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This is the digital version of the printed book (Copyright © 2004).
Who Says Large Teams Can’t Handle Agile Software Development?
Agile or "lightweight" processes have revolutionized the software development industry. They're faster and more efficient than traditional software development processes. They enable developers to
Unfortunately, most agile processes are designed for small or mid-sized software development projects—bad news for large teams that have to deal with rapid changes to requirements. That means all large teams!
With Agile Software Development in the Large, Jutta Eckstein—a leading speaker and consultant in the agile community—shows how to scale agile processes to teams of up to 200. The same techniques are also relevant to teams of as few as 10 developers, especially within large organizations.
Topics include
Stop getting frustrated with inflexible processes that cripple your large projects! Use this book to harness the efficiency and adaptability of agile software development.
Stop getting frustrated with inflexible processes that cripple your large projects! Use this book to harness the efficiency and adaptability of agile software development.
Preface xiii
Chapter 1: Introduction 3
Questioning Scaling Agile Processes 4
Examining Largeness 5
Raising Large Issues 7
Specifying the Projects in Focus 8
Detecting the Agile Method for Scaling 9
Identifying the Reader 10
Revealing the Structure of the Book 11
Chapter 2: Agility and Largeness 12
Fundamentals of Agile Processes 13
Magnifying the Agile Principles 19
Processes Masquerading As Agile 21
People Shape the Process 24
Mistrust in Applicability 31
Summary 41
Chapter 3: Agility and Large Teams 42
People 43
Team Building 51
Interaction and Communication Structures 61
Trouble-Shooting 69
Virtual Teams 72
Summary 83
Chapter 4: Agility and the Process 84
Defining the Objectives 85
Providing Feedback 86
Short Development Cycles, Iterations, and Time-Boxing 87
Planning 92
Integration 97
Retrospectives 102
Getting Started with an Agile Process 111
Culture of Change 118
Summary 123
Chapter 5: Agility and Technology 125
Architect and Architecture 126
Avoid Bottlenecks 132
Ownership 139
Choosing Technology 142
Techniques and Good Practices 144
Summary 151
Chapter 6: Agility and the Company 153
Communication and Organization Structure 154
Project Planning and Controlling 156
Enterprise-Wide Processes 160
Enterprise-Wide Tools and Technology 166
Quality Assurance and Quality Control 169
Departments on the Edge 171
The Customer 174
Company Culture Shapes Individuals 177
Resources 185
Summary 191
Chapter 7: Putting It All Together: A Project Report 193
The Previous History 193
The Customer 194
The Team 195
Organizational Departments 196
Starting Off 201
Growing the Team 204
Unresolved Issues 215
Summary 216
Afterword 219
References 223
Index 229