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Being Agile: Your Roadmap to Successful Adoption of Agile

Book Description

Being Agile is your roadmap to successfully adopting Agile methods. Veteran Scrum Master and Agile Coach Mario Moreira teaches new adopters how to implement a robust Agile methodology for the first time.

Agile is a ubiquitous watchword in the corporate world, but only a minority of companies understand and practice what they pay lip service to. Too many content themselves with half-baked approximations such as Fragile (fragile Agile), ScrumBut (Scrum but not the practices), and ScrumFall (mini-waterfalls in the sprints). Moreira shows maturing early adopters how to bridge the chasm between going through the motions of doing Agile and genuinely being Agile.

After a high-level synopsis of Agile, its methodologies (including Scrum, Kanban, Scrum-ban, and XP), and its business benefits, Moreira plunges into the nitty-gritty of the Agile short release and iteration cycle. He parses the Agile cycle into four integrated aspects: readiness, deployment, support, and adaptation. Under the rubric of readiness, he considers such issues as how to determine the suitability, scalability, and readiness of a given product and team for Agile development and how to establish the scope, "done" criteria, sizing techniques, success metrics, and training needs for a given Agile project.

Deployment comprises such signature Agile practices as daily stand-ups and Scrums of Scrums, together with techniques for onboarding teams and coaching them through their initial sprints. Support involves such practices as iterative customer validation, the grooming of team members in assigned roles such as ScrumMaster, Product Owner, and Agile Champion, and the uses of tooling and automation to accelerate Agility. Adaptation focuses on various real-world Agile scenarios corresponding to common permutations of variables such as the size, number, dispersal, experience, and governance of teams

What you'll learn

Agile professionals, product managers, and middle, senior, and executive management in software engineering and development divisions and enterprises who read this book will learn how to:

  • Evaluate team candidates for traits, skills, behavior, and attitudes diagnostic of an Agile mindset

  • Set up Agile planning tools and framework

  • Map stakeholder engagement

  • Validate ongoing application of Agile best practices

  • Adapt Scrum teams and techniques for various needs and conditions

  • Who this book is for

    The primary readership for this book comprises Agile professionals, product managers, and middle, senior, and executive management in software engineering and development divisions and enterprises. The secondary readership includes business analysts agile and software configuration managers.

    Table of Contents

    1. Title Page
    2. Apress Business: The Unbiased Source of Business Information
    3. Dedication
    4. Contents
    5. About the Author
    6. Acknowledgments
    7. CHAPTER 1: Getting Started
      1. Purpose of This Book
      2. What You Will Learn
      3. Who This Book Is For
      4. How to Navigate This Book
    8. CHAPTER 2: Crossing the Agile Chasm
      1. Agile Is Really a Culture Change
      2. Technology Adoption Lifecycle
    9. CHAPTER 3: Business Benefits of Being Agile
      1. Show Me the Money
      2. Engaging Your Customers and Employees
      3. Agile Value to Incentive Differentiator (AVID)
      4. Elusive Customer Value
      5. Agile Business Strategy
    10. CHAPTER 4: Importance of Customer Engagement
      1. Continuous Customer Engagement
      2. Minimum Viable Product (MVP)
      3. Getting to Continuous Customer Engagement
    11. CHAPTER 5: Importance of Employee Engagement
      1. Employee Empowerment
      2. Self-Organizing Teams
      3. Understanding Value-Added Work
      4. Customers and Employees Matter: Are We There Yet?
    12. CHAPTER 6: Foundations of Agile
      1. Agile Is a Set of Values and Principles ... Seriously!
      2. Introduction to Agile Processes and Methodologies
      3. Back to Values and Principles
    13. CHAPTER 7: Ready, Implement, Coach, and Hone (RICH) Deployment Model
      1. Readiness Activities for Agile Transformation
      2. Implementation Activities for Agile Transformation
      3. Coaching Activities for Agile Transformation
      4. Honing Activities for Agile Transformation
      5. Are You Ready?
    14. CHAPTER 8: Motivations for Moving to an Agile Culture
      1. Communicating Motivations
      2. Adapting Rewards
      3. Managing Resistance
      4. Common Motivations for Moving to Agile
      5. Benefit of Establishing a Common Understanding of Agile
      6. Aligning Storytelling with the Culture You Want
      7. Building the Agile Culture You Want
    15. CHAPTER 9: Achieving an Agile Mindset
      1. Dissecting the Agile Principles
      2. A Group Exercise on the Principles
    16. CHAPTER 10: Evaluating Executive Support and Team Willingness
      1. Agile Personality Types
      2. Executive/Senior Management Support
      3. Breakfast of Champions
    17. CHAPTER 11: Treating Agile as a Transformation Project
      1. Scope of Agile Deployment
      2. Agile Deployment Team
      3. Agile Deployment Backlog
      4. Agile Process for Agile Deployment
      5. Agile Communication Plan
      6. Considering Work Suitable for Agile
      7. Deciding Which Teams Go First
      8. Aligning the Agile Deployment around Product Release Schedules
      9. Project Framework to Transform
    18. CHAPTER 12: Adapting to Agile Roles and Responsibilities
      1. Core Agile Roles
      2. Agile Roles beyond Core
      3. More Roles
      4. Product Team and Organizational Restructuring
      5. What Does Your Team Look Like?
    19. CHAPTER 13: Evaluating Agile, Engineering, and Team Capability
      1. Agile Practices Adoption
      2. Agile Mindset, Values, and Principles Advisor
      3. Engineering Practices
      4. Agile Team Capability
      5. Baseline and Improve
    20. CHAPTER 14: Establishing Agile Measures of Success
      1. Lagging-to-Leading Metric Path
      2. Value of a Metric
      3. Organizational and Product Team Metrics
      4. Agility Path
      5. What Are Your Measures of Success?
    21. CHAPTER 15: Constructing a Scalable Agile Framework
      1. It Takes a Village
      2. Scaling toward Larger and More Complex Projects
      3. Resources That Can Help You Scale
      4. Scaling Up
    22. CHAPTER 16: Establishing an Agile Education Program
      1. Path to Making Education Matter
      2. Educational Elements
      3. Examples of Common Agile Education
      4. Gamification
      5. Are You Getting Educated?
    23. CHAPTER 17: Creating a Customer Validation Vision
      1. Identifying the Right Customers
      2. Establish Customer Profiles
      3. Customer Demonstrations
      4. Types of Customer Validation
      5. Motivate Customers to Attend
      6. Incorporate Customer Feedback
      7. What Is Your Vision of Customer Validation?
    24. CHAPTER 18: Writing User Stories and Grooming the Backlog
      1. Hierarchy of Requirements within an Agile Context
      2. User Stories
      3. Product Backlog
      4. Grooming
      5. What Is Your Story?
    25. CHAPTER 19: Working with Story Points, Velocity, and Burndowns
      1. Scope versus Schedule Measure
      2. Story Points
      3. Sprint Burndown
      4. Velocity
      5. Are You Getting the Point?
    26. CHAPTER 20: Constructing Done Criteria to Promote Quality
      1. Done Criteria Starter Kit
      2. Definition of Done and Done-Done
      3. Are We Done Yet?
    27. CHAPTER 21: Considering Agile Tools within an ALM Framework
      1. Application Lifecycle Management
      2. ALM Framework for Customer Value
      3. Tools to Support Agile
      4. Do You Have the Right Tools for the Job?
    28. CHAPTER 22: Implementing, Coaching, and Honing Activities
      1. Implementing Agile
      2. Coaching Agile
      3. Honing Agile
      4. Are We Adapting and Improving Yet?
    29. CHAPTER 23: Adapting Governance and Performance Reviews
      1. Adapting IT Governance to Agile
      2. Adapting Performance Reviews
      3. Are You Adapting Organization-Level Processes?
    30. CHAPTER 24: Three Case Studies in Adopting Agile
      1. Smaller Colocated Project
      2. Medium Distributed Project
      3. Large Distributed Team
      4. What Will Your Case Study Look Like?
    31. Index