Enterprise-Scale Agile Software Development
Enterprise-Scale Agile Software Development is the collective sum of knowledge accumulated during the full-scale transition of a 1400-person organization to agile development—considered the largest implementation of agile development and Scrum ever attempted anywhere in the world.\ Now James Schiel, a certified Scrum trainer and member of the Scrum Alliance, draws from his experience at the helm of that global four-year project to guide you and your organization through the transition. He...
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Enterprise-Scale Agile Software Development is the collective sum of knowledge accumulated during the full-scale transition of a 1400-person organization to agile development—considered the largest implementation of agile development and Scrum ever attempted anywhere in the world. Now James Schiel, a certified Scrum trainer and member of the Scrum Alliance, draws from his experience at the helm of that global four-year project to guide you and your organization through the transition. He lends his insight on how you can use Scrum as an organizational framework and implement XP practices to define how software is written and tested. He provides key information and tools to assess potential outcomes and then make the best corresponding choices in any given situation. Schiel sequences chapters to match typical developmental progression, and in addition to practical guidance, he provides a tool kit from which you can take ideas and select what works for you. Covering quality development practices based on ISO 9001, which help you create consistently high-quality software in a cost-efficient manner, this invaluable resource shows you how to—Improve project management practices and product quality assuranceAdopt new management methods and requirements Involve your current customers in development, while inviting new onesMuch more than a mere "body of knowledge," this volume goes beyond standardizing agile and Scrum practices. It breaks up the process into manageable tasks, illustrating how to set the stage for the change, plan it, and then initiate it. Using the methods and information presented, any organization should be able to achieve a nearly seamless transition to agile.
Introduction\ Web Site About This Book A Balancing Act Audience Success Factors Suggested Readings\ Why Agile?\ Myths about Agile Development Reasons to Stay Away from Agile How Your Organization Will Benefit from Agile Improved Software Quality Improved Organizational Commitment Reduced Waste Improved Customer Relationships\ \ Section I: Setting the Stage for a Transition\ Transitional Concepts\ What Is Agile Development?\ Workflow Product Backlog Prioritization Grooming Sprinting Beta Test Defects Workflow Summary The Product Backlog Written in a Manner That Can Be Groomed Under Constant Reprioritization and Continually Emergent\ Transition Barriers\ People Barriers Organizational Barriers\ Management in an Agile Environment\ Getting Management Ready for the Transition An Effective Organizational Arrangement for Scrum Teams Hiring New Scrum Team Members The Care and Feeding of Scrum Teams Tampering Ignoring Improve Organization Performance Improve Scrum Team Performance Improve Employee Performance Support Scrum Teams Care and Feeding: Summary\ \ Section II: Planning the Transition\ Create the Transition Team\ The Transition Team Lead The Executive Sponsor\ Define the Organizational Agreements\ Document the Agreements\ Determine Transition Goals\ Measuring and Monitoring the Transition Improved Productivity through Reduced Defects Improved Performance through Increased Feature Value Setting Control Limits to Manage Corrective Actions Avoiding Organizational Dysfunction Caused by Measurements\ Create the Transition Backlog\ Bringing the Transition Team Together\ \ Section III: Starting the Transition\ Exciting and Really Challenging Basic Approach\ Beginning Transition Sprint 1\ The Sprint Schedule The Transition Backlog The Structure of the Transition Backlog Grooming: Reducing Backlog Items to Sprint Size Sprint Planning What’s the Big Difference between Hours and Points?\ Building the Sprint Backlog When Teams Attack! (The Backlog, That Is)\ When Undercommitment Is the Order of the Day Committing to Work in the First Transition Sprint Sprint Reviews for Transition Sprints Sprint Retrospectives for Transition Sprints Continuing beyond Transition Sprint 1\ Create the Transition Budget\ Training and Coaching Software and Hardware Facilities Travel People\ Develop the Transition Communication Plan\ Project Information Storage\ Create the Training Plan\ Basic Concepts Agile Project Structure Roles in an Agile Project Matching Skills to Roles Skills Become Training Modules The Training Modules Defining the Tracks Executing the Tracks The Role of Coaches in the Agile Transition Team Coaching Requirements Overload the Scrum Teams Scrum Masters and Scrum Product Owners Prove Your Skill First\ Facilities Planning\ Team Rooms Size Location Noise Setting Up a Team Room Employee Directories Employee Telephones Private Spaces Server Rooms The Facilities Plan\ Selecting the Pilot Projects for the Agile Transition\ Define Your Goals Set Organizational Expectations Selecting Your Pilot Project Obstacles to a Successful Pilot Project Dysfunctions Come with the Territory Team Co-location Lack of Expertise or Necessary Skills Improper Development Metrics Setting Your Project Up for Success People First Everyone Needs to Know Their Job Introduce XP Practices Carefully Get a Good Product Owner Keep It Visible Never Skip the Retrospective\ Tools in the Agile Enterprise\ Continuous Integration/Build Requirements Sample Products Automated Testing Requirements Sample Products Sprint and Backlog Management Requirements Sample Products Team Communication\ Managing Customer Involvement\ Selecting the Right Customer Is the Candidate Qualified?\ Is the Candidate a Potential Threat?\ Will the Candidate Cooperate?\ Managing the Involved Customer The Helpful Customer Strategy: Involve The Not Useful Customer Strategy: Watch The Not Helpful Candidate Strategy: Protect The Helpful Trouble Customer Strategy: Collaborate Managing Customer Involvement in a Large Organization\ \ Section IV: Creating the Agile Organization\ Agile Project Management— Getting Started\ Scheduling in an Agile Project Scheduling Challenges Determining the Project’s Estimated Costs Planning and Staffing Specialization and the Unbalanced Backlog A Balancing Act Architecture Definition Unprepared Backlog Items Getting Your Project Started Creating the Release Goals Create/Update Defined Processes and Policies Create/Update the DONEness Definition Determine Team Staffing Prepare the Product Backlog for Grooming Create the Sprint Schedule Sprint Schedules and Large Project Considerations The Unwanted Stabilization Sprint When the Automated Testing Isn’t Sufficient Begin Backlog Grooming Work Sessions\ Agile Project Management: Monitoring, Reporting, and Controlling\ Monitoring Project Progress Burning Down the Product Backlog The Release Plan Feature Completion Controlling the Project Front-Load Your Risk Shorten Your Sprints to Improve Visibility Manage Interactions with Nonagile Development Teams and Providers Monitor Scope-outs\ Agile Analysis\ User Stories and Related Terminology The Life of a User Story The Next Great Idea Grooming the Product Backlog Avoiding the Waterfall User Story Making Sure the Backlog Is Ready for Grooming Scheduling the Workshops Setting Up the Workshop Discussing a Backlog Item Backlog Items That Need Special Handling Remembering What We’ve Learned\ Launching Scrum Teams\ Starting a New Scrum Team Establish a Team Identity Establish Team Ground Rules Establish Team DONEness Definition Preparing the Product Backlog: The Team’s First Sprint Getting Ready for Sprint Planning Running a Successful Daily Scrum Getting Ready for Sprint Review Going to the First Sprint Retrospective Removing Obstacles Continuous Learning\ Managing Scrum Teams\ The Edge of Chaos Management in a Chaotic System Continuous Learning Encourage Change and Chaos Fluidity of Structure Management in an Agile Environment The Front-Line Manager General Management Responsibilities Helping to Improve Team Performance\ Agile Product Management\ Large-Scale Product Ownership The Extended Product Backlog The Product Backlog The Information Library The Defect Management System Adding Items to the Product Backlog Adding Defects to the Product Backlog Setting Up Your Product Backlog Items for Success Estimation of Problem Complexity Acceptance Criteria Risk Value Performance Constraints Specialized Skills Prioritizing Items in the Product Backlog Managing System Constraints\ Incorporating ISO 9001 into the Agile Transition\ Setup Creating Your Policy and Process Documentation Development Processes Focusing on Customers Resource Management Infrastructure and Work Environment Measurement, Analysis, and Improvement Review and Revise Leveraging Scrum to Improve Process Using the DONEness Definition Using Sprint Planning Using Sprint Reviews Using Sprint Retrospectives Formal Reviews\ Index
