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Succeeding with agile : software development using Scrum / Mike Cohn.
Material type:
TextPublication details: Boston, Mass. ; London : Addison-Wesley, 2009.Description: 1 v. ; 24 cmISBN: - 9780321579362 (pbk.)
- 0321579364 (pbk.)
| Item type | Current library | Call number | Copy number | Status | Date due | Barcode | |
|---|---|---|---|---|---|---|---|
| Standard Loan | Thurles Library Main Collection | 005.1 COH (Browse shelf(Opens below)) | 1 | Available | R19093JKRC | ||
| Standard Loan | Thurles Library Main Collection | 005.1 COH (Browse shelf(Opens below)) | 1 | Available | R19094KKRC | ||
| Standard Loan | Thurles Library Main Collection | 005.1 COH (Browse shelf(Opens below)) | 1 | Available | R19095LKRC | ||
| Standard Loan | Thurles Library Main Collection | 005.1 COH (Browse shelf(Opens below)) | 1 | Available | R19092AKRC |
Enhanced descriptions from Syndetics:
Proven, 100% Practical Guidance for Making Scrum and Agile Work in Any Organization
This is the definitive, realistic, actionable guide to starting fast with Scrum and agile-and then succeeding over the long haul. Leading agile consultant and practitioner Mike Cohn presents detailed recommendations, powerful tips, and real-world case studies drawn from his unparalleled experience helping hundreds of software organizations make Scrum and agile work.
Succeeding with Agile is for pragmatic software professionals who want real answers to the most difficult challenges they face in implementing Scrum. Cohn covers every facet of the transition: getting started, helping individuals transition to new roles, structuring teams, scaling up, working with a distributed team, and finally, implementing effective metrics and continuous improvement.
Throughout, Cohn presents "Things to Try Now" sections based on his most successful advice. Complementary "Objection" sections reproduce typical conversations with those resisting change and offer practical guidance for addressing their concerns. Coverage includes
Practical ways to get started immediately-and "get good" fast Overcoming individual resistance to the changes Scrum requires Staffing Scrum projects and building effective teams Establishing "improvement communities" of people who are passionate about driving change Choosing which agile technical practices to use or experiment with Leading self-organizing teams Making the most of Scrum sprints, planning, and quality techniques Scaling Scrum to distributed, multiteam projects Using Scrum on projects with complex sequential processes or challenging compliance and governance requirements Understanding Scrum's impact on HR, facilities, and project managementWhether you've completed a few sprints or multiple agile projects and whatever your role-manager, developer, coach, ScrumMaster, product owner, analyst, team lead, or project lead-this book will help you succeed with your very next project. Then, it will help you go much further: It will help you transform your entire development organization.
Includes bibliographical references and index.
Table of contents provided by Syndetics
- Forword (p. XVII)
- Acknowledgements (p. XIX)
- About the Author (p. XXIII)
- Introduction (p. XXV)
- Part I Getting Started (p. 1)
- 1 Why Becoming Agile Is Hard (But Worth It) (p. 3)
- Why Transitioning Is Hard (p. 5)
- Why It's Worth the Effort (p. 10)
- Looking Forward (p. 17)
- Additional Reading (p. 18)
- 2 ADAPTing to Scrum (p. 21)
- Awareness (p. 23)
- Desire (p. 26)
- Ability (p. 31)
- Promotion (p. 34)
- Transfer (p. 37)
- Putting It All Together (p. 40)
- Additional Reading (p. 41)
- 3 Patterns for Adopting Scrum (p. 43)
- Start Small or Go All In (p. 43)
- Public Display of Agility or Stealth (p. 47)
- Patterns for Spreading Scrum (p. 50)
- Introducing New Technical Practices (p. 55)
- One Final Consideration (p. 57)
- Additional Reading (p. 58)
- 4 Iterating Toward Agility (p. 61)
- The Improvement Backlog (p. 62)
- The Enterprise Transition Community (p. 63)
- Improvement Communities (p. 70)
- One Size Does Not Fit All (p. 79)
- Looking Forward (p. 79)
- Additional Reading (p. 80)
- 5 Your First Projects (p. 81)
- Selecting a Pilot Project (p. 81)
- Choosing the Right Time to Start (p. 84)
- Selecting a Pilot Team (p. 86)
- Setting and Managing Expectations (p. 88)
- It's Just a Pilot (p. 92)
- Additional Reading (p. 92)
- Part II Individuals (p. 95)
- 6 Overcoming Resistance (p. 97)
- Anticipating Resistance (p. 97)
- Communicating About the Change (p. 101)
- The Hows and Whys of Individual Resistance (p. 104)
- Resistance as a Useful Red Flag (p. 114)
- Additional Reading (p. 115)
- 7 New Roles (p. 117)
- The Role of the ScrumMaster (p. 117)
- The Product Owner (p. 125)
- New Roles, Old Responsibilities (p. 134)
- Additional Reading (p. 135)
- 8 Changed Roles (p. 137)
- Analysts (p. 137)
- Project Managers (p. 139)
- Architects (p. 142)
- Functional Managers (p. 144)
- Programmers (p. 146)
- Database Administrators (p. 148)
- Testers (p. 148)
- User Experience Designers (p. 151)
- Three Common Themes (p. 153)
- Additional Reading (p. 153)
- 9 Technical Practices (p. 155)
- Strive for Technical Excellence (p. 155)
- Design: Intentional yet Emergent (p. 166)
- Improving Technical Practices Is Not Optional (p. 171)
- Additional Reading (p. 172)
- Part III Teams (p. 175)
- 10 Team Structure (p. 177)
- Feed Them Two Pizzas (p. 177)
- Favor Feature Teams (p. 182)
- Self-Organizing Doesn't Mean Randomly Assembled (p. 189)
- Put People on One Project (p. 191)
- Guidelines for Good Team Structure (p. 197)
- Onward (p. 199)
- Additional Reading (p. 199)
- 11 Teamwork (p. 201)
- Embrace Whole-Team Resposibility (p. 201)
- Rely On Specialists but Sparingly (p. 204)
- Do a Little Bit of Everything All the Time (p. 206)
- Foster Team Learning (p. 209)
- Encourage Collaboration Through Commitment (p. 215)
- All Together Now (p. 217)
- Additional Reading (p. 218)
- 12 Leading a Self-Organizing Team (p. 219)
- Influencing Self-Organization (p. 220)
- Influencing Evolution (p. 227)
- There's More to Leadership Than Buying Pizza (p. 232)
- Additional Reading (p. 233)
- 13 The Product Backlog (p. 235)
- Shift from Documents to Discussions (p. 236)
- Progressively Refine Requirements (p. 242)
- Learn to Start Without a Specification (p. 249)
- Make the Product Backlog DEEP (p. 253)
- Don't Forget to Talk (p. 254)
- Additional Reading (p. 254)
- 14 Sprints (p. 257)
- Deliver Working Software Each Sprint (p. 258)
- Deliver Something Valuable Each Sprint (p. 262)
- Prepare in This Sprint for the Next (p. 266)
- Work Together Throughout the Sprint (p. 268)
- Keep Timeboxes Regular and Strict (p. 276)
- Don't Change the Goal (p. 279)
- Get Feedback, Learn, and Adapt (p. 283)
- Additional Reading (p. 284)
- 15 Planning (p. 285)
- Progressively Refine Plans (p. 286)
- Don't Plan on Overtime to Salvage a Plan (p. 287)
- Favor Scope Changes When Possible (p. 292)
- Separate Estimating from Committing (p. 296)
- Summary (p. 305)
- Additional Reading (p. 305)
- 16 Quality (p. 307)
- Integrate Testing into the Process (p. 308)
- Automate at Different Levels (p. 311)
- Do Acceptance Test-Driven Development (p. 317)
- Pay Off Technical Debt (p. 320)
- Quality Is a Team Effort (p. 323)
- Additional Reading (p. 323)
- Part IV The Organization (p. 325)
- 17 Scaling Scrum (p. 327)
- Scaling the Product Owner (p. 327)
- Working with a Large Product Backlog (p. 330)
- Proactively Manage Dependencies (p. 333)
- Coordinate Work Among Teams (p. 340)
- Scaling the Sprint Planning Meeting (p. 345)
- Cultivate Communities of Practice (p. 347)
- Scrum Does Scale (p. 352)
- Additional Reading (p. 353)
- 18 Distributed Teams (p. 355)
- Decide How to Distribute Multiple Teams (p. 356)
- Create Coherence (p. 359)
- Get Together in Person (p. 367)
- Change How You Communicate (p. 372)
- Meetings (p. 375)
- Proceed with Caution (p. 386)
- Additional Reading (p. 387)
- 19 Coexisting with Other Approaches (p. 389)
- Mixing Scrum and Sequential Development (p. 383)
- Governance (p. 394)
- Compliance (p. 396)
- Onward (p. 402)
- Additional Reading (p. 402)
- 20 Human Resources, Facilities, and the PMO (p. 405)
- Human Resources (p. 406)
- Facilities (p. 412)
- The Project Management Office (p. 420)
- The Bottom Line (p. 424)
- Additional Reading (p. 424)
- Part V Next Steps (p. 427)
- 21 Seeing How Far You've Come (p. 429)
- The Purpose of Measuring (p. 429)
- General-Purpose Agility Assessments (p. 430)
- Creating Your Own Assessment (p. 437)
- A Balanced Scorecard for Scrum Teams (p. 438)
- Should We Really Bother with This? (p. 443)
- Additional Reading (p. 444)
- 22 You're Not Done Yet (p. 447)
- Reference List (p. 449)
- Index (p. 465)