The Art of Agile Development. 2nd Edition - Helion
ebook
Autor: James Shore, Shane WardenISBN: 9781492080640
stron: 540, Format: ebook
Data wydania: 2021-10-12
Księgarnia: Helion
Cena książki: 186,15 zł (poprzednio: 216,45 zł)
Oszczędzasz: 14% (-30,30 zł)
Most companies developing software employ something they call "Agile." But there's widespread misunderstanding of what Agile is and how to use it. If you want to improve your software development team's agility, this comprehensive guidebook's clear, concrete, and detailed guidance explains what to do and why, and when to make trade-offs.
In this thorough update of the classic Agile how-to guide, James Shore provides no-nonsense advice on Agile adoption, planning, development, delivery, and management taken from over two decades of Agile experience. He brings the latest ideas from Extreme Programming, Scrum, Lean, DevOps, and more into a cohesive whole. Learn how to successfully bring Agile development to your team and organization--or discover why Agile might not be for you.
This book explains how to:
- Improve agility: create the conditions necessary for Agile to succeed and scale in your organization
- Focus on value: work as a team, understand priorities, provide visibility, and improve continuously
- Deliver software reliably: share ownership, decrease development costs, evolve designs, and deploy continuously
- Optimize value: take ownership of product plans, budgets, and experiments--and produce market-leading software
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Spis treści
The Art of Agile Development. 2nd Edition eBook -- spis treści
- Foreword
- Preface
- For the Pragmatists
- Whats New in the Second Edition
- Who This Book Is For
- About the Guest Authors
- Gitte Klitgaard
- Diana Larsen
- Shane Warden
- Conventions Used in This Book
- Using Code Examples
- OReilly Online Learning
- How to Contact Us
- Acknowledgements
- I. Improving Agility
- 1. What Is Agile?
- Agiles Genesis
- Born Out of Crisis
- The Agile Manifesto
- The Essence of Agile
- Adaptive rather than predictive
- People-oriented rather than process-oriented
- Why Agile Won
- Why Agile Works
- Why Agile Fails
- 2. How to Be Agile
- Practicing Agile
- The Road to Mastery
- How to Begin
- Joining an Agile Team
- Introducing Agile
- Improving Existing Agile Teams
- Applying Individual Agile Practices
- 3. Choose Your Agility
- The Agile Fluency Model
- Focusing Zone
- Delivering Zone
- Optimizing Zone
- Strengthening Zone
- Choose Your Zones
- The Agile Fluency Model
- 4. Invest in Agility
- Make Time for Learning
- If theres no time for learning
- If theres no budget for help
- Choose or Create Agile Teams
- If you cant dedicate people to their teams
- If team members dont get along
- If you cant create long-lived teams
- If you cant get the business, customer, or user expertise you need
- If you cant get all the developer skills you need
- Choose Agile Coaches
- If you cant hire the coaches you need
- Delegate Authority and Responsibility to Teams
- If work must be assigned to individuals
- If tools dont support team-based work
- If teams have to use a corporate tracking tool
- If teams dont have access to stakeholders
- If Delivering teams dont have control over their release processes
- If Optimizing teams dont have control over their product plans and spending
- Change Team Management Style
- If managers have trouble letting go
- Create Team Rooms
- If a team is remote
- If you cant create a physical team room for an in-person team
- Establish a Learning-Friendly Purpose for Each Team
- If theres an important deadline
- If theres no valuable green-field work to do
- Replace Waterfall Governance Assumptions
- If waterfall governance is required
- Change Harmful HR Policies
- If HR policies are set in stone
- Address Security Concerns
- If theres no flexibility around security requirements
- If youre required to have a separate code review step
- Make Time for Learning
- 5. Invest in Change
- Understanding Change
- Large-Scale Change
- Making Changes
- Get Management Buy-In
- 1. Start with a Conversation
- 2. Get the Economic Buyers Approval
- 3. Make a Formal Proposal
- If this sounds like too much work
- If management thinks theyre already Agile
- If management isnt supportive
- Get Team Buy-In
- If team members are skeptical
- If a few team members refuse
- If the majority of the team refuses
- If people lie about their acceptance
- Get Stakeholder Buy-In
- If concrete commitments are required
- If stakeholders dont buy in
- Further Reading
- 6. Scaling Agility
- Scaling Fluency
- Organizational Capability
- Coaching Capability
- Team Capability
- Scaling Products and Portfolios
- Scaling Vertically
- LeSS
- Adopting LeSS
- FAST
- Adopting FAST
- Challenges and benefits of vertical scaling
- Scaling Horizontally
- Scaling Vertically and Horizontally
- My Recommendation
- Scaling Vertically
- Scaling Fluency
- II. Focusing on Value
- Welcome to the Focusing Zone
- Achieving Focusing Fluency
- 7. Teamwork
- Whole Team
- Customer Skills
- Product management (aka product ownership)
- Domain expertise (aka subject matter expertise)
- User experience design (aka interaction design)
- Development Skills
- Programming, design, and architecture
- Testing
- Operations
- Coaching Skills
- Practitioner-coaches
- Player-coaches
- Facilitator-coaches
- Generalizing Specialists
- Staffing the Team
- Fully dedicated team members
- Stable teams
- Team Size
- A Team of Peers
- The Hole Team Revisited
- Questions
- Prerequisites
- Indicators
- Alternatives and Experiments
- Further Reading
- Customer Skills
- Team Room
- Secrets of Collaboration
- Always ask, always help
- Drop in and drop out
- Create visualizations
- Work simultaneously
- Seek consent
- Agree to experiment
- Physical Team Rooms
- The cocktail party effect
- Designing your team room
- Multiple teams
- In-person equipment and supplies
- Sample team rooms
- Adopting a physical team room
- Virtual Team Rooms
- Remote equipment and tools
- Designing remote collaboration
- Junior team members
- Questions
- Prerequisites
- Indicators
- Alternatives and Experiments
- Further Reading
- Secrets of Collaboration
- Safety
- Understanding Psychological Safety
- How to Create Safety
- Enable all voices
- Be open about mistakes
- Be curious
- Learn how to give and receive feedback
- Use empathy
- Allow yourself to be vulnerable
- Leaders Role
- Model the behaviors you want to see
- Be explicit about expectations
- Dont shy away from conflict
- Questions
- Prerequisites
- Indicators
- Alternatives and Experiments
- Further Reading
- Purpose
- Start With the Vision
- Identify the Purpose
- Document the Purpose
- Charter the Purpose
- Review the draft purpose
- Consent to the vision
- Improve the mission
- Revise the indicators
- Commit to the purpose
- Promote the Purpose
- Iterate the Purpose
- Questions
- Prerequisites
- Indicators
- Alternatives and Experiments
- Further Reading
- Context
- Chartering Context
- Available skills
- Boundaries and interactions
- Committed resources
- Sponsor commitment
- Iterating Context
- Questions
- Prerequisites
- Indicators
- Alternatives and Experiments
- Chartering Context
- Alignment
- Chartering Alignment
- Get to know one another
- Create working agreements
- Define standards
- Iterating Alignment
- Adhering to Agreements
- Questions
- Prerequisites
- Indicators
- Alternatives and Experiments
- Chartering Alignment
- Energized Work
- How to Be Energized
- Supporting Energized Work
- Taking Breaks
- Questions
- Prerequisites
- Indicators
- Alternatives and Experiments
- Further Reading
- Whole Team
- 8. Planning
- Stories
- How to Create a Story
- Customer Value
- Splitting and Combining Stories
- Tiny stories
- Special Stories
- Documentation stories
- Bug stories
- Nonfunctional stories
- Operation and security stories
- Spike stories
- Clean-up stories
- Meetings and overhead
- Architecture, design, technical infrastructure
- Questions
- Prerequisites
- Indicators
- Alternatives and Experiments
- Adaptive Planning
- Valuable Increments
- Focus on One Increment at a Time
- Slice Your Increments
- Release Early, Release Often
- Your First Increment
- Adapt Your Plans
- How to Create Your Plan
- Balancing Adaptability and Predictability
- Adaptive Planning and Organizational Culture
- Questions
- Prerequisites
- Indicators
- Alternatives and Experiments
- Further Reading
- Visual Planning
- Who Plans?
- Cluster Mapping
- 1. Brainstorm stories
- 2. Cluster stories into increments
- 3. Organize increments
- 4. Review and refine
- Breaking Down Increments
- 1. Brainstorm stories and cluster into small increments
- 2. Filter and repeat
- 3. Prioritize
- 4. Play the planning game
- Impact Mapping
- 1. Start with the goal
- 2. Brainstorm impacts
- 3. Incorporate actors
- 4. Prioritize impacts
- 5. Brainstorm increments
- 6. Break down increments
- Prospective Analysis
- 1. Create the chart
- 2. Brainstorm possible outcomes
- 3. Review and refine
- 4. Prioritize outcomes and create plan
- Story Mapping
- 1. Determine scope
- 2. Define steps
- 3. Distill out user activities
- 4. Identify outcomes and goals
- 5. Create the later map
- 6. Divide into increments
- 7. Play the planning game
- Iterating the Visual Plan
- Questions
- Prerequisites
- Indicators
- Alternatives and Experiments
- Further Reading
- The Planning Game
- How to Play
- 1. Customers decide the scope of the plan
- 2. The whole team brainstorms stories
- 3. Developers size the stories
- 4. Customers prioritize the stories
- 5. Repeat until the plan is complete
- Keep Your Options Open
- How to Win the Planning Game
- Prioritizing Development Decisions
- Facing Reality
- Iterating the Planning Game
- Questions
- Prerequisites
- Indicators
- Alternatives and Experiments
- How to Play
- Real Customer Involvement
- Personal Development
- Platform Development
- In-House Custom Development
- Outsourced Custom Development
- Vertical-Market Software
- Horizontal-Market Software
- Questions
- Prerequisites
- Results
- Experiments and Alternatives
- Incremental Requirements
- The Living Requirements Document
- When Experts Arent Part of the Team
- Work Incrementally
- Purpose and visual plan
- The planning game
- Mock-ups, customer examples, and completion criteria
- Customer review
- Documentation
- Product documentation
- Operations documentation
- Governance documentation
- As-built documentation
- Questions
- Prerequisites
- Indicators
- Alternatives and Experiments
- Further Reading
- Stories
- 9. Ownership
- Task Planning
- Cadence
- Iterations
- Continuous flow
- Creating Tasks
- Visual Tracking
- Task grid
- Detectives whiteboard
- Cross-Team Dependencies
- Making and Meeting Iteration Commitments
- Incomplete Stories
- Emergency Requests
- Your First Week
- Questions
- Prerequisites
- Indicators
- Alternatives and Experiments
- Further Reading
- Cadence
- Capacity
- Yesterdays Weather
- Capacity and the Iteration Timebox
- Stabilizing Capacity
- Estimating Stories
- Conversational estimating
- Affinity estimating
- When Estimating Is Difficult
- Defending Estimates
- Your Initial Capacity
- How to Improve Capacity
- Improve internal quality
- Improve customer skills
- Support energized work
- Offload duties
- Support the constraint
- Provide needed resources
- Add people (carefully)
- Capacity Is Not Productivity
- Questions
- Prerequisites
- Indicators
- Alternatives and Experiments
- Slack
- How Much Slack?
- How to Use Slack
- Improving internal quality
- Develop customer skills
- Dedicate time to exploration and experimentation
- The role of overtime
- Questions
- Prerequisites
- Indicators
- Alternatives and Experiments
- Further Reading
- Stand-Up Meetings
- How to Hold the Daily Stand-Up
- 1. Walk the board
- 2. Focus on completion
- 3. Choose tasks
- 4. Take detailed conversations offline
- Be Brief
- Questions
- Prerequisites
- Indicators
- Alternatives and Experiments
- Further Reading
- How to Hold the Daily Stand-Up
- Informative Workspace
- Subtle Cues
- Big Visible Charts
- Improvement Charts
- Gaming
- Questions
- Prerequisites
- Indicators
- Alternatives and Experiments
- Further Reading
- Customer Examples
- Describe
- Demonstrate
- Develop
- Questions
- Prerequisites
- Indicators
- Alternatives and Experiments
- Further Reading
- Done Done
- How to Be Done Done
- Making Time
- Organizational Constraints
- Questions
- Prerequisites
- Indicators
- Alternatives and Experiments
- Task Planning
- 10. Accountability
- Stakeholder Trust
- Show Some Hustle
- Show Some Empathy
- Deliver on Commitments
- Manage Problems
- Respect Customer Goals
- Make Stakeholders Look Good
- Be Honest
- Questions
- Prerequisites
- Indicators
- Alternatives and Experiments
- Further Reading
- Stakeholder Demos
- Feedback Loops
- The Demo Cadence
- How to Conduct a Stakeholder Demo
- Be Prepared
- When Things Go Wrong
- Questions
- Prerequisites
- Indicators
- Alternatives and Experiments
- Forecasting
- Uncertainty and Risk
- Predefined Release Dates
- How to steer your plans
- Feasibility Forecasts
- Date and Scope Forecasts
- A date and scope example
- Reducing risk
- Custom risk adjustments
- Questions
- Prerequisites
- Indicators
- Alternatives and Experiments
- Further Reading
- Roadmaps
- Agile Governance
- Option 1: Just the Facts
- Option 2: General Direction
- Option 3: Date and Approximate Scope
- Option 4: Detailed Plans and Predictions
- Corporate Tracking Tools
- When Your Roadmap Isnt Good Enough
- Questions
- Prerequisites
- Indicators
- Alternatives and Experiments
- Further Reading
- Management
- Theory X and Theory Y
- The Role of Agile Management
- Measurement Dysfunction
- Stories and story points
- Code coverage
- Lines of code
- Say/do ratio
- Defect counts
- Why Measurement Dysfunction is Inevitable
- Delegatory Management
- Make measurements inconsequential
- Go to gemba
- Ask the team
- Define goals and guardrails
- When Metrics Are Required
- Questions
- Prerequisites
- Indicators
- Alternatives and Experiments
- Further Reading
- Stakeholder Trust
- 11. Improvement
- Retrospectives
- Types of Retrospectives
- How to Conduct a Heartbeat Retrospective
- Step 1: The Prime Directive (5 minutes)
- Step 2: Brainstorming (20 minutes)
- Step 3: Mute Mapping (15 minutes)
- Step 4: Generate Insights (1030 minutes)
- Step 5: Retrospective Objective (1020 minutes)
- Follow Through
- Questions
- Prerequisites
- Indicators
- Alternatives and Experiments
- Further Reading
- Team Dynamics
- What Makes a Team?
- Team Development
- Forming: The new kid in class
- Storming: Group adolescence
- Norming: Were #1
- Performing: Team synergy
- Adjourning: Separating and moving on
- Communication, Collaboration, and Interaction
- Start with a strong base of trust
- Support your growing trust with three-fold commitment
- Right-size conflicts with feedback
- Spark creativity and innovation
- Sustain high performance
- Shared Leadership
- Toxic Behavior
- Questions
- Prerequisites
- Indicators
- Alternatives and Experiments
- Further Reading
- Impediment Removal
- Identifying Impediments
- Circles and Soup
- Control: Take direct action
- Influence: Persuade or recommend
- Soup: Change your response
- Questions
- Prerequisites
- Indicators
- Alternatives and Experiments
- Further Reading
- Retrospectives
- III. Delivering Reliably
- Welcome to the Delivering Zone
- Achieving Delivering Fluency
- 12. Collaboration
- Collective Code Ownership
- Making Collective Ownership Work
- Egoless Programming
- Collaborating Without Conflict
- Working with Unfamiliar Code
- Benefits to Programmers
- Questions
- Prerequisites
- Indicators
- Alternatives and Experiments
- Pair Programming
- Why Pair?
- Pairing Stations
- How to Pair
- Effective Navigating
- Teaching Through Pairing
- Challenges
- Comfort
- Introversion and social anxiety
- Communication style
- Tools and keybindings
- Questions
- Prerequisites
- Indicators
- Alternatives and Experiments
- Further Reading
- Mob Programming
- How to Mob
- Why Mobbing Works
- The Mobbing Station
- Making Mobbing Work
- Team dynamics
- Energized work
- Research
- Strict navigator role
- Non-programmers
- Mini-mobs and part-time mobs
- Questions
- Prerequisites
- Indicators
- Alternatives and Experiments
- Further Reading
- Ubiquitous Language
- The Domain Expertise Conundrum
- Speak the Same Language
- How to Create a Ubiquitous Language
- Questions
- Prerequisites
- Indicators
- Alternatives and Experiments
- Further Reading
- Collective Code Ownership
- 13. Development
- Zero Friction
- One-Second Feedback
- Know Your Editor
- Reproducible Builds
- Dependency management
- Local builds
- Five-Minute Integration
- Control Complexity
- Automate Everything
- Automate Incrementally
- Automating Legacy Code
- Questions
- Prerequisites
- Indicators
- Alternatives and Experiments
- Continuous Integration
- Continuous Integration Is a Practice, Not a Tool
- Integrate many times per day
- Never break the integration build
- Keep the integration branch ready to release
- The Many Flavors of Continuous Integration
- The Continuous Integration Dance
- Continuous Integration Without a CI Server
- Synchronous Versus Asynchronous Integration
- Multistage Integration Builds
- Pull Requests and Code Reviews
- Questions
- Prerequisites
- Indicators
- Alternatives and Experiments
- Further Reading
- Continuous Integration Is a Practice, Not a Tool
- Test-Driven Development
- Why TDD Works
- How to Use TDD
- Step 1: Think
- Step 2: Red bar
- Step 3: Green bar
- Step 4: Refactor
- Step 5: Repeat
- Eat the Onion from the Inside Out
- A TDD Example
- Start with the core interface
- Calculations and branches
- Loops and generalization
- Special cases, error handling, and runtime assertions
- Questions
- Prerequisites
- Indicators
- Alternatives and Experiments
- Further Reading
- Fast, Reliable Tests
- Rely on Narrow Unit Tests
- Test Outside Interactions with Narrow Integration Tests
- Simulate Nonlocal Dependencies
- Control Global State
- Write Sociable Tests
- Separate Infrastructure and Logic
- Use Broad Tests Only as a Safety Net
- Adding Tests to Existing Code
- Prerequisites
- Indicators
- Alternatives and Experiments
- Further Reading
- Refactoring
- How to Refactor
- Refactoring in Action
- Questions
- Prerequisites
- Indicators
- Alternatives and Experiments
- Further Reading
- Spike Solutions
- Quick Questions
- Third-Party Dependencies
- Design Experiments
- Making Time for Spikes
- Questions
- Prerequisites
- Indicators
- Alternatives and Experiments
- Zero Friction
- 14. Design
- Incremental Design
- Never Stop Designing
- How Incremental Design Works
- Levels of Design
- Within a class or module
- Across classes and modules
- Application architecture
- Risk-Driven Architecture
- Questions
- Prerequisites
- Indicators
- Alternatives and Experiments
- Further Reading
- Simple Design
- YAGNI: You Arent Gonna Need It
- Once and Only Once
- Coupling and Cohesion
- Third-Party Components
- Fail Fast
- Self-Documenting Code
- Published Interfaces
- Performance Optimization
- Questions
- Prerequisites
- Indicators
- Alternatives and Experiments
- Further Reading
- Reflective Design
- How Reflective Design Works
- Reflective Design in Practice
- Reverse-Engineering the Design
- Identifying Improvements
- Code Smells
- Shotgun Surgery and Divergent Change
- Primitive Obsession and Data Clumps
- Data Class and Code Class
- Squashed Errors and Coddled Nulls
- Time Dependencies and Half-Baked Objects
- Incrementally Refactor
- Questions
- Prerequisites
- Indicators
- Alternatives and Experiments
- Further Reading
- Incremental Design
- 15. DevOps
- Build for Operation
- Threat Modeling
- Configuration
- Secrets
- Paranoiac Telemetry
- Logging
- Metrics and Observability
- Monitoring and Alerting
- Questions
- Prerequisites
- Indicators
- Alternatives and Experiments
- Further Reading
- Feature Flags
- Keystones
- Feature Flags
- Application configuration
- User configuration
- Secrets
- Prerequisites
- Indicators
- Alternatives and Experiments
- Further Reading
- Continuous Deployment
- How to Use Continuous Deployment
- Detecting Deployment Failures
- Resolving Deployment Failures
- Roll back the deploy
- Fix the deploy
- Alternative: Fix forward
- Incremental Releases
- Data Migration
- Prerequisites
- Indicators
- Alternatives and Experiments
- Further Reading
- Evolutionary System Architecture
- Are You Really Gonna Need It?
- Aim for Simplicity
- 1. Start with an ideal world
- 2. Introduce imperfect components and networks
- 3. Limit resources
- 4. Consider humans and teams
- Controlling Complexity
- Evolutionary design
- Self-discipline
- Fast deployment
- Vertical scaling
- Refactoring System Architecture
- Multirepo components Monorepo components
- Components Microliths
- Microliths Modules
- Modules New modules
- Big ball of mud Modules
- Modules Microliths
- Microliths Components
- Modules Components
- Monorepo components Multirepo components
- Compound refactorings
- Prerequisites
- Indicators
- Alternatives and Experiments
- Further Reading
- Build for Operation
- 16. Quality
- No Bugs
- Dont Play the Bug Blame Game
- How to Build Quality In
- Prevent programmer errors
- Prevent design errors
- Prevent requirements errors
- Prevent systemic errors
- Fix Bugs Immediately
- Testers Role
- Tude
- Questions
- Prerequisites
- Indicators
- Alternatives and Experiments
- Blind Spot Discovery
- Validated Learning
- Exploratory Testing
- Chaos Engineering
- Penetration Testing and Vulnerability Assessments
- Questions
- Prerequisites
- Indicators
- Alternatives and Experiments
- Incident Analysis
- The Nature of Failure
- Conducting the Analysis
- 1. Set the stage
- 2. Gather data
- 3. Generate insights
- 4. Decide what to do
- 5. Close the retrospective
- Organizational Learning
- Incident Accountability
- Questions
- Prerequisites
- Indicators
- Alternatives and Experiments
- Further Reading
- No Bugs
- IV. Optimizing Outcomes
- Welcome to the Optimizing Zone
- Achieving Optimizing Fluency
- 17. Autonomy
- Business Expertise
- Business Decisions
- Accountability and Oversight
- Funding
- Experiments and Further Reading
- 18. Discovery
- Validated Learning
- Adaptability
- Experiments and Further Reading
- 19. Into the Future
- References
- Index