Proven, 100% Practical Guidance for Making Scrum and Agile Work in Any Organization. This is the definitive, realistic, actionable guide to starting fast with Scrum and agile–and then succeeding over the long haul. Leading agile consultant and practitioner Mike Cohn presents detailed recommendations, powerful tips, and real-world case studies drawn from his unparalleled experience helping hundreds of software organizations make Scrum and agile work. "Succeeding with Agile" is for pragmatic software professionals who want real answers to the most difficult challenges they face in implementing Scrum. Cohn covers every facet of the transition: getting started, helping individuals transition to new roles, structuring teams, scaling up, working with a distributed team, and finally, implementing effective metrics and continuous improvement. Throughout, Cohn presents “Things to Try Now” sections based on his most successful advice. Complementary “Objection” sections reproduce typical conversations with those resisting change and offer practical guidance for addressing their concerns. Coverage includes: - Practical ways to get started immediately–and “get good” fast - Overcoming individual resistance to the changes Scrum requires - Staffing Scrum projects and building effective teams - Establishing “improvement communities” of people who are passionate about driving change - Choosing which agile technical practices to use or experiment with - Leading self-organizing teams - Making the most of Scrum sprints, planning, and quality techniques - Scaling Scrum to distributed, multiteam projects - Using Scrum on projects with complex sequential processes or challenging compliance and governance requirements - Understanding Scrum’s impact on HR, facilities, and project management Whether you've completed a few sprints or multiple agile projects and whatever your role–manager, developer, coach, ScrumMaster, product owner, analyst, team lead, or project lead–this book will help you succeed with your very next project. Then, it will help you go much further: It will help you transform your entire development organization. Cover......Page 1 CONTENTS......Page 12 FOREWORD......Page 18 ACKNOWLEDGEMENTS......Page 20 ABOUT THE AUTHOR......Page 24 INTRODUCTION......Page 26 Part I: Getting Started......Page 30 1 Why Becoming Agile Is Hard (But Worth It)......Page 32 Why Transitioning Is Hard......Page 34 Why It's Worth the Effort......Page 39 Looking Forward......Page 46 Additional Reading......Page 47 2 ADAPTing to Scrum......Page 50 Awareness......Page 52 Desire......Page 55 Ability......Page 60 Promotion......Page 63 Transfer......Page 66 Putting It All Together......Page 69 Additional Reading......Page 70 Start Small or Go All In......Page 72 Public Display of Agility or Stealth......Page 76 Patterns for Spreading Scrum......Page 79 Introducing New Technical Practices......Page 84 One Final Consideration......Page 86 Additional Reading......Page 87 4 Iterating Toward Agility......Page 90 The Improvement Backlog......Page 91 The Enterprise Transition Community......Page 92 Improvement Communities......Page 99 Looking Forward......Page 108 Additional Reading......Page 109 Selecting a Pilot Project......Page 110 Choosing the Right Time to Start......Page 113 Selecting a Pilot Team......Page 115 Setting and Managing Expectations......Page 117 Additional Reading......Page 121 Part II: Individuals......Page 124 Anticipating Resistance......Page 126 Communicating About the Change......Page 130 The Hows and Whys of Individual Resistance......Page 133 Resistance as a Useful Red Flag......Page 143 Additional Reading......Page 144 The Role of the ScrumMaster......Page 146 The Product Owner......Page 154 New Roles, Old Responsibilities......Page 163 Additional Reading......Page 164 Analysts......Page 166 Project Managers......Page 168 Architects......Page 171 Functional Managers......Page 173 Programmers......Page 175 Testers......Page 177 User Experience Designers......Page 180 Additional Reading......Page 182 Strive for Technical Excellence......Page 184 Design: Intentional yet Emergent......Page 195 Improving Technical Practices Is Not Optional......Page 200 Additional Reading......Page 201 Part III: Teams......Page 204 Feed Them Two Pizzas......Page 206 Favor Feature Teams......Page 211 Self-Organizing Doesn't Mean Randomly Assembled......Page 218 Put People on One Project......Page 220 Guidelines for Good Team Structure......Page 226 Additional Reading......Page 228 Embrace Whole-Team Resposibility......Page 230 Rely On Specialists but Sparingly......Page 233 Do a Little Bit of Everything All the Time......Page 235 Foster Team Learning......Page 238 Encourage Collaboration Through Commitment......Page 244 All Together Now......Page 246 Additional Reading......Page 247 12 Leading a Self-Organizing Team......Page 248 Influencing Self-Organization......Page 249 Influencing Evolution......Page 256 There's More to Leadership Than Buying Pizza......Page 261 Additional Reading......Page 262 13 The Product Backlog......Page 264 Shift from Documents to Discussions......Page 265 Progressively Refine Requirements......Page 271 Learn to Start Without a Specification......Page 278 Make the Product Backlog DEEP......Page 282 Additional Reading......Page 283 14 Sprints......Page 286 Deliver Working Software Each Sprint......Page 287 Deliver Something Valuable Each Sprint......Page 291 Prepare in This Sprint for the Next......Page 295 Work Together Throughout the Sprint......Page 297 Keep Timeboxes Regular and Strict......Page 305 Don't Change the Goal......Page 308 Get Feedback, Learn, and Adapt......Page 312 Additional Reading......Page 313 15 Planning......Page 314 Progressively Refine Plans......Page 315 Don't Plan on Overtime to Salvage a Plan......Page 316 Favor Scope Changes When Possible......Page 321 Separate Estimating from Committing......Page 325 Additional Reading......Page 334 16 Quality......Page 336 Integrate Testing into the Process......Page 337 Automate at Different Levels......Page 340 Do Acceptance Test–Driven Development......Page 346 Pay Off Technical Debt......Page 349 Additional Reading......Page 352 Part IV: The Organization......Page 354 Scaling the Product Owner......Page 356 Working with a Large Product Backlog......Page 359 Proactively Manage Dependencies......Page 362 Coordinate Work Among Teams......Page 369 Scaling the Sprint Planning Meeting......Page 374 Cultivate Communities of Practice......Page 376 Scrum Does Scale......Page 381 Additional Reading......Page 382 18 Distributed Teams......Page 384 Decide How to Distribute Multiple Teams......Page 385 Create Coherence......Page 388 Get Together in Person......Page 396 Change How You Communicate......Page 401 Meetings......Page 404 Proceed with Caution......Page 415 Additional Reading......Page 416 Mixing Scrum and Sequential Development......Page 418 Governance......Page 423 Compliance......Page 425 Additional Reading......Page 431 20 Human Resources, Facilities, and the PMO......Page 434 Human Resources......Page 435 Facilities......Page 441 The Project Management Office......Page 449 Additional Reading......Page 453 Part V: Next Steps......Page 456 The Purpose of Measuring......Page 458 General-Purpose Agility Assessments......Page 459 Creating Your Own Assessment......Page 466 A Balanced Scorecard for Scrum Teams......Page 467 Should We Really Bother with This?......Page 472 Additional Reading......Page 473 22 You're Not Done Yet......Page 476 Reference List......Page 478 A......Page 494 C......Page 495 D......Page 496 G......Page 497 I......Page 498 O......Page 499 P......Page 500 S......Page 501 T......Page 503 Y-Z......Page 504
This is the definitive, realistic, actionable guide to starting fast with Scrum and agile and then succeeding over the long haul. Leading agile consultant and practitioner Mike Cohn presents detailed recommendations, powerful tips, and real-world case studies drawn from his unparalleled experience helping hundreds of software organizations make Scrum and agile work.
Succeeding with Agile is for pragmatic software professionals who want real answers to the most difficult challenges they face in implementing Scrum. Cohn covers every facet of the transition: getting started, helping individuals transition to the new roles, structuring teams, scaling up, working with a distributed team, and finally, implementing effective metrics and continuous improvement.
Throughout, Cohn presents "Things to Try Now" sections based on his most successful advice. Complementary "Objection" sections reproduce typical conversations with those resisting change and offer practical guidance for addressing their concerns. Coverage includes
Practical ways to get started immediately and "get good" fast
Overcoming individual resistence to the changes Scrum requires
Staffing Scrum projects and building effective teams
Establishing "improvement communities" of people who are passionate about driving change
Choosing which agile technical practice to use or experiment with
Leading self-organizing teams
Making the most of Scrum sprints, planning, and quality techniques
Scaling Scrum to distributed, multiteam projects
Using Scrum on projects with complex sequential processes or challengin compliance and governance requirements
Understanding Scrum's impact on HR, facilities, and project management
Whether you've completed a few sprints or multiple agile projects and whatever your role manager, developer, coach, ScrumMaster, product owner, analyst, team lead, or project lead this book will help you succeed with your very next project. Then, it will help you go much further: It will help you transform your entire development organization.
« Proven, 100% Practical Guidance for Making Scrum and Agile Work in Any Organization. This is the definitive, realistic, actionable guide to starting fast with Scrum and agile-and then succeeding over the long haul. Leading agile consultant and practitioner Mike Cohn presents detailed recommendations, powerful tips, and real-world case studies drawn from his unparalleled experience helping hundreds of software organizations make Scrum and agile work. Succeeding with Agile is for pragmatic software professionals who want real answers to the most difficult challenges they face in implementing Scrum. Cohn covers every facet of the transition : getting started, helping individuals transition to new roles, structuring teams, scaling up, working with a distributed team, and finally, implementing effective metrics and continuous improvement. Throughout, Cohn presents "Things to Try Now" sections based on his most successful advice. Complementary "Objection" sections reproduce typical conversations with those resisting change and offer practical guidance for addressing their concerns. »-- Quatrième de couverture
