نمایه، نویسندگان و Colophon کتاب | Learning Agile

Numbers Agile Alliance, 24 10-minute build practice, 179 agile coaches 40-hour work week, 250 achieving mindset shifts, 369 additional reading on, 49, 385 agile principles adoption, 86 A agile values adoption, 50 A/B testing, 277 coaching tips, 12 acceptance criteria, 144 goals of, 370, 378 accepted responsibility (XP principle), 202, 208 Kanban implementation, 368 adaptation, 112 key points for, 384 Adkins, Lyssa, 39, 160 Lean implementation, 312 agile letting the team fail approach, 160, 381 agile methodologies (see methodologies) metaphors to enhance understanding, 39 agile principles (see principles) methodology adoption, 379 agile values (see values) principles of coaching, 382 benefits of, 1, 7 recognizing warning signs, 374 developer-only adoption of, 48 Scrum implementation, 135, 160, 174 methods and methodologies of, 2 Shuhari technique, 377 mindset of, 2, 37, 82 tools for, 7 skill levels appropriate for, 48 understanding learning, 376 techniques for learning understanding resistance to change, 372 additional reading, 11 XP implementation, 217, 268 by doing, 377 "Agile Estimating and Planning" (Cohn), 170 chapter overviews, 12 Agile Manifesto (see Manifesto for Agile Soft‐ coaching tips, 12 ware Development) conversational tone, 10, 67 "Agile Project Management with Scrum" FAQs, 11 (Schwaber), 89, 104, 157 illustrations, 9 "Agile Software Development" (Cockburn), 42, Key Points sections, 10 metaphors, 39 agile teams narratives, 8 avoiding CYA attitude in, 71 practice, 11 benefits of, 82 redundancy, 9 embracing change, 183 simplification, 10 global, 171 widespread adoption and success of, 15 goals for, 8 code inclusion of businesspeople on, 68 continuous integration practices, 241 key points, 81 creating overly complex, 222, 247 reflection and adaptation in, 80, 158 decoupling, 245 reward systems for, 70 last responsible moment decisions, 237 self-organizing, 79 monolithic design, 243 sense of community in, 68 recognizing overly clever, 230 simplifying development, 78 recognizing poorly behaved, 229 unifying mindset of, 82 recognizing poorly structured, 223 vs. rugged individualism, 281 refactoring amplify learning (Lean value), 270 benefits of, 240 Anderson, David, 315 definition of, 237 antipatterns, 223 example of, 238 automated build scripts, 24 reducing complexity with, 239 autonomy, 250 vs. one-time coding, 240 reusable, 232, 240, 255 B separation of concerns, 233 technical debt problem, 239 baby steps (XP principle), 202, 205 backlog, 62, 69, 144 tightly coupled, 245 "Beautiful Teams" (Stellman and Greene), 126, code antipatterns, 225 161 code smells Beck, Kent, 197, 214, 222, 230, 265 decoupling code with, 245 blind men and the elephant metaphor, 39 definition of, 225 Booch, Grady, 161 duplicated code, 227 bottlenecks, controlling, 303 half-baked code, 226 Brand, Stewart, 182 increased complexity due to, 236 Brooks, Fred, 19, 190 key points of, 236 BRUF (big requirements up front) approach, lasagna code, 228 17, 54, 111, 169 leaks, 228 build integrity in (Lean value), 270, 288 shotgun surgery, 226 build server, 24, 180, 187, 199, 254 source of, 226 build tokens, 180 spaghetti code, 228 burndown charts, 24, 149 very large classes, 227 Cohn, Mike, 121, 157, 170 collective commitment, 89, 141 C collective ownership, 214 Capability Maturity Model, 376 command-and-control approach “caves and commons” office layout, 182 response of teams to, 100 change response to change, 59 embracing, 175, 219 role of project manager in, 94 understanding resistance to, 372 status reports in, 74 warning signs of trouble with, 374 vs. options thinking, 274 welcoming, 57 commitment (Scrum value), 105, 163, 273 CHAOS report, 141 communication (XP value), 196, 198, 211 check outs, 180 communication principle, 208 Chrysler Comprehensive Compensation (C3) conceptual integrity, 289 project, 222 conditions of satisfaction, 144 class of service, 348 continuous delivery, 56, 127 "Coaching Agile Teams" (Adkins), 160 continuous integration, 180, 199, 241, 248 Cockburn, Alistair, 42, 51, 377 contracts, 257 approach to change, 190 cost of delay, 304 drawbacks of comprehensive, 66, 71 coupling, 245 optimum amount of, 47, 65, 72 courage (Scrum value), 104, 107, 165 silver bullet methodology for, 64 courage (XP value), 196, 211, 254 traditional approach to, 65 cumulative flow diagram (CFD) Done, concrete definition of, 145, 181 building, 341 Downey, Scott, 172 components of, 340 duplicated code, 227 managing flow with, 345 vs. WIP (work in progress) area chart, 340 Cunningham, Ward, 225 E early delivery, 56, 127 customer collaboration over contract negotia‐ Ebook Reader Project tion, 35, 56, 70, 79, 141 improved communication for, 72 CYA (cover your ass) attitude, 71, 167, 192 improved project delivery for, 61 improved working environment for, 77 D varied concepts of value in, 53 Daily Scrum economics (XP principle), 201, 208 decisions at last responsible moment, 114 edge cases, 229, 247 functions of, 110 elevating goals, 126 holding effective eliminate waste (Lean value), 270, 283 adapting the plan, 117 embracing change (XP), 185 choosing new tasks, 115 emergent design, 258, 358 full participation, 117 empower the team (Lean value), 270 handling dependencies, 131 energized work practice, 249 inspect every task, 117 execution (see project execution) non-status meeting approach, 117 expertise, 273 schedule follow-up meetings, 116 external integrity, 289 stay engaged, 116, 172 "Extreme Programming Explained" (Beck), 214 take turns going first, 116 key points on, 118 overview of, 90 F face-to-face communication, 67 questions during, 87 fail-fast systems, 242 self-assignment of tasks in, 113 failure (XP principle), 202, 208 standing vs. sitting during, 158 fault tolerance, 242 user-stakeholder participation in, 141 feedback (XP value), 196, 198, 208, 211, 254 visibility-inspection-adaptation cycle, 111 feedback loops, 112, 208, 213, 292, 320, 337, daily standup, 3, 25, 34, 158 339, 359 decide as late as possible (Lean value), 270 Five Whys technique, 294 decision-making authority flow (XP principle), 202, 250, 263, 295 at last responsible moment, 132 flow measurement/management commitment level and, 105 creating Slack, 355 of Product Owners, 96 cumulative flow diagrams, 340 on Scrum teams, 84 explicit policies in, 357 decoupling, 245 Little's Law and, 349 defect injection, 190 overview of, 339 deliver as fast as possible (Lean value), 270, 295 focus (Scrum value), 105, 164 dependencies, 78, 130 40-hour work week, 250 diversity (XP principle), 202, 205 fractured perspective documentation danger of, 40 definition of, 29 informative workspace practice, 182 disappointing results due to, 31 integration, 180, 241, 257 problems caused by, 29 integration tests, 257 vs. methodology adoption, 45 integrity, 288 frameworks interactions, 258 framework trap, 230, 234, 247 involvement vs. commitment, 96 framework-oriented thinking, 234 “Is TDD Dead?” discussion, 265 reusable, 232 iterations vs. libraries, 233 in Lean, 272 in Scrum and XP, 44 G in XP project planning, 180, 224 Scrum Master's use of, 24 Generally Accepted Scrum Practices (GASPs), 158, 170 iterative development global teams, 171 benefits of, 75 goals definition of, 44 elevating, 126 diagram of, 60, 63 prioritizing, 172 in XP, 241 going agile, 2, 24 vs. incremental development, 121 Goldratt, Eliyahu M., 303 good design, 76 J Grenning, James, 170 Jeffries, Ron, 230 H K half-baked code, 226 Kanban Highsmith, Jim, 38 additional reading on, 368 hooks, 229, 247 coaching tips, 368 "How Buildings Learn" (Brand), 182 core ideas of, 345 humanity (XP principle), 201 core practices of, 316 emergent behavior with, 358 I FAQs, 361 feedback loops in, 320 impact analysis, 65 improvement (XP principle), 202 flow measurement/management incremental design creating Slack, 355 benefits of, 121, 276 explicit policies and, 357 contracts in, 257 flow diagrams, 340 decoupled units in, 246 Little's Law and, 349 emergent design, 258 overview of, 339 examples of, 246, 255 foundational principles of, 318 goals of, 80 goals of, 316, 320, 321, 366 importance of team climate for, 248 hands-on practice, 367 key points on, 261 key points of, 338, 360 last responsible moment decisions, 247 lean mindset of, 315 options thinking and , 275 origin of term, 315 team trust in, 247 overview of, 44 vs. designing for reuse, 255 policies in, 320 individuals/interactions over processes/tools, process improvement with 34 limiting work in progress, 332 information radiators, 182 vs. traditional methods, 325 workflow visualization, 326 starting point for, 319 thinking tools, 273 systems thinking in, 322 expertise, 273 vs. methodologies, 323 feedback, 272 vs. Scrum, 315 iterations, 272 vs. XP, 315 leadership, 273 "Kanban" (Anderson), 315 measurements, 292 kanban boards, 323, 327 motivation, 273 KISS (“keep it simple, stupid”) principle, 78 refactoring, 288 self-determination, 273 L set-based development, 273, 277 synchronization, 273 lasagna code, 228 last responsible moment testing, 288 benefits of deciding at, 247 the last responsible moment, 272 dealing with dependencies at, 131 XP principles and, 271 flexible code and, 247 value stream maps in, 287 in Kanban, 316 vs. Scrum, 269 in Lean, 272 vs. XP, 269 in Scrum, 110, 166 "Lean Software Development" (Poppendieck), in XP, 213, 257 287 making code and design decisions at, 237 "letting the team fail" approach, 160, 381 vs. final task lists, 114, 132 libraries vs. frameworks, 233 lead time, 293, 344, 350 Little's Law, 344, 349 leadership, 273 Little, John, 344 leaks, 228 Lean M additional reading on, 312 magical thinking, 281 avoiding magical thinking with, 281 Manifesto for Agile Software Development, 16, challenges of implementing, 279 33, 38, 47, 141 coaching tips, 312 McConnell, Steve, 126 effectiveness of, 310 metaphors, as learning tools, 39, 96 FAQs, 310 methodologies hands-on practice, 311 adopting, 45, 379 key points of, 278, 296, 309 alternative, 48 lean thinking, 269 as silver bullet solution, 20 Lean values benefits of, 2, 7, 42 amplify learning, 272 cultural differences and, 30 build integrity in, 288 definition of, 42 decide as late as possible, 272 key points on, 46 deliver as fast as possible, 295 most popular, 42 eliminate waste, 283 Scrum, 44, 87 empower the team, 273 vs. practices, 44 list of, 270 XP, 44, 175 options thinking, 273 methods see the whole, 291 benefits of, 2 similarity to other agile methodologies, Kanban, 44, 315 271 mindset measurements, 271, 278, 292, 320 changing from command-and-control, 8, overview of, 44 59, 74, 99, 165 root-cause analysis, 293 check-list oriented, 216 coaching and, 369, 375, 382 individual vs. sum of, 40 driven by values and principles, 15, 37, 82 primary practices of XP, 178 going agile, 2, 24 vs. methodologies, 44 lean thinking, 44, 269, 273, 288, 310, 315, pride of workmanship, 127 327, 368 principles shifting, 2, 369 12 principles of agile software, 52 team unifying effect of, 82 additional reading on, 49, 85 XP values and, 176, 185, 189, 195, 204, 219, build projects around motivated individu‐ 254 als, 70 minimal marketable feature (MMF), 287, 297 businesspeople and developers working monolithic design, 243 together daily, 68 motivation, 273 communication mutual benefit (XP principle), 201, 208 daily businesspeople-developer interac‐ tion, 68 N face-to-face, 66 rewarding teamwork, 70 "No Silver Bullet" (Brooks), 19 deliver working software frequently, 59 delivery O changing requirements, 57 openness (Scrum value), 104, 106, 164, 208 early and continuous, 55, 127 opportunity (XP principle), 202, 205 frequency of, 59 options thinking key points, 64 commitment and, 273 development of, 51 examples of, 276 early and continuous delivery of valuable in Kanban, 333 software, 55 vs. command-and-control approach, 274 evolving language of, 52 osmotic communication, 182 face-to-face communication, 66 overcommitments, 90, 275 FAQs about, 82 hands-on practice, 85 P improvement pair programming, 178, 194, 211, 375 key points, 81 perceived integrity, 289 reflection and adaptation, 80 performance evaluations, 71 self-organizing teams, 79 perspective (see fractured perspective) simplicity, 78 pig and chicken fable, 96 motivation behind, 53 placeholders, 229 project execution planning poker, 170 enhancing agility, 76 Poppendieck, Mary, 269 key points of, 78 "Practical Modern Basketball" (Wooden), 382 measures of progress, 74 practices sustainable development, 76 adopting new, 49, 162 promote sustainable development, 76 adopting without values, 161 reflect at regular intervals and adjust behav‐ benefits of, 2 ior accordingly, 80 daily standup, 3 relationship to values, 82 effect of mindset on, 2 self-organizing teams, 79, 87 for initial move to agile, 43 simplicity, 78, 219 fractured perspective and, 31 technical excellence, 76 importance of good, 20, 24 tips for coaches, 86, 382 improving vs. mindset change, 25 welcome changing requirements, 57 working software as primary measure of example of, 238 progress, 74 in Lean, 288 of XP (see XP principles) reducing complexity with, 239 principles over practices, 37 team climate and, 248 process improvement vs. one-time coding, 240 definition of, 316 reflection (XP principle), 202 goals of, 319 release plans, 24 using Kanban, 325 respect (Scrum value), 104, 164 product backlog, 43, 87 respect (XP value), 196, 211, 254 product owners, 24, 87 responding to change over following a plan, 36 Product Owners retrospectives advantage of using, 169 as a coaching tool, 381 role on Scrum teams, 95, 103, 117, 122, 128, holding effective, 158 140, 150, 156, 166, 205, 274 in Scrum, 88, 91, 93, 109, 120, 158 sprint planning by, 89, 120 in XP, 181, 205 productivity, 76, 251 instituting, 25 proficiency, 376 purpose of, 34, 88 project delivery sprint planning and, 120 changing requirements, 57 timing of, 91 early and continuous, 55, 127 reusable code, 222, 240 frequency of, 59 rework, 190, 240 key points on, 64 root-cause analysis, 215, 293 project execution Five Whys technique, 216, 294, 309 enhancing agility, 76 Royce, Winston, 27 key points of, 78 rugged individualism, 281 measures of success, 74 sustainable development, 76 project improvement S sandboxes, 180 key points, 81 Schwaber, Ken, 89, 104, 157, 269 reflection and adaptation, 80 Scrum self-organizing teams and, 79 additional reading on, 134, 173 simplicity, 78 adopting practices without values, 161 project management systems, 224 challenges of implementing, 92, 109, 119, project managers, role on agile teams, 83 129, 138 project schedules, 165 coaching tips for, 174 project velocity, 24 Daily Scrum (see Daily Scrum) pull systems, 304 FAQs, 130, 165 founder of, 172 Q Generally Accepted Scrum Practices quality (XP principle), 202, 208 (GASPs), 158 quarterly cycle practice, 181, 241 hands-on practice, 134, 173 improving, 172 R initial practices adopted under, 43 key points on, 108, 129, 158 redundancy (XP principle), 202 refactoring project basic pattern, 87 addressing technical debt with, 239 project ownership in benefits of, 240 encouraging team commitment, 99 decoupling code with, 245 pig and chicken fable, 96 definition of, 237 Product Owners, 95, 103 Scrum Master role, 94 set-based development, 273, 277 rules of, 89 Seven Wastes of Software Development, 285 sprints (see sprints) Shore, James, 43 summary of, 42 shortcuts, 197 values in (see Scrum values) shotgun surgery, 226 vs. Kanbam, 315 Shuhari learning technique, 377 vs. Lean, 269 simplicity vs. XP, 193, 203 agile principle, 52, 78 "The Scrum Guide" (Schwaber and Sutherland), and code smells, 223 89 and latest responsible moment, 237 Scrum Master and mental state, 250 duties of, 83, 88 frameworks vs. libraries, 233 vs. command-and-control manager, 94 unix tools philosophy of simplicity, 256 vs. project manager, 24 XP value, 196, 210-211, 219, 223-224, 254, “Scrum Metrics for Hyperproductive Teams” 256 (Sutherland and Downey), 172 sit together practice, 181 Scrum of Scrums meeting, 171 slack practice, 181 Scrum teams Slack, including, 355 as self-organizing, 89 SLAs (service level agreements), 35 avoiding distractions, 172 software crisis, 27 commitment in, 274 software development genuine feeling of ownership in, 125 BRUF approach, 17 global, 171 challenges of planning in, 166 goal setting, 146 CHAOS report, 141 key points on, 129 code control in, 21, 77, 175 learning form mistakes, 161 cultural differences and, 30 motivating, 126 good design, 76 options thinking and, 275 key points for successful, 32 self-interest and, 124 silver bullet solutions, 19 set-based development in, 277 sustainable, 76, 250 vs. traditional teams, 165 waterfall process, 16 Scrum values (see also waterfall process) adopting practices without values, 161 spaghetti code, 228 benefits of, 160 sprints commitment, 105, 163, 272 breaking, 123 communication, 208 communication during, 141 company culture and, 104, 161 ending, 157 courage, 107, 165 incremental and iterative qualities of, 120 focus, 105, 164 key points on, 129 openness, 106, 164, 208 role of Product Owner in, 122 relationship to methodologies, 104 setting expectations in, 141 respect, 105, 164 sprint backlog see the whole (Lean value), 271, 291 adjusting, 90 self-determination, 273 definition of, 43, 87 self-organizing teams, 80, 89 managing with story points, 147 self-reflection, 203 managing with user stories, 144 self-similarity (XP principle), 202, 263 prioritizing goals, 172 separation of concerns, 233 software vs. manual management of, 152 set the whole value, 271 sprint planning basic questions for, 152 vs. kanban boards, 323, 327 burndown charts, 149 tasks, estimating, 170 challenges in, 120 technical debt, 239, 262 changing the plan, 128 technical excellence, 77 collective commitment and, 141 10-minute build, 179 concentrate on value, 128 test-driven development conditions of satisfaction, 144 benefits of, 24, 192, 194 creating useful software, 141 continued use of, 264 examples of, 132 dealing with resistance to, 375 function of, 87 definition of, 35 individual development tasks, 153 in Lean, 288 key points for, 158 principle of quality and, 212 motivating the team, 126 team climate and, 248 overview of, 89 unit tests in, 178 realistic expectations, 128 test-first programming, 178, 212, 243 start with the users, 128 theory of constraints, 303 story points and velocity, 146 thinking tools (see Lean, thinking tools) task boards, 154 thrashing, 337 user stories, 143 tightly coupled code, 245 user stories and, 153 timeboxing, 44, 61, 89, 157 visibility and value, 124 Toyota Production System (TPS), 304 sprint reviews transparency, 111 overview of, 90 “tribal” knowledge, 320 retrospectives, 88 starting, 89 timeboxing of, 123 U unenergized environments, 250 Standish Group’s CHAOS report, 141 unit tests, 178 status reports, 74 Unix toolset, 255 stories practice, 181 use cases, 165 stories, in XP, 206 user stories story points assigning story points to, 146 assigning, 146 benefits of, 144 benefits of, 147 breaking down into tasks, 153 predicting velocity with, 146 examples of, 143 software vs. manual preparation of, 152 in XP, 206 support tasks, 168 Mad Libs-style, 143 sustainable pace, 76, 250 managing backlog with, 144 Sutherland, Jeff, 89, 172 purpose of, 24 systems thinking, 322, 333, 339, 360 software vs. manual management of, 152 structure of, 27 T task boards and, 37 task boards value of, 34 and options thinking, 274 writing, 143 informative workspace, 182 "User Stories Applied" (Cohn), 121, 157 making planning decisions at the last responsible moment, 237 management of, 37 V value stream maps, 287, 297, 308, 323 Scrum Master's use of, 24 value, varied concepts of, 53 sprint planning with, 154 values, 104 (see also Lean values; Scrum values; XP val‐ limiting in Kanban, 332 ues) workflow visualization, 326 additional reading on, 49, 85 working software over comprehensive docu‐ cultural differences in, 30 mentation, 34, 74, 141 customer collaboration over contract nego‐ tiation, 35, 56, 70, 79, 141 in Manifesto for Agile Software Develop‐ X XP (Extreme Programming) ment, 16, 33 additional reading on, 217, 267 individuals/interactions over processes/ challenges of implementing, 187, 200, 220 tools, 34, 41 coaching tips, 217, 268 key points on, 38 corollary practices, 214 principles over practices, 37 design decisions in, 237 relationship to principles, 82 FAQs, 210, 262 responding to change over following a plan, feedback loops in, 208 36 goals of, 175, 219 shared by various methodologies, 44 hands-on practice, 216, 267 working software over comprehensive doc‐ holistic practices umentation, 34, 74, 141 energized work, 249 velocity, 146, 149 incremental design, 246 version control systems, 180 interconnected nature of, 246 VersionOne State of Agile Development 2013 whole team, 251 survey, 42 iterative development in, 241 very large classes, 227 key points of, 186, 210, 236, 261 visibility, 111 lack of assigned roles in, 213 visibility-inspection-adaptation cycle, 111, 122 overview of, 44 primary practices W categories of, 178 "walking the board" meetings, 328 ecosystem created by, 254 Warden, Shane, 43 effect on XP teams, 193 waste, eliminating, 283, 304 embracing change with, 183 Water-Scrum-Fall approach, 31 for integration, 179 waterfall process for planning, 180 complex designs resulting from, 240 for programming, 178 cultural differences in, 30 for teams, 181 definition of, 16 judging readiness for, 199 diagram of, 17 relationship to principles, 202 drawbacks of, 19, 54, 79 relationship to values, 197 key points on, 21 project planning in, 204, 213, 224 original description of, 27 three levels of maturity, 376 planning process in, 111 vs. Kanban, 315 product ownership in, 94 vs. Lean, 269 successful characteristics, 20 vs. Scrum, 193, 203 tradeoffs in, 169 XP principles weekly cycle practice, 180, 241 approaching problems with, 201 whole team practice, 251 failure, 242 Wooden, John, 382 list of, 201 work in progress (WIP) project planning and, 204 area charts, 297 relationship to practices, 202, 206 cumulative flow diagram for, 340 self-reflection goal of, 203 self-similarity, 263 working with users, 191 stories and, 208 XP values XP teams challenges in adopting, 196 achieving flow in, 209 list of, 195 adoption of values by, 199 simplicity, 237 changing mindsets of, 189 vs. practices, 197 embracing change , 185 energized work in, 249 innovation spurred in, 251 Y YAGNI (You Ain't Gonna Need it), 230 whole team practice, 251