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Table Of Contents

About This Book
Foolish Assumptions
Icons Used in This Book
Looking Back at Software Development Approaches
Code-and-Fix/Big Bang development
The Spiral model
Introducing the Agile Manifesto
The Manifesto
The 12 principles that drive the Agile Manifesto
Redefining Today’s Agile
Growing popularity
Growing scalability
Being a Stakeholder
Representing Stakeholders: The Product Owner
Being a Team Member
Assuming the Team Lead
Acting As the Architecture Owner
Stepping Up As an Agile Mentor
Looking at Agile Secondary Roles
Agile Planning
Attending the Daily Coordination Meeting
Creating User Stories
Estimating Your Work
Tracking Velocity
Measuring Progress with Burndown Reports
Test-Driven Development
Continuous Integration and Deployment
Presenting Results at the Iteration Review
Collecting Feedback in the Iteration Review Meeting
Learning and Improving at the Iteration Retrospective
Scrum: Organizing Construction
Agile Modeling
Unified Process (UP)
Understanding the Attributes of DAD
People first
IT solution focused
Delivery focused
Goal driven
Risk and value driven
Enterprise aware
Understanding the DAD Life Cycle
Understanding What It Means to Scale
Large teams
Distributed teams
Domain complexity
Organization distribution
Technical complexity
Organizational complexity
Enterprise discipline
Organizing Large Teams
Considering Key Criteria for Selecting Agile Tools
Exploring the Jazz Initiative
Using the Best Tool for the Job
Process awareness and customizability
Team awareness
Transparency/project health
Broad Platform Support
Extending tooling beyond core agile development
Setting Teams Up for Success
Collaboration capabilities
Changing culture
Changing roles
Team structure
Updating Processes for Distributed Teams
Working with New Tools
Reaping the Benefits of Agile
Focusing Only on Construction
Becoming Agile Zombies
Improper Planning
Excluding the Entire Organization
Lack of Executive Support
Going Too Fast
Insufficient Coaching
Retaining Traditional Governance
Skimping on Training
Skimping on Tooling
Agile Is a Fad
Agile Isn’t Disciplined
Agile Means “We Don’t Plan”
Agile Means “No Documentation”
Agile Is Only Effective for Collocated Teams
Agile Doesn’t Scale
Agile Is Unsuitable for Regulated Environments
Agile Means We Don’t Know What Will Be Delivered
Agile Won’t Work at My Company
It’s Enough for My Development Team to Be Agile
Agile Is a Silver Bullet
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Agile for Dummies

Agile for Dummies

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Published by Alpha0Beta1
Scott W. Ambler
Matthew Holitza

Copyright of John Wiley & Sons.Inc.
Scott W. Ambler
Matthew Holitza

Copyright of John Wiley & Sons.Inc.

More info:

Published by: Alpha0Beta1 on Jan 07, 2014
Copyright:Attribution Non-commercial


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