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Scaling Software Agility: Best Practices for Large Enterprises (Agile Software Development) (Englisch) Taschenbuch – 6. März 2007

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"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

Über den Autor und weitere Mitwirkende

Dean Leffingwell is a renowned software development methodologist, author, and software team coach who has spent his career helping software teams meet their goals. He is the former founder and CEO of Requisite, Inc., makers of RequisitePro, and a former vice president at Rational Software, where he was responsible for the commercialization of RUP. During the last five years, in his role as both an independent consultant and as advisor/methodologist to Rally Software, Mr. Leffingwell has applied his experience to the organizational challenge of implementing agile methods at scale with entrepreneurial teams as well as distributed, multinational corporations. These experiences form much of the basis for this book. Mr. Leffingwell is also the lead author of Managing Software Requirements, Second Edition: A Use Case Approach (Addison-Wesley, 2003).

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43 von 45 Kunden fanden die folgende Rezension hilfreich
Good introduction but missing some of the hard parts 3. Mai 2007
Von Bas Vodde - Veröffentlicht auf Amazon.com
Format: Taschenbuch Verifizierter Kauf
I've long been switching between 3 or 4 stars rating for this book. So let me start by saying that my 3 starts means that the book is really worth reading, however some parts of the book do not go deep enough, in my opinion.

Scaling Software Agility tackles the question "How to do agile development in large systems". The experience in the book seems to mainly be build on one project in BMC. In the first part of the book, Dean goes over the most popular agile methods and gived a quick introduction. He then attempts to extract common parts for the methods. In part two he picks out 7 practices and claims that they scale without modification. In the last part of the book, he adds 7 new practices, which, in his opinion, are needed for large agile projects.

Personally I've been working with a lot of large agile projects and thus was very interested in this book, especially to learn new things or see if Dean had similar problems. I was slightly dissapointed, but let me explain.

One of the fundamental points in the book is that agile development can be executed on team level. The unit of work is what Dean calls "component teams". In his book, he does not cover the question of code ownership, but the component team organization suggests a traditional organization based on the architecture of the system. This is confirmed by the problems he mentions, which are inherent to component teams. These are the need for more architecture, the need for much dependency management between the component teams and several others. Dean keeps with the traditional methods of organizing projects, he doesn't question it. The component teams thus lose part of the end-customer focus and more management and architecture is needed. Slowly parts of waterfall development are re-emerging. The book does NOT cover the organization around feature teams and the scaling of practices like shared code ownership. Also it doesn't talk about continuous integration in relationship to the team structure etc. A missed opportunity.

In part two, Dean describes 7 practices which scale without adjustment. I totally agree that these practices scale, but there is some need for doing them slightly different. As example, "how do we coordinate the different planning meetings?" The book explains the traditional practice but does NOT talk about how to actually scale it. It doesn't mention different problems that might happen and different possible solutions. It seems to just cover the surface of the subject.

The last chapters about how agile development will influence the rest of the organization were good. They touch a subject that is currently rarely covered.

In conclusion, a useful book to read. I would not follow all recommendations and more needs to be written on the subject. Still, definitively worth reading.
22 von 23 Kunden fanden die folgende Rezension hilfreich
No insights into how toscale Agile 16. Dezember 2007
Von M. Skarin - Veröffentlicht auf Amazon.com
Format: Taschenbuch
If you are looking into insights to scaling Agile projects you will be dissapointed.

The auther largly discribes the outlines of different development methodologies in the book, Xp, Scrum, DSDM, RUP. It takes to page 87 before the actual content of the book (scaling) even begins.

But when push comes to shove, the authors silently reverts to the basic monotholic arcitecture message "agile is good in small teams, but shall not be trusted in large environments". That is saying "I have no new insights into managing the impediments of large organisation".

What I was expecting was some new insights into of breaking down communication and cultural barriers that are in the way of scaling Agile projects, lean software techologies in the large etc.

At is best, the book provides a good compilation of development methologies, at it's worst, it mixes up the cards so bad that you will end up even more confused than before you started.

If you are looking into scaling agile, "The Enterprices and scrum" and any of Jeff Sutherlands scrum-of-scrum papers are a better bet.
14 von 14 Kunden fanden die folgende Rezension hilfreich
Don't recommend it if you've had intermediate exposure to agile 29. November 2010
Von Gishu Pillai - Veröffentlicht auf Amazon.com
Format: Taschenbuch
I've had some exposure to agile methods - I'd consider myself leaning heavily towards the XP camp. A bit of Scrum.

This book is no Embrace Change or one of the Poppendieck Lean books. The title promises more than the book can deliver.. For me the book didn't get into the trenches with the various suggestions for scaling.

Scaling agile is a tough job.. In my experience there aren't enough good POs, devs, SMs to go around in a typical organization. The book doesn't even address this important point - the skills gap to bridge the chasm from the Tayloristic organization to empowered self org teams. I've found this to be a big hurdle.

The first section is an overview of the different flavors like XP, Scrum, RUP, etc.. more nice to know than useful.
The new bits were
- the Release Train (which is synchronized teams with predefined milestones w.r.t. content delivery and dates
- Component teams (there are some challenges here when there are multiple client teams for a component team. A strong PO is a must. Otherwise it just descends into chaos and finger pointing.)
- the architecture runway (Once again, it depends on who is sitting in the ivory tower. The flipside, is the architecture "runaway", where the Component teams are just unquestioningly following the pied architect of hamelin.)

I don't feel any more confident that I was before I read the book. Not a lot has changed...
- Agile is hard work... Inspect and adapt.
- You need a balance between upfront design (minimal) and emergent design.
- Estimation and Planning needs to be empirical, mathematics doesn't work. Never did.
- Mastering the iteration aka Execution. To scale, the smallest units need to be good at execution. That needs craftsmen, that are hard to find and keep.
- the requirements problem is still hard. You need to have a conversation with the end user and eliminate any middlemen.

2 stars since I was handed down this book. If I had paid for it, it would be lower. Disclaimer: I've read a bunch of books on agile before this, maybe to someone who is testing the waters, it would be more beneficial. But then again, maybe they should be reading the core texts well before embarking on scaling it up.
4 von 5 Kunden fanden die folgende Rezension hilfreich
Covers all of the critical roadblocks that are sure to be in your path 13. April 2007
Von Peter Behrens - Veröffentlicht auf Amazon.com
Format: Taschenbuch
As someone who has guided many enterprise organizations in scaling Scrum, this book covers all of the critical roadblocks that are sure to be in your path. Scaling Software Agility is a must read for anyone in a technical or business leadership capacity considering advancing agile beyond a few teams or projects. It combines the organizational influences from Scrum with the development practices of Extreme Programming (XP) and balances it with some of the best practices from the Rational Unified Process (RUP) to provide a scalable agile approach.

Dean Leffingwell eases you into scaling agile in a very comfortable way - first through reviewing many of the existing methods, then through showing how many of the common practices you are implementing today actually scale, and finally through recognizing the key differences and approaches required in scaling agile to a large enterprise. His many years experience in agile (and more importantly non-agile) environments come through in the way he walks you through his discovery of this scalable agile approach.

Dean also doesn't hold back any punches in his critique of agile practices and what is needed, or needs to be changed, to scale them. He is quite direct in his opposition to XP's emergent architectural approach and its inability to scale - rather he introduces Intentional Architecture. Is it too prescriptive to be agile? If you are an enterprise architecture developing systems of systems, you might not think so. Dean provides some excellent ideas to help balance architectural discovery and planning to keep your runway long and clear.

Dean is perhaps best known for his work in Requirements Management. In this book he visits each of the agile, iterative and lean requirements approaches to explain how a balanced, just-in-time approach provides the right mix to scale. I find that this is often the biggest change to most enterprise organizations that tend to write verbose specifications and have the most concerns about project scope and governance. Dean provides a clear picture of how to manage requirements efficiently.

While each of the chapters in the later half of this book could fill an entire book itself, Dean does an excellent job in presenting the critical elements of each and just enough to help get you going down the right path. Yet I would have preferred to see more depth in organizational structures which influence agile scalability - an area that I find particularly troublesome for most large companies. However, as Dean said in describing his book, "If this book were any thicker, it wouldn't be agile."
Frustratingly lacking in actual 'Scaling' advice 4. Mai 2014
Von JT - Veröffentlicht auf Amazon.com
Format: Kindle Edition Verifizierter Kauf
One would think a book with 'Scaling' in the title would actually have some good advice on how to scale agile into a larger enterprise environment, but this book is very light on that type of detail.

I expected to read a book that would help me take small-team agile concepts and make them successful in a larger product/organization environment. I expected help in answering questions such as:

- How do you handle estimating features when you have multiple teams working together with different velocity scales?
- How do you handle release planning with multiple teams and different velocities?
- How do you handle release planning when you have potentially one product owner supporting many teams? Do they all plan together?
- How do you handle situations where teams are NOT self-regulating as would be expected? As you scale up you are likely to have low-performer situations on teams - how do you encourage the team to work through these issues?
- How do you handle metrics in a multiple-team situation?

This is the type of stuff that a book with 'scale' and 'enterprise' in the title would lead me to believe would be answered. But none of this stuff is in there! The index in the back has no mention of 'velocity' at all. 'Estimating' has two short entries, neither of which discusses variance between teams, or actual release planning practices, etc. The release planning section is a rehash of general release planning concepts for agile - not much meat that actually discusses how to pull this off on extremely large teams...

Overall, I'm sure there is some meat in the book, but it's disappointing that it doesn't seem to help answer the 101-level questions that any organization that is trying to ramp up from one team to multiple teams in agile would encounter...
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