Learning Agile Understanding Scrum XP Lean and Kanban 1st Edition by Andrew Stellman, Jennifer Greene ISBN 9781449363857 1449363857

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ISBN 10: 1449363857
ISBN 13: 9781449363857
Author: Andrew Stellman, Jennifer Greene

Learning Agile Understanding Scrum XP Lean and Kanban 1st Edition Table of contents:

Chapter 1. Learning Agile

What Is Agile?

Who Should Read This Book

Our Goals for This Book

Getting Agile into Your Brain by Any Means Necessary

How This Book Is Structured

Chapter 2. Understanding Agile Values

A Team Lead, Architect, and Project Manager Walk into a Bar…

No Silver Bullet

Agile to the Rescue! (Right?)

Adding Agile Makes a Difference

“Better-Than-Not-Doing-It” Results

A Fractured Perspective

How a Fractured Perspective Causes Project Problems

Why Does a Fractured Perspective Lead to Just Better-Than-Not-Doing-It Results?

The Agile Manifesto Helps Teams See the Purpose Behind Each Practice

Individuals and Interactions Over Processes and Tools

Working Software Over Comprehensive Documentation

Customer Collaboration Over Contract Negotiation

Responding to Change Over Following a Plan

Principles Over Practices

Understanding the Elephant

Methodologies Help You Get It All in Place at Once

Where to Start with a New Methodology

Chapter 3. The Agile Principles

The 12 Principles of Agile Software

The Customer Is Always Right…Right?

“Do As I Say, Not As I Said”

Delivering the Project

Principle #1: Our Highest Priority Is to Satisfy the Customer Through Early and Continuous Delivery

Principle #2: Welcome Changing Requirements, Even Late In Development. Agile Processes Harness Chang

Principle #3: Deliver Working Software Frequently, from a Couple of Weeks to a Couple of Months, wit

Better Project Delivery for the Ebook Reader Project

Communicating and Working Together

Principle #4: The Most Efficient and Effective Method of Conveying Information To and Within a Devel

Principle #5: Businesspeople and Developers Must Work Together Daily Throughout the Project.

Principle #6: Build Projects Around Motivated Individuals. Give Them the Environment and Support The

Better Communication for the Ebook Reader Project

Project Execution—Moving the Project Along

Principle #7: Working Software Is the Primary Measure of Progress.

Principle #8: Agile Processes Promote Sustainable Development. The Sponsors, Developers, and Users S

Principle #9: Continuous Attention to Technical Excellence and Good Design Enhances Agility.

A Better Working Environment for the Ebook Reader Project Team

Constantly Improving the Project and the Team

Principle #10: Simplicity—the Art of Maximizing the Amount of Work Not Done—Is Essential.

Principle #11: The Best Architectures, Requirements, and Designs Emerge from Self-Organizing Teams.

Principle #12: At Regular Intervals, the Team Reflects on How to Become More Effective, Then Tunes a

The Agile Project: Bringing All the Principles Together

Chapter 4. Scrum and Self-Organizing Teams

The Rules of Scrum

Act I: I Can Haz Scrum?

Everyone on a Scrum Team Owns the Project

The Scrum Master Guides the Team’s Decisions

The Product Owner Helps the Team Understand the Value of the Software

Everyone Owns the Project

Scrum Has Its Own Set of Values

Act II: Status Updates Are for Social Networks!

The Whole Team Uses the Daily Scrum

Feedback and the Visibility-Inspection-Adaptation Cycle

The Last Responsible Moment

How to Hold an Effective Daily Scrum

Act III: Sprinting into a Wall

Sprints, Planning, and Retrospectives

Iterative or Incremental?

The Product Owner Makes or Breaks the Sprint

Visibility and Value

How to Plan and Run an Effective Scrum Sprint

Act IV: Dog Catches Car

Chapter 5. Scrum Planning and Collective Commitment

Act V: Not Quite Expecting the Unexpected

User Stories, Velocity, and Generally Accepted Scrum Practices

Make Your Software Useful

User Stories Help Build Features Your Users Will Use

Conditions of Satisfaction

Story Points and Velocity

Burndown Charts

Planning and Running a Sprint Using Stories, Points, Tasks, and a Task Board

Generally Accepted Scrum Practices

Act VI: Victory Lap

Scrum Values Revisited

Practices Do Work Without the Values (Just Don’t Call It Scrum)

Is Your Company’s Culture Compatible with Scrum Values?

Chapter 6. XP and Embracing Change

Act I: Going into Overtime

The Primary Practices of XP

Programming Practices

Integration Practices

Planning Practices

Team Practices

Why Teams Resist Changes, and How the Practices Help

Act II: The Game Plan Changed, but We’re Still Losing

The XP Values Help the Team Change Their Mindset

XP Helps Developers Learn to Work with Users

Practices Only “Stick” When the Team Truly Believes in Them

An Effective Mindset Starts with the XP Values

The XP Values

Paved with Good Intentions

Act III: The Momentum Shifts

Understanding the XP Principles Helps You Embrace Change

The Principles of XP

XP Principles Help You Understand Planning

XP Principles Help You Understand Practices—and Vice Versa

Feedback Loops

Chapter 7. XP, Simplicity, and Incremental Design

Act IV: Going into Overtime, Part 2: Second Overtime

Code and Design

Code Smells and Antipatterns (or, How to Tell If You’re Being Too Clever)

XP Teams Look for Code Smells and Fix Them

Hooks, Edge Cases, and Code That Does Too Much

Code Smells Increase Complexity

Make Code and Design Decisions at the Last Responsible Moment

Fix Technical Debt by Refactoring Mercilessly

Use Continuous Integration to Find Design Problems

Avoid Monolithic Design

Incremental Design and the Holistic XP Practices

Teams Work Best When They Feel Like They Have Time to Think

Team Members Trust Each Other and Make Decisions Together

The XP Design, Planning, Team, and Holistic Practices Form an Ecosystem That Spurs Innovation

Incremental Design Versus Designing for Reuse

When Units Interact in a Simple Way, the System Can Grow Incrementally

Great Design Emerges from Simple Interactions

Act V: Final Score

Chapter 8. Lean, Eliminating Waste, and Seeing the Whole

Lean Thinking

You Already Understand Many of These Values

Commitment, Options Thinking, and Set-Based Development

Act I: Just One More Thing…

Creating Heroes and Magical Thinking

Eliminate Waste

Use a Value Stream Map to Help See Waste Clearly

Gain a Deeper Understanding of the Product

See the Whole

Find the Root Cause of Problems That You Discover

Deliver As Fast As Possible

Use an Area Chart to Visualize Work in Progress

Control Bottlenecks by Limiting Work in Progress

Pull Systems Help Teams Eliminate Constraints

Chapter 9. Kanban, Flow, and Constantly Improving

Act II: Playing Catch-Up

The Principles of Kanban

Find a Starting Point and Evolve Experimentally from There

Stories Go into the System; Code Comes Out

Improving Your Process with Kanban

Visualize the Workflow

Limit Work in Progress

Measure and Manage Flow

Use CFDs and WIP Area Charts to Measure and Manage Flow

Little’s Law Lets You Control the Flow Through a System

Managing Flow with WIP Limits Naturally Creates Slack

Make Process Policies Explicit So Everyone Is on the Same Page

Emergent Behavior with Kanban

Chapter 10. The Agile Coach

Act III: Just One More Thing (Again?!)…

Coaches Understand Why People Don’t Always Want to Change

Coaches Listen for Warning Signs That the Team Is Having Trouble with a Change

Coaches Understand How People Learn

Use Shuhari to Help a Team Learn the Values of a Methodology

Coaches Understand What Makes a Methodology Work

The Principles of Coaching

Index

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