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Enterprise-Scale Agile Software Development
— —
James Schiel (Artisan Software Consulting, Pennsylvania, USA) Phillip A. Laplante
Enterprise-Scale Agile Software Development by James Schiel (Artisan Software Consulting, Pennsylvania, USA) at Abbey's Bookshop,

Enterprise-Scale Agile Software Development

James Schiel (Artisan Software Consulting, Pennsylvania, USA) Phillip A. Laplante


CRC Press Inc

Agile programming;
Software Engineering;
Computer networking & communications


382 pages

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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 assurance Adopt new management methods and requirements Involve your current customers in development, while inviting new ones Much 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.

By:   James Schiel (Artisan Software Consulting Pennsylvania USA)
Series edited by:   Phillip A. Laplante
Imprint:   CRC Press Inc
Country of Publication:   United States
Volume:   v. 6
Dimensions:   Height: 235mm,  Width: 156mm,  Spine: 25mm
Weight:   658g
ISBN:   9781439803219
ISBN 10:   1439803218
Series:   Applied Software Engineering Series
Pages:   382
Publication Date:   November 2009
Audience:   College/higher education ,  Professional and scholarly ,  Further / Higher Education ,  Undergraduate
Format:   Hardback
Publisher's Status:   Active

IntroductionWeb SiteAbout This BookA Balancing ActAudienceSuccess FactorsSuggested Readings Why Agile?Myths about Agile DevelopmentReasons to Stay Away from AgileHow Your Organization Will Benefit from AgileImproved Software QualityImproved Organizational CommitmentReduced WasteImproved Customer RelationshipsSection I: Setting the Stage for a TransitionTransitional ConceptsWhat Is Agile Development?WorkflowProduct BacklogPrioritizationGroomingSprintingBeta TestDefectsWorkflow SummaryThe Product BacklogWritten in a Manner That Can Be GroomedUnder Constant Reprioritization and Continually EmergentTransition BarriersPeople BarriersOrganizational BarriersManagement in an Agile EnvironmentGetting Management Ready for the TransitionAn Effective Organizational Arrangement for Scrum TeamsHiring New Scrum Team MembersThe Care and Feeding of Scrum TeamsTamperingIgnoringImprove Organization PerformanceImprove Scrum Team PerformanceImprove Employee PerformanceSupport Scrum TeamsCare and Feeding: SummarySection II: Planning the TransitionCreate the Transition TeamThe Transition Team LeadThe Executive SponsorDefine the Organizational AgreementsDocument the AgreementsDetermine Transition GoalsMeasuring and Monitoring the TransitionImproved Productivity through Reduced DefectsImproved Performance through Increased Feature ValueSetting Control Limits to Manage Corrective ActionsAvoiding Organizational Dysfunction Caused by MeasurementsCreate the Transition BacklogBringing the Transition Team TogetherSection III: Starting the TransitionExciting and Really ChallengingBasic ApproachBeginning Transition Sprint 1The Sprint ScheduleThe Transition BacklogThe Structure of the Transition BacklogGrooming: Reducing Backlog Items to Sprint SizeSprint PlanningWhat's the Big Difference between Hours and Points?Building the Sprint BacklogWhen Teams Attack! (The Backlog, That Is)When Undercommitment Is the Order of the DayCommitting to Work in the First Transition SprintSprint Reviews for Transition SprintsSprint Retrospectives for Transition SprintsContinuing beyond Transition Sprint 1Create the Transition BudgetTraining and CoachingSoftware and HardwareFacilitiesTravelPeopleDevelop the Transition Communication PlanProject Information StorageCreate the Training PlanBasic ConceptsAgile Project StructureRoles in an Agile ProjectMatching Skills to RolesSkills Become Training ModulesThe Training ModulesDefining the TracksExecuting the TracksThe Role of Coaches in the Agile TransitionTeam Coaching RequirementsOverload the Scrum TeamsScrum Masters and Scrum Product OwnersProve Your Skill FirstFacilities PlanningTeam RoomsSizeLocationNoiseSetting Up a Team RoomEmployee DirectoriesEmployee TelephonesPrivate SpacesServer RoomsThe Facilities PlanSelecting the Pilot Projects for the Agile TransitionDefine Your GoalsSet Organizational ExpectationsSelecting Your Pilot ProjectObstacles to a Successful Pilot ProjectDysfunctions Come with the TerritoryTeam Co-locationLack of Expertise or Necessary SkillsImproper Development MetricsSetting Your Project Up for SuccessPeople FirstEveryone Needs to Know Their JobIntroduce XP Practices CarefullyGet a Good Product OwnerKeep It VisibleNever Skip the RetrospectiveTools in the Agile EnterpriseContinuous Integration/BuildRequirementsSample ProductsAutomated TestingRequirementsSample ProductsSprint and Backlog ManagementRequirementsSample ProductsTeam CommunicationManaging Customer InvolvementSelecting the Right CustomerIs the Candidate Qualified?Is the Candidate a Potential Threat?Will the Candidate Cooperate?Managing the Involved CustomerThe Helpful Customer Strategy: InvolveThe Not Useful Customer Strategy: WatchThe Not Helpful Candidate Strategy: ProtectThe Helpful Trouble Customer Strategy: CollaborateManaging Customer Involvement in a Large OrganizationSection IV: Creating the Agile OrganizationAgile Project Management- Getting StartedScheduling in an Agile ProjectScheduling ChallengesDetermining the Project's Estimated CostsPlanning and StaffingSpecialization and the Unbalanced BacklogA Balancing ActArchitecture DefinitionUnprepared Backlog ItemsGetting Your Project StartedCreating the Release GoalsCreate/Update Defined Processes and PoliciesCreate/Update the DONEness DefinitionDetermine Team StaffingPrepare the Product Backlog for GroomingCreate the Sprint ScheduleSprint Schedules and Large Project ConsiderationsThe Unwanted Stabilization SprintWhen the Automated Testing Isn't SufficientBegin Backlog Grooming Work SessionsAgile Project Management: Monitoring, Reporting, and ControllingMonitoring Project ProgressBurning Down the Product BacklogThe Release PlanFeature CompletionControlling the ProjectFront-Load Your RiskShorten Your Sprints to Improve VisibilityManage Interactions with Nonagile Development Teams and ProvidersMonitor Scope-outsAgile AnalysisUser Stories and Related TerminologyThe Life of a User StoryThe Next Great IdeaGrooming the Product BacklogAvoiding the Waterfall User StoryMaking Sure the Backlog Is Ready for GroomingScheduling the WorkshopsSetting Up the WorkshopDiscussing a Backlog ItemBacklog Items That Need Special HandlingRemembering What We've LearnedLaunching Scrum TeamsStarting a New Scrum TeamEstablish a Team IdentityEstablish Team Ground RulesEstablish Team DONEness DefinitionPreparing the Product Backlog: The Team's First SprintGetting Ready for Sprint PlanningRunning a Successful Daily ScrumGetting Ready for Sprint ReviewGoing to the First Sprint RetrospectiveRemoving ObstaclesContinuous LearningManaging Scrum TeamsThe Edge of ChaosManagement in a Chaotic SystemContinuous LearningEncourage Change and ChaosFluidity of StructureManagement in an Agile EnvironmentThe Front-Line ManagerGeneral Management ResponsibilitiesHelping to Improve Team PerformanceAgile Product ManagementLarge-Scale Product OwnershipThe Extended Product BacklogThe Product BacklogThe Information LibraryThe Defect Management SystemAdding Items to the Product BacklogAdding Defects to the Product BacklogSetting Up Your Product Backlog Items for SuccessEstimation of Problem ComplexityAcceptance CriteriaRiskValuePerformance ConstraintsSpecialized SkillsPrioritizing Items in the Product BacklogManaging System ConstraintsIncorporating ISO 9001 into the Agile TransitionSetupCreating Your Policy and Process DocumentationDevelopment ProcessesFocusing on CustomersResource ManagementInfrastructure and Work EnvironmentMeasurement, Analysis, and ImprovementReview and ReviseLeveraging Scrum to Improve ProcessUsing the DONEness DefinitionUsing Sprint PlanningUsing Sprint ReviewsUsing Sprint RetrospectivesFormal ReviewsIndex

James Schiel, CEO and owner of Artisan Software Consulting,ais a Certified Scrum Trainer with a strong background in enterprise-level Scrum installations. Prior to founding Artisan, Schiel worked at a large, multi-national software development company for 23 years, where he worked initially as a developer, then as a manager for 16 years. He eventually played an instrumental role in creating one of the largest Scrum installations in the world. As a business process engineer, he helped identify, document, and implement best practices for enterprise Agile Development.

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