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Spis treści

Head First Agile. A Brain-Friendly Guide to Agile Principles, Ideas, and Real-World Practices eBook -- spis treści

• Head First Agile
• Dedication
• Praise for Head First Agile
•  
•  
• How to Use This book: Intro
  • Who is this book for?
    • Who should probably back away from this book?
  • We know what youre thinking.
    • And we know what your brain is thinking.
  • Metacognition: thinking about thinking
    • So just how DO you get your brain to think that the material about agile is a hungry tiger?
    • Heres what WE did:
  • Heres what YOU can do to bend your brain into submission
  • Read me
  • The technical review team
• Acknowledgments
• OReilly Safari
• Praise for Head First Agile
• 1. What is Agile?: Principles and practices
  • The new features sound great...
  • ... but things dont always go as expected
  • Agile to the rescue!
    • A daily standup is a good starting point
  • Kate tries to hold a daily standup
  • Different team members have different attitudes
  • A better mindset makes the practice work better
  • So what is agile, anyway?
    • Mindset versus methodology
  • Scrum is the most common approach to agile
    • XP and Lean/Kanban
  • The PMI-ACP certification can help you be more agile
• 2. Agile Values and Principles: Mindset meets method
  • Something big happened in Snowbird
    • Meeting of the minds
  • The Agile Manifesto
  • Adding practices in the real world can be a challenge
    • The four values of the Agile Manifesto guide the team to a better, more effective mindset
  • Individuals and interactions over processes and tools
  • Working software over comprehensive documentation
  • Customer collaboration over contract negotiation
  • Responding to change over following a plan
  • Question Clinic: The which-is-BEST question
  • They think theyve got a hit ...
  • ... but its a flop!
  • The principles behind the Agile Manifesto
  • The agile principles help you deliver your product
  • The agile principles help your team communicate and work together
  • The new product is a hit!
  • Mindsetcross
  • Exam Questions
  • Exam
  • Mindsetcross Solution
• 3. Managing Projects With Scrum: The Rules of Scrum
  • Meet the Ranch Hand Games team
  • The Scrum events help you get your projects done
  • The Scrum roles help you understand who does what
  • The Scrum artifacts keep the team informed
    • The Increment is the sum of all backlog items that are actually completed and delivered at the end of the Sprint
  • The Scrum values make the team more effective
  • Question Clinic: The which-comes-next question
  • A task isnt done until its Done done
  • Scrum teams adapt to changes throughout the Sprint
  • The Agile Manifesto helps you really get Scrum
    • The Product Owner makes sure the team delivers value
    • Self-organizing means deciding as a team what to work on next
  • Things are looking good for the team
  • Exam Questions
  • Exam
• 4. Agile Planning and Estimation: Generally Accepted Scrum Practices
  • Meanwhile, back at the ranch...
  • So... whats next?
  • Introducing GASPs!
  • No more 300-page specs... please?
  • User stories help teams understand what users need
  • Story points let the team focus on the relative size of each story
  • The whole team estimates together
  • No more detailed project plans
  • Taskboards keep the team informed
  • Question Clinic: The red herring
  • Burndown charts help the team see how much work is left
  • Velocity tells you how much your team can do in a sprint
  • Burn-ups keep your progress and your scope separate from each other
  • How do we know what to build?
  • Story maps help you prioritize your backlog
  • Personas help you get to know your users
  • The news could be better...
  • Retrospectives help your team improve the way they work
  • Some tools to help you get more out of your retrospectives
    • Tools to help you set the stage:
    • Tools to help you gather data:
    • Tools to help you generate insights:
    • Tools to help you decide what to do:
    • Cubicle Conversation
    • Pizza party!
  • Exam Questions
  • Exam
• 5. XP (extreme programming): Embracing change
  • Meet the team behind CircuitTrak
    • Garys the founder and CEO
    • Ana and Ryan are the lead engineers
  • Late nights and weekends lead to code problems
  • XP brings a mindset that helps the team and the code
  • Iterative development helps teams stay on top of changes
    • XP teams use stories to track their requirements
    • XP teams plan their work a quarter at a time
    • XP teams use one-week iterations
    • Slack means giving the team some breathing room
  • Courage and respect keep fear out of the project
  • Teams build better code when they work together
    • A whole team is built on trust
    • Trust means letting your teammates make mistakes
    • XP teams dont have fixed or prescribed roles
  • Teams work best when they sit together
  • XP teams value communication
  • Teams work best with relaxed, rested minds
  • Question Clinic: The which-is-NOT question
  • XP teams embrace change
  • Frequent feedback keeps changes small
  • Bad experiences cause a rational fear of change
  • XP practices give you feedback about the code
  • XP teams use automated builds that run quickly
  • Continuous integration prevents nasty surprises
  • The weekly cycle starts with writing tests
  • Agile teams get feedback from design and testing
    • Wireframes help the team get early feedback about the user interface
    • Build spike solutions to get an idea of a features technical difficulty
    • Usability testing means testing your user interface on real users
  • Pair programming
  • Complex code is really hard to maintain
  • When teams value simplicity, they build better code
  • Simplicity is a fundamental agile principle
    • When units are tightly coupled, it adds complexity to the project
    • Its tempting to sacrifice simplicity for reusability
  • Every team accumulates technical debt
  • XP teams pay down technical debt in each weekly cycle
  • Incremental design starts (and ends) with simple code
  • Exam Questions
  • Exam
• 6. Lean/Kanban: Eliminating Waste and Managing Flow
  • Trouble with Audience Analyzer 2.5
  • Lean is a mindset (not a methodology)
    • Lean, Scrum, and XP are compatible
  • Lean principles help you see things differently
  • More Lean principles
  • Some thinking tools you havent seen before
  • More Lean thinking tools
  • Cubicle Conversation
  • Categorizing waste can help you see it better
  • Value stream maps help you see waste
  • Trying to do too many things at once
  • Anatomy of an Option
  • Systems thinking helps Lean teams see the whole
  • Some improvements didnt work out
    • A failed experiment (and thats a good thing!)
  • Lean teams use pull systems to make sure theyre always working on the most valuable tasks
    • Set up a pull system by establishing WIP limits
  • Question Clinic: Least worst option
  • Kanban uses a pull system to make your process better
  • Use Kanban boards to visualize the workflow
  • How to use Kanban to improve your process
  • The team creates a workflow
    • Cubicle Conversation
  • The team is delivering faster
  • Cumulative flow diagrams help you manage flow
  • Kanban teams talk about their policies
  • Feedback loops show you how its working
    • Kanban teams use lead time to create feadback loops
  • Now the whole team is collaborating on finding better ways to work!
  • Lean/Kanbancross
  • Lean/Kanbancross Solution
  • Exam Questions
  • Exam
• 7. Preparing for the PMI-ACP Exam: Check your knowledge
  • The PMI-ACP certification is valuable...
    • ... but you really need to know your stuff
  • The PMI-ACP exam is based on the content outline
    • The content outline is an important preparation tool
  • You are an agile practitioner...
  • A long-term relationship for your brain
  • Domain 1: Agile Principles and Mindset
  • Domain 1: Exam Questions
    • Exam Questions
    • Exam
  • Domain 2: Value-Driven Delivery
  • Agile teams use customer value to prioritize requirements
  • Value calculations help you figure out which projects to do
  • Domain 2: Exam Questions
    • Exam Questions
    • Exam
  • Domain 3: Stakeholder Engagement
  • Domain 4: Team Performance
  • Domain 3: Exam Questions
  • Domain 4: Exam Questions
    • Exam Questions
    • Exam Questions
    • Exam
    • Exam
  • Domain 5: Adaptive Planning
  • Adapt your leadership style as the team evolves
    • Situational leadership
  • A few last tools and techniques
    • Risk-adjusted backlog, pre-mortem, and risk burn down charts
  • A few last tools and techniques
    • Collaboration games
    • Tools Solution
    • Exam Questions
    • Exam
  • Domain 6: Problem Detection and Resolution
  • Domain 7: Continuous Improvement
    • Exam Questions
    • Exam Questions
    • Exam
    • Exam
  • Domain 5: Exam Questions
  • Domain 6: Exam Questions
  • Domain 7: Exam Questions
  • Examcross Solution
  • Are you ready for the final exam?
• 8. Professional Responsibility: Making good choices
  • Doing the right thing
    • The main ideas
  • Keep the cash?
  • Fly business class?
  • New software
  • Shortcuts
  • A good price or a clean river?
  • Were not all angels
  • Exam Questions
  • Exam
• 9. Practice Makes Perfect: Practice PMI-ACP Exam
  • Before you look at the answers...
• Index
• Copyright