"Companies have been implementing large agile projects for a number
of years, but the 'stigma' of 'agile only works for small projects'
continues to be a frequent barrier for newcomers and a rallying cry
for agile critics. What has been missing from the agile literature
is a solid, practical book on the specifics of developing large
projects in an agile way. Dean Leffingwell's book Scaling Software
Agility fills this gap admirably. It offers a practical guide to
large project issues such as architecture, requirements
development, multi-level release planning, and team organization.
Leffingwell's book is a necessary guide for large projects and
large organizations making the transition to agile development."
-Jim Highsmith, director, Agile Practice, Cutter Consortium, author
of Agile Project Management "There's tension between building
software fast and delivering software that lasts, between being
ultra-responsive to changes in the market and maintaining a degree
of stability. In his latest work, Scaling Software Agility, Dean
Leffingwell shows how to achieve a pragmatic balance among these
forces. Leffingwell's observations of the problem, his advice on
the solution, and his description of the resulting best practices
come from experience: he's been there, done that, and has seen
what's worked." -Grady Booch, IBM Fellow Agile development
practices, while still controversial in some circles, offer
undeniable benefits: faster time to market, better responsiveness
to changing customer requirements, and higher quality. However,
agile practices have been defined and recommended primarily to
small teams. In Scaling Software Agility, Dean Leffingwell
describes how agile methods can be applied to enterprise-class
development. Part I provides an overview of the most common and
effective agile methods. Part II describes seven best practices of
agility that natively scale to the enterprise level. Part III
describes an additional set of seven organizational capabilities
that companies can master to achieve the full benefits of software
agility on an enterprise scale. This book is invaluable to software
developers, testers and QA personnel, managers and team leads, as
well as to executives of software organizations whose objective is
to increase the quality and productivity of the software
development process but who are faced with all the challenges of
developing software on an enterprise scale. Foreword Preface
Acknowledgments About the Author Part I: Overview of Software
Agility Chapter 1: Introduction to Agile Methods Chapter 2: Why the
Waterfall Model Doesn't Work Chapter 3: The Essence of XP Chapter
4: The Essence of Scrum Chapter 5: The Essence of RUP Chapter 6:
Lean Software, DSDM, and FDD Chapter 7: The Essence of Agile
Chapter 8: The Challenge of Scaling Agile Part II: Seven Agile Team
Practices That Scale Chapter 9: The Define/Build/Test Component
Team Chapter 10: Two Levels of Planning and Tracking Chapter 11:
Mastering the Iteration Chapter 12: Smaller, More Frequent Releases
Chapter 13: Concurrent Testing Chapter 14: Continuous Integration
Chapter 15: Regular Reflection and Adaptation Part III: Creating
the Agile Enterprise Chapter 16: Intentional Architecture Chapter
17: Lean Requirements at Scale: Vision, Roadmap, and Just-in-Time
Elaboration Chapter 18: Systems of Systems and the Agile Release
Train Chapter 19: Managing Highly Distributed Development Chapter
20: Impact on Customers and Operations Chapter 21: Changing the
Organization Chapter 22: Measuring Business Performance Conclusion:
Agility Works at Scale Bibliography Index
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