chapter 7: Sprint Planning Part IV: Executing Agile Projects Chapter 8: Scrum Chapter 9: Information Radiators Part V: Closing the Sprint and Preparing for Release Chapter 10: Reviewing Work Chapter 11: Closing the Sprint Chapter 12: Preparing for Release Appendix: A Summary of Tools and Techniques Glossary of Terms
£41.75
BCS Learning & Development Limited Agile From First Principles
Book SynopsisAgile principles and values transform the way organisations carry out business and respond to change. To realise success, an agile mindset needs to be adopted throughout an organisation, not just within the IT team. This book is an introductory guide to agile principles, values and mindset that will equip individuals and teams, regardless of role, to apply Agile from first principles. Practical examples are used throughout to illustrate agile theory with real-world context. This book is ideal for those wanting to achieve the BCS Foundation Certificate in Agile.Trade ReviewAgile exists as both a collection of practices and the principles that underlie those practices. Teams need both. But practices change over time—today’s state of the art is passé tomorrow. And while agile practices may change, the principles never do. That’s what makes this book so valuable. Lynda and Simon provide plenty of time-proven practical advice—specific things you can begin doing immediately. But practices are always presented with a helpful dose of principles. You’ll finish this book knowing what to do today and how to adapt those practices in the future. -- Mike Cohn, Mountain Goat Software, Co-Founder of the Agile Alliance and the Scrum Alliance'First Principles’ are regularly overlooked when people start with Agile, and also seemingly forgotten by many who profess to be experienced with Agile. This book delivers both a fantastic introduction and very insightful reminders as to why these first principles are essential to 'being Agile', all supported with real experience and insightful research. Essential reading. -- Julian Holmes, Principal Transformation Consultant, ThoughtworksAgile from First Principles is an essential compendium for delivery professionals, intuitively weaving together concepts from agile, lean and product development disciplines. It provides accessible expertise for teams starting their journey, insights into the daily challenges of working in rapidly changing environments, the spectrum of practices available to experienced Scrum Masters, and a library of nuanced learnings, grounded in the fundamentals of modern product delivery that will resonate with leaders. A highly recommended addition to an agile coach’s toolkit. -- Tom Hoyland (Expert Coach), Principal Agile and DevOps Consultant, That AgileThis book is essential reading for anyone practising in an agile context. The authors share their vast experience and knowledge in a compelling and accessible way starting at first principles. Along the way they summarise key concepts, techniques and ‘antipatterns’ (warning signs). The book is written in a refreshingly hands-on, practical way which cuts through the buzzwords and gets straight to the point. Highly recommended! -- Adrian Reed, Business Analyst at Blackmetric Business Solutions, Author of ‘Business Analyst’ (BCS)This is a convincing commentary on successful Agile methods. ‘Agile from First Principles’ gets to the heart of what being Agile really means: a focus on people and practical solutions. It explains why the Agile Manifesto and the principles behind it matter so much. An excellent orientation for beginners which will help avoid common pitfalls. For experienced hands, a fundamental study of wide application, Agile leadership and culture. -- Toby Jones, founder of the Accelerated Capability Environment (the government’s innovation engine)This is an excellent book for both people starting their Agile journey and those experienced practitioners who are looking to either deepen their knowledge or in need of a little reminder of the core principles that make Agile such powerful and effective delivery approach. The book has a great blend of background context and practical examples, demonstrating why Agile is so effective in today’s information and technology-based world. -- James Burton, Director Consulting Expert & UK Career Champion for Agile at CGI‘Agile from First Principles’ is the guide for advancing your agile journey. The book, as its name implies, goes from principles to specific techniques in a framework-agnostic manner making it a valuable resource irrespective of whether you use Scrum, Kanban, XP or any of the scaling models. This book is highly recommended for both agile beginners and experts. -- David Bulkin, Managing Director, Grow-Lean LLCSome books can’t be written until most other books on the subject already have been written. ‘Agile from First Principles’ is such a book. In an easy-to-understand way, the book presents the journey Agile has taken from its first stumbling steps to where it is today, having penetrated much of industry and academia. ‘Now this is not the end’, as Churchill might have said, but we are at a point in time where an elegant summary of the mess in which Agile is will help us to successfully move forward to a better future. And the book points to this future with discussions on leadership, the challenges of scaling and a subject closer to my own heart, Essence. -- Dr Ivar Jacobson, Chairman and CEO, Ivar Jacobson International‘Agile from First Principles’ is the perfect guide to understanding Agile and what is truly different about Agile approaches. The in-depth explanation of values and principles is far from theoretical. Lynda and Simon use loads of examples, as well as common traps and anti-patterns, to help you understand what it really means in practice, going far beyond the usual applications and methods (they do an excellent job covering them too by the way). This book has already changed how I teach Agile! -- Joakim Sundén, Agile Transformation Coach/Specialist, Co-creator of the ‘Spotify Model’, Co-author of ‘Kanban In Action’As the title promises, Lynda and Simon introduce the underlying principles and values of agile, emphasising the benefits of adopting an agile mindset and attitude, alongside a straightforward guide to popular agile methods and tools used within software development. Anti-patterns identified throughout the book help challenge common attitudes and behaviours that can limit and sabotage our ability to be agile. The book invites the reader to reflect on what we need to do more of, but also what we need to do less of, and stop doing to improve our agility! An easy-to-read guide for anyone interested in understanding the fundamentals of agile and identifying ways to improve their own agility personally, within their team, and as a leader. -- Belinda Waldock, Being Agile, Author of ‘Being Agile in Business’An expertly crafted go-to manual for both seasoned professionals and those just starting out in the world of Agile. An easy read, full of practical hints and tips that will empower you to overcome the issues that hinder so many agile teams. Well written and full of rich examples, it is sure to become your primary Agile reference book. -- Martin Maya, Founder, Amatis Training LtdFinally, everything is in one place. ‘Agile from First Principles’ has quickly become my go-to agile resource book. I have long been a fan of Lynda and Simon’s work and their endless comprehensive knowledge of agile models, frameworks, values, principles, examples and thought leaders. As expected, this book does not disappoint. This book is well structured and pitched perfectly for anyone entering an agile environment or those who are experienced and looking to refresh and expand their knowledge. -- Kylie Yearsley, Director, Agile Games LtdAs the Agile movement enters its third decade, it has grown and moved into dimensions and directions never thought of by the writers of the Agile Manifesto. The success of Agile as a business has often corrupted the original ideas behind Agile, imposing it in domains where its application is not the optimal solution to the problems at hand. The questions of where Agile practices and techniques make sense, where they are out of place, and where and how they might be altered and extended are valid questions that require reflection on the original ideas and intent of the Agile founders. This book, written by two knowledgeable and experienced Agilists, provides the foundation for self-reflection on the basic principles and the what and why of Agile, to help ensure that future advancements maintain both the word and the spirit of the Agile Manifesto. -- Joseph Pelrine, Agile PsychologistThis timely book exposes many stubborn myths around agile and highlights the potential dysfunctions when seeking to achieve greater agility. In jargon-free language, it outlines a path for leaders and practitioners alike to thrive in an ever more turbulent climate. I would highly recommend this book to anyone seeking to move beyond tools, and to understand the true spirit of the agile movement. -- Karim Harbott, Co-Founder, Agile Centre, Author of ‘The 6 Enablers of Business Agility’Agile principles can seem simple and common sense, but they are not so easy to understand nor to implement. Lynda and Simon Girvan take the complex and create understanding, bringing the reader along with examples and digestible explanations to facilitate learning. As a Professor teaching PMP processes and certification of which the exam is 40% Agile, I was struggling to find a comprehensive Agile text which take the learner from the beginning to mastery of Agile; the history, roles, Agile mindset, methodologies, Agile leadership et al. Agile from First Principles delivers as a go-to source for all on their Agile journey. -- Lisa McCaffrey-Smith MBA PMP ACP SPC CSM, Pamplin School of Business, University of PortlandTable of Contents The Importance of Agile Today The Origins of Agile Projects and Products in Agile Understanding the Manifesto for Agile Understanding the Agile Principles Fundamental Concepts in Agile Agile Delivery Agile Practices Agile Leadership Managing the Product Beyond the Basics
£28.49
Alakai Publishing LLC Scrum Mastery
Book Synopsis
£20.69
Springer International Publishing AG Agile Software Engineering Skills
Book SynopsisThis textbook is about working in teams to create functioning software. It covers skills in agile software development methods, team working, version control and continuous integration and shows readers how to apply some of the latest ideas from lean, agile and Kanban. Part I, which focuses on People, describes various project roles and the skills needed to perform each role. This includes members of self-organizing teams, scrum masters, product owners and activities for managing other stakeholders. The skills needed to create Product artefacts are detailed in Part II. These include skills to create agile requirements, architectures, designs as well as development and security artefacts. The agile development Process to coordinate with co-workers is described in Part III. It introduces the skills needed to facilitate an incremental process and to use software tools for version control and automated testing. Eventually some more advanced topics are explained in Part IV. These topics include large projects comprising multiple cooperating teams, automating deployment, cloud software services, DevOps and evolving live systems. This textbook addresses significant competencies in the IEEE/ACM Computing Curricula Task Force 2020. It includes nearly 100 exercises for trying out and applying the skills needed for agile software development. Hints, tips and further advice about tackling the exercises are presented at the end of each chapter, and a case study project, with downloadable source code from an online repository, integrates the skills learned across the chapters. In addition, further example software projects are also available there. This way, the book provides a hands-on guide to working on a development project as part of a team, and is inspired by the needs of early career practitioners as well as undergraduate software engineering and computer science students. Table of Contents- 1. Introduction and Principles. - Part I People. - 2. Self-Organising Teams. - 3. Agile Roles. - 4. Managing Stakeholders. - 5. Ethics. 6. Tabby Cat Project, Getting Started. - Part II Product. - 7. Requirements. - 8. Architecture. - 9. Design. - 10. Development. - 11. Security. - 12. Tabby Cat Project: Getting Building. - Part III Process, Tools and Automation. - 13. Agile Ceremonies. - 14. Lean. - 15. Version Control. - 16. Testing and Test Automation. - 17. Tabby Cat Project: Process, Tools and Automation. - Part IV Advanced Skills. - 18. Large-Scale Agile. - 19. Cloud Deployment. - 20. Technical Debt, Software Evolution and Legacy. - 21. DevOps. - Appendix A Research Methods. - Appendix B Further Reading.
£41.79
Springer International Publishing AG Agile Methods: 11th Brazilian Workshop, WBMA 2021, Virtual Event, October 8–10, 2021, Revised Selected Papers
Book SynopsisThis book constitutes the refereed proceedings of the 11th Brazilian Workshop on Agile Methods, WBMA 2021, which took place online in October 2021.The 6 full papers and 3 short papers presented in this volume were carefully reviewed and selected from 18 submissions. WBMA is the research track in the Agile Brazil conference. It is an academic event that focuses on agile software development.Table of ContentsFull Papers.- Using a Teamwork Quality Instrument to improve Agile Teams’ Effectiveness: Practical Use Cases.- Agile Methodology Brazilian Workshop - Agile Brazil: A decade of Software Testing.- Assuring the Evolvability of Legacy Systems in Devops transformation/adoption: Insights of an experience report.- UX-Painter: Fostering UX improvement in an Agile Setting.- Applying Agile Management on Communities of Practice and Startups: a survey.- Scrum in Strongly Hierarchical Organizations: A Literature Review.- Short Papers.- Experience in implementing the Scrum framework in incubated companies.- Study of a Software Development Team's Adaptations to Remote Work During the COVID-19 Pandemic.- Agile requirements engineering practices: a survey in Brazilian software development companies.
£49.49
