Table of Contents
Foreword
Prefac
Acknowledgments
About the Author
Part 1: Overview of Software Agility
1. Introduction to Agile Methods
-Achieving Competitive Advantage in a Software Economy
-Enter Agile Methods
-Agile at Scale
-A Look at the Methods
-The Trend to Agile Adoption 1
-Business Benefits of Software Agility
-A Brief Look at XP, Scrum, and RUP
-Summary
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 26
3. The Essence of XP
-What Is XP?
-What's So Controversial about XP?
-What's So Extreme about XP?
-The Fundamental Tenet of XP
-The Values, Principles, and Practices of XP
-The Process Model for XP
-Applicability of the Method
-Suggested Reading
4. The Essence of Scrum
-What Is Scrum?
-The Roles in Scrum
-The Philosophical Roots of Scrum
-The Values, Principles, and Practices of Scrum
-Key Practices of Scrum
-The Fundamental Tenet of Scrum: Empirical Process Control
-The Process Model for Scrum
-On Scrum and Organizational Change
-Applicability of the Method
-Suggested Reading
5. The Essence of RUP
-What Is RUP?
-Key Characteristics of RUP
-Roots of RUP
-Agile RUP Variants
-Applicability of the Method
-Suggested Reading
6. Lean Software, DSDM, and FDD
-Lean Software Development
-Dynamic Systems Development Method
-Feature-Driven Development
7. The Essence of Agile
-What Are We Changing with Agile?
-The Heartbeat of Agile: Working Code in a Short Time Box
-Summary
8. The Challenge of Scaling Agile
-Apparent Impediments of the Methods
-Impediments of the Enterprise
-Summary
Part 2: Seven Agile Team Practices That Scale
9. The Define/Build/Test Component Team
-What Is the Define/Build/Test Component Team?
-Eliminating the Functional Silos
-The Roles and Responsibilities of an Agile Component Team
-Creating Self-Organizing, Self-Managing Define/Build/Test Teams
-Distributed Teams
10. Two Levels of Planning and Tracking
-A Generalized Agile Framework
-Summary: Two Levels of Planning
11. Mastering the Iteration
-Iteration: The Heartbeat of Agility
-The Standard, Two-Week Iteration?
-Planning and Executing the Iteration
-Iteration Planning
-Iteration Execution
-Iteration Tracking and Adjusting
-Iteration Cadence Calendar
12. Smaller, More Frequent Releases
-Benefits of Small Releases
-Defining and Scheduling the Release
-Planning the Release
-Release Tracking
-The Release Roadmap
-Agile at Scale Preview: Release Planning and Tracking in the Large
13. Concurrent Testing
-Introduction to Agile Testing
-Agile Testing Principles
-Unit Testing
-Acceptance Testing
-Component Testing
-System and Performance Testing
-Summary: Agile Testing Strategy in a Nutshell
14. Continuous Integration
-What Is Continuous Integration?
-Continuous Integration
-The Three Steps to Continuous Integration
-What Is Continuous Integration Success?
15. Regular Reflection and Adaptation
-Iteration Retrospective
-Release Retrospective
Part 3: Creating the Agile Enterprise
16. Intentional Architecture
-What Is Software Architecture?
-Agile and Architecture
-On Refactoring and Systems of Scale
-What Are You Building?
-An Agile Architectural Approach for Enterprise Class Systems
-Building Architectural Runway
17. Lean Requirements at Scale: Vision, Roadmap, and Just-in-Time Elaboration
-Overview: The Requirements Pyramid
-What's Different About Requirements in Agile?
-A Scalable, Agile Requirements Approach: Vision, Roadmap, and Just-in-time
Elaboration
-Summary
18. Systems of Systems and the Agile Release Train
-An Agile Component Release Schedule
-The Agile Release Train
-Release Train Retrospective
19. Managing Highly Distributed Development
-At Scale, All Development Is Distributed Development
-Case Study 1. Ping Identity: The Distributed Define/Build/Test Component Team
-Case Study 2. BMC Software, Incorporated: An Agile Transformation in a Highly Distributed, Large-Scale Enterprise
-Emphasizing Communications
-Tooling Infrastructure for Enterprise Agility
-Summary
20. Impact on Customers and Operations
-The Benefits of Agile Methods to Sales and Marketing
-Impact on Product Marketing/Product Management
-Smaller and More Frequent Releases
-Optimizing the Agile Release Process
-Real Challenges and Misconceptions Regarding Agility from Real Sales and Marketing -Executives
21. Changing the Organization
-Overview
-Why Does Agile Require Organizational Change?
-Preparing for Scrum and Agility
-Eliminating Impediments to Software Productivity
-An Agile Model for Executive Management
-Rolling Out Scrum/Agile in a Large Organization
-Summary
22. Measuring Business Performance
-Agility Measures: The Key Difference
-Measuring Team Performance
-On Metrics, Process Police, and Team Self-Assessment
-Scaling to Organizational Performance: A Balanced Scorecard Approach
-Agile Metrics at Scale: Implementing a Flexible, Automated, and Meaningful BSC for the Enterprise
-Conclusion: Agility Works at Scale
Bibliography
Index
