Agile Development & Business Goals: The Six Week Solution

Agile Development & Business Goals: The Six Week Solution

by Bill Holtsnider, Tom Wheeler, George Stragand, Joe Gee
     
 

Agile Development and Business Goals describes a unique, state-of-the-art methodology that aligns the critical but often "silo-ed" software development process with core company goals. Eschewing long-winded "agile philosophy" in favor of a formally prioritized process, this book serves as a distilled learning guide for managing technical resources in a

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Overview

Agile Development and Business Goals describes a unique, state-of-the-art methodology that aligns the critical but often "silo-ed" software development process with core company goals. Eschewing long-winded "agile philosophy" in favor of a formally prioritized process, this book serves as a distilled learning guide for managing technical resources in a manner that directly boosts your bottom line. Build the teams, define the roles, acquire the tools, and deliver your world-class software on time and on budget.

Product Details

ISBN-13:
9780123815200
Publisher:
Elsevier Science
Publication date:
07/07/2010
Pages:
256
Sales rank:
1,401,857
Product dimensions:
7.50(w) x 9.20(h) x 0.60(d)

Table of Contents

Preface

Who Is This Book Written For?

Chapter Summary

Acknowledgments

Chapter 1 Introduction: Ask Yourself These 10 Key Questions 1

Introduction 2

Ten Questions to Ask about Your Software Development Process 2

Why Listen to us? 7

Chapter 2 The Problem: Why Software Projects Fail 11

Introduction 12

Historical Perspective 12

The Scope of Software 12

Software Development Often Fails 14

The Need for Process 14

A Common Question 15

Software Development Is Hard---Very Hard 17

Why Other Agile Methodologies Often Fail 19

Why Waterfall Processes Often Fail 19

High Visibility 24

Death March 24

Man in a Room 26

The Rogue Developer 27

"Are You Done Yet?" 27

Budget Black Hole 27

Why the Six Week Solution Is Different 28

Chapter 3 Expectations: What It Means for Software to Succeed 31

Introduction 32

Software Development Sometimes (Accidentally) Succeeds 32

Is Aligned with Business Needs 32

Manages the Cost of Change 33

Is Built in an Automated Way 33

Factors Quality into the Core of the Process 33

Is Not Constantly Being Redeployed 34

Progress Is Constantly Being Made 34

Delivers Something of Value 34

Is Evangelical 34

Is Predictable 35

Is Both Tactical and Strategic 35

Is Game Changing 35

Allows Management to Stay Informed 35

Is Measurable 36

Chapter 4 Overview of the Six Week Solution 37

Introduction 38

Additional Problems 39

Components of Agile Alignment 41

Why Six Weeks? 41

Cycle Commitments 45

Developer Compensation: COD 45

Six Week Iterations 46

Time Boxing Development: Key Deadlines 48

Week 1 Cycle Kickoff 48

Week 3 Mea Culpa 51

Week 6 Testing 52

Steering with Business Goals 53

Chapter 5 The Solution's Critical Pieces 57

Introduction 58

The Big Game 58

The Entire Company Must Buy In 59

Work Space 62

Personnel Roles 67

Hiring Smart 73

Compensation 79

Development Tools 81

Cycle Commitments 83

Chapter 6 Managing the Cost of Change 89

Introduction 90

Flattening the Curve with Feedback Loops 90

Avoiding the Curve by Managing the Unknown 98

Lowering the Curve by Increasing Productivity 108

Providing Effective Tools 108

Languages and Tooling 109

Buy, Don't Build 110

Effective Communication 110

Gauging Performance with Pairs 116

Chapter 7 Assuring Software Quality 117

Introduction 118

The Value of Quality 118

External Software Quality 123

Internal Software Quality 125

Symptoms of Design Rot 128

Quality and Software Craftsmanship 129

Size of Work Pieces 131

Unit Testing 132

Chapter 8 Integrating Automation into Your Development Process 135

Introduction 136

Continuous Integration 138

Build Process 142

Metrics 143

Automation Tools 149

Chapter 9 Other Software Development Approaches 161

Introduction 162

Simplified Evolution of Software Processes 164

Chapter 10 Risks with Using This Approach 177

Introduction 178

Workplace Challenges 178

Work Environment 179

Why This Is Not a Risk 179

Risk: Abandoning Quality for Bonuses 188

Management Challenges 189

Quality Concerns 195

Design Debt 196

Hard to Transition 197

Smaller but Still Potentially Problematic Risks 198

Chapter 11 Transitioning to the Six Week Solution 203

Introduction 204

Before You Do Anything, Though 204

Automate the Build 204

Selling This Idea up the Chain 205

Selling It to Sales and Marketing 206

Determine Your Aggressiveness on Cycles and Compensation 207

Set Expectations from the Start 208

Pick the Date for the Cutover 209

Use the Language of the Process 210

Transitioning the Development Team 210

Creating the Baseline---Your First Six Week Cycle 212

Chapter 12 Conclusions 213

Introduction 214

Aligns Software Development with Business Needs 214

Developers Are Compensated Based on Their Performance 214

Addresses Both Core Business and Core Technical Components 214

Simple to Describe to Everyone in the Company 214

Designed from the Ground Up to Produce Revenue-Generating Software 215

Ties Directly into Your Investment in Your Software Development 215

Accounts Directly for Quality 215

Allows You to Hit Your Short-Term Goals While Addressing Your Long-Term Goals at the Same Time 216

Rewards Success and Penalizes Failure 216

What to Do Next 216

Glossary 217

Sources 225

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