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 agileand 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 immediatelyand 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 Scrums impact on HR, facilities, and project management Whether you've completed a few sprints or multiple agile projects and whatever your rolemanager, developer, coach, ScrumMaster, product owner, analyst, team lead, or project leadthis 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. CONTENTS......Page 11 FOREWORD......Page 17 ACKNOWLEDGEMENTS......Page 19 ABOUT THE AUTHOR......Page 23 INTRODUCTION......Page 25 Part I: Getting Started......Page 29 1 Why Becoming Agile Is Hard (But Worth It)......Page 31 Why Transitioning Is Hard......Page 33 Why It's Worth the Effort......Page 38 Looking Forward......Page 45 Additional Reading......Page 46 2 ADAPTing to Scrum......Page 49 Awareness......Page 51 Desire......Page 54 Ability......Page 59 Promotion......Page 62 Transfer......Page 65 Putting It All Together......Page 68 Additional Reading......Page 69 Start Small or Go All In......Page 71 Public Display of Agility or Stealth......Page 75 Patterns for Spreading Scrum......Page 78 Introducing New Technical Practices......Page 83 One Final Consideration......Page 85 Additional Reading......Page 86 4 Iterating Toward Agility......Page 89 The Improvement Backlog......Page 90 The Enterprise Transition Community......Page 91 Improvement Communities......Page 98 Looking Forward......Page 107 Additional Reading......Page 108 Selecting a Pilot Project......Page 109 Choosing the Right Time to Start......Page 112 Selecting a Pilot Team......Page 114 Setting and Managing Expectations......Page 116 Additional Reading......Page 120 Part II: Individuals......Page 123 Anticipating Resistance......Page 125 Communicating About the Change......Page 129 The Hows and Whys of Individual Resistance......Page 132 Resistance as a Useful Red Flag......Page 142 Additional Reading......Page 143 The Role of the ScrumMaster......Page 145 The Product Owner......Page 153 New Roles, Old Responsibilities......Page 162 Additional Reading......Page 163 Analysts......Page 165 Project Managers......Page 167 Architects......Page 170 Functional Managers......Page 172 Programmers......Page 174 Testers......Page 176 User Experience Designers......Page 179 Additional Reading......Page 181 Strive for Technical Excellence......Page 183 Design: Intentional yet Emergent......Page 194 Improving Technical Practices Is Not Optional......Page 199 Additional Reading......Page 200 Part III: Teams......Page 203 Feed Them Two Pizzas......Page 205 Favor Feature Teams......Page 210 Self-Organizing Doesn't Mean Randomly Assembled......Page 217 Put People on One Project......Page 219 Guidelines for Good Team Structure......Page 225 Additional Reading......Page 227 Embrace Whole-Team Resposibility......Page 229 Rely On Specialists but Sparingly......Page 232 Do a Little Bit of Everything All the Time......Page 234 Foster Team Learning......Page 237 Encourage Collaboration Through Commitment......Page 243 All Together Now......Page 245 Additional Reading......Page 246 12 Leading a Self-Organizing Team......Page 247 Influencing Self-Organization......Page 248 Influencing Evolution......Page 255 There's More to Leadership Than Buying Pizza......Page 260 Additional Reading......Page 261 13 The Product Backlog......Page 263 Shift from Documents to Discussions......Page 264 Progressively Refine Requirements......Page 270 Learn to Start Without a Specification......Page 277 Make the Product Backlog DEEP......Page 281 Additional Reading......Page 282 14 Sprints......Page 285 Deliver Working Software Each Sprint......Page 286 Deliver Something Valuable Each Sprint......Page 290 Prepare in This Sprint for the Next......Page 294 Work Together Throughout the Sprint......Page 296 Keep Timeboxes Regular and Strict......Page 304 Don't Change the Goal......Page 307 Get Feedback, Learn, and Adapt......Page 311 Additional Reading......Page 312 15 Planning......Page 313 Progressively Refine Plans......Page 314 Don't Plan on Overtime to Salvage a Plan......Page 315 Favor Scope Changes When Possible......Page 320 Separate Estimating from Committing......Page 324 Additional Reading......Page 333 16 Quality......Page 335 Integrate Testing into the Process......Page 336 Automate at Different Levels......Page 339 Do Acceptance Test–Driven Development......Page 345 Pay Off Technical Debt......Page 348 Additional Reading......Page 351 Part IV: The Organization......Page 353 Scaling the Product Owner......Page 355 Working with a Large Product Backlog......Page 358 Proactively Manage Dependencies......Page 361 Coordinate Work Among Teams......Page 368 Scaling the Sprint Planning Meeting......Page 373 Cultivate Communities of Practice......Page 375 Scrum Does Scale......Page 380 Additional Reading......Page 381 18 Distributed Teams......Page 383 Decide How to Distribute Multiple Teams......Page 384 Create Coherence......Page 387 Get Together in Person......Page 395 Change How You Communicate......Page 400 Meetings......Page 403 Proceed with Caution......Page 414 Additional Reading......Page 415 Mixing Scrum and Sequential Development......Page 417 Governance......Page 422 Compliance......Page 424 Additional Reading......Page 430 20 Human Resources, Facilities, and the PMO......Page 433 Human Resources......Page 434 Facilities......Page 440 The Project Management Office......Page 448 Additional Reading......Page 452 Part V: Next Steps......Page 455 The Purpose of Measuring......Page 457 General-Purpose Agility Assessments......Page 458 Creating Your Own Assessment......Page 465 A Balanced Scorecard for Scrum Teams......Page 466 Should We Really Bother with This?......Page 471 Additional Reading......Page 472 22 You're Not Done Yet......Page 475 Reference List......Page 477 A......Page 493 C......Page 494 D......Page 495 G......Page 496 I......Page 497 O......Page 498 P......Page 499 S......Page 500 T......Page 502 Y-Z......Page 503
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
