Balancing agility and discipline a guide for the perplexed
"Being a certified bibliophile and a professional geek, I have more shelf space devoted to books on software methods than any reasonable human should possess. Balancing Agility and Discipline has a prominent place in that section of my library, because it has helped me sort through the noise an...
| Autor principal: | |
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| Otros Autores: | |
| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Boston :
Addison-Wesley
2003.
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| Edición: | 1st edition |
| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009627219306719 |
Tabla de Contenidos:
- Cover
- Contents
- Foreword
- Foreword
- Foreword
- Preface
- Why We Wrote This Book
- Who Should Read This Book
- How to Read This Book
- Acknowledgments
- Prelude
- Chapter 1 Discipline, Agility, and Perplexity
- The Sources of Perplexity
- Multiple Definitions
- Distinguishing Method Use from Method Misuse
- Overgeneralization Based on the Most Visible Instances
- Claims of Universality
- Early Success Stories
- Purist Interpretations
- Clarifying Perplexity
- The Two Approaches
- Plan-Driven Methods
- Agile Methods
- Finding Middle Ground
- Chapter 2 Contrasts and Home Grounds
- Application Characteristics
- Primary Goals
- Size
- Environment
- Management Characteristics
- Customer Relations
- Planning and Control
- Project Communication
- Technical Characteristics
- Requirements
- Development
- Testing
- Personnel Characteristics
- Customers
- Developers
- Culture
- Summary
- Home Grounds
- Misconceptions
- Five Critical Factors
- Chapter 3 A Day in the Life
- Typical Days
- A Typical Day Using PSP/TSP
- A Typical Day Using Extreme Programming
- Crisis Days
- A Crisis Day with TSP/PSP
- A Crisis Day with XP
- Summary
- Differences
- Similarities
- Observations
- Chapter 4 Expanding the Home Grounds: Two Case Studies
- Using Plans to Scale Up Agile Methods: Lease Management Example
- Assumption 1: The Effort to Develop or Modify a Story Does Not Increase with Time and Story Number
- Assumption 2: Trusting People to Get Everything Done on Time Is Compatible with Fixed Schedules and Diseconomies of Scale
- Assumption 3: Simple Design and YAGNI Scale Up Easily to Large Projects
- Agile Methods Scaleup: Summing Up
- Using Agility to Streamline Plan-Driven Methods: USAF/TRW CCPDS-R Example
- Individuals and Interactions over Processes and Tools: CCPDS-R.
- Working Software over Comprehensive Documentation: CCPDS-R
- Customer Collaboration over Contract Negotiation: CCPDS-R
- Responding to Change over Following a Plan: CCPDS-R
- Summary
- Chapter 5 Using Risk to Balance Agility and Discipline
- An Overview of the Method
- An Example Family of Applications: Agent-Based Planning Systems
- An Intermediate Application: Supply Chain Management
- Step 1: SupplyChain.com Project Risk Ratings
- Step 2: Compare the Agile and Plan-Driven Risks
- Step 4a: Individual Risk Resolution Strategies
- Step 4b: Risk-Based Strategy for SupplyChain.com System Development
- Small Application: Event Planning
- Step 1: Event Planning Project Risk Ratings
- Step 2: Compare the Agile and Plan-Driven Risks
- Steps 4a, 4b: Risk-Based Strategy for Event Planning System Development
- Very Large Application: National Information System for Crisis Management (NISCM)
- Step1: NISCM Project Risk Ratings
- Step 2: Compare the Agile and Plan-Driven Risks
- Steps 3 and 4: Risk-Based Strategy for NISCM System Development
- Summary
- Chapter 6 Conclusions
- The Top Six Conclusions
- No Agile or Plan-Driven Method Silver Bullet
- Agile and Plan-Driven Method Home Grounds
- Future Applications Will Need Both Agility and Discipline
- Balanced Agility-Discipline Methods Are Emerging
- Build Your Method Up-Don't Tailor It Down
- Focus Less on Methods-More on People, Values, Communication, and Expectations Management
- What Can You Do Next about Balancing Agility and Discipline?
- Steps toward Balancing Software Development Agility and Discipline
- Afterword
- Appendix A: Comparing the Methods
- Scrum
- Thumbnail Sketch
- Comments
- References
- Adaptive Software Development (ASD)
- Thumbnail Sketch
- Comments
- References
- Lean Development (LD)
- Thumbnail Sketch
- Comments
- References
- Crystal.
- Thumbnail Sketch
- Comments
- References
- eXtreme Programming (XP)
- Thumbnail Sketch
- Comments
- Reference
- Dynamic Systems Development Method (DSDM)
- Thumbnail Sketch
- Comments
- References
- Rational Unified Process (RUP)
- Thumbnail Sketch
- Comments
- References
- Team Software Process (TSP)
- Thumbnail Sketch
- Comments
- References
- Feature-Driven Development (FDD)
- Thumbnail Sketch
- Comments
- References
- Capability Maturity Model Integration (CMMI)
- Thumbnail Sketch
- Comments
- References
- Capability Maturity Model for Software (SW-CMM)
- Thumbnail Sketch
- Comments
- References
- Personal Software Process (PSP)
- Thumbnail Sketch
- Comments
- References
- Cleanroom
- Thumbnail Sketch
- Comments
- References
- Method Comparison Table
- Appendix B: Manifesto for Agile Software Development
- Principles behind the Agile Manifesto
- Appendix C: Capability Maturity Models
- A Short History of CMMs
- CMM Concepts
- Using Models to Improve Processes
- Appendix D: Tools for Balancing
- D1. The Spiral Model Anchor Point Milestones
- D2. Benefits Realization Analysis and the DMR Results Chain
- Benefits Realized
- Results Chain
- D3. Schedule as an Independent Variable
- Shared Vision and Expectations Management
- Feature Prioritization
- Schedule Range Estimation
- Architecture and Core Capability Determination
- Incremental Development
- Change and Progress Monitoring and Control
- Appendix E: Empirical Information
- E1. The Cost of Change: Empirical Findings
- E2. How Much Architecting Is Enough? A COCOMO II Analysis
- E3. Experiments and Studies of Agile and Plan-Driven Methods
- Overall Distribution of Project Size
- Process Improvement
- Team Software Process and Agile Methods
- Pair Programming
- Hybrid Agile/Plan-Driven Methods
- Notes
- References
- Index
- A.
- B
- C
- D
- E
- F
- G
- H
- I
- J
- K
- L
- M
- N
- O
- P
- Q
- R
- S
- T
- U
- V
- W
- X
- Y.
