Balancing Agility and Discipline: A Guide for the Perplexed, Portable Documents by Barry Boehm, Richard Turner | | Paperback | Barnes & Noble
Balancing Agility and Discipline: A Guide for the Perplexed / Edition 1

Balancing Agility and Discipline: A Guide for the Perplexed / Edition 1

by Barry Boehm
     
 

ISBN-10: 0321186125

ISBN-13: 2900321186125

Pub. Date: 09/09/2003

Publisher: Addison-Wesley

Agile and disciplined: These apparently opposite attributes are, in fact, complementary values in software development. Plan-driven developers must also be agile; nimble developers must also be disciplined. The key to success is finding the right balance between the two, which will vary from project to project according to the circumstances and risks involved.

Overview

Agile and disciplined: These apparently opposite attributes are, in fact, complementary values in software development. Plan-driven developers must also be agile; nimble developers must also be disciplined. The key to success is finding the right balance between the two, which will vary from project to project according to the circumstances and risks involved. Developers, pulled toward opposite ends by impassioned arguments, ultimately must learn how to give each value its due.

Balancing Agility and Discipline begins by defining agility and discipline, sweeping aside the rhetoric and drilling down to core concepts. The authors describe a day in the life of developers who live on one side or the other. They expose the bureaucracy and stagnation that mark discipline without agility, and they liken agility without discipline to unbridled and fruitless enthusiasm. Their analysis is both objective and grounded, leading finally to clear and practical guidance for all software professionals--showing how to locate the sweet spot on the agility-discipline continuum for any given project.

Product Details

ISBN-13:
2900321186125
Publisher:
Addison-Wesley
Publication date:
09/09/2003
Edition description:
New Edition
Pages:
304

Table of Contents

Preface.
Why We Wrote This Book.
Who Should Read This Book.
How To Read This Book.

Prelude.
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.


2. Contrasts and Home Grounds.
Application Characteristics.
Primary goals.
Size.
Environment.

Management Characteristics.
Customer Relations.
Planning and Control.
Project Communications.

Technical Characteristics.
Requirements.
Development.
Testing.

Personnel Characteristics.
Customers.
Developers.
Culture.

Summary.
Home Grounds.
Misconceptions.
Five Critical Factors.


3. A Day In the Life.
Typical Days.
A Typical Day Using PSP/TSP.
Training.
Roles.
Tools and environment.
Project Planning.
Status.
The Day's Activities.

A Typical Day using Extreme Programming.
Training.
Roles.
Tools and environment.
Project Planning.
Status.
The Day's Activities.

Crisis Days.
A Crisis Day with TSP/PSP.
A Crisis Day with XP.

Commentary.
Differences.
Similarities.
Observations.


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: Trustingpeople 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.

Summing Up.

5. Using Risk to Balance Agility and Discipline.
An Overview Of The Method.
An Example Family Of Applications: Agent-Based Planning Systems.
Supply Chain Management: An Intermediate Application.
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).
Step 1: 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.

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, Communications 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.
Adaptive Software Development (ASD).
Lean Development.
Crystal.
Extreme Programming (XP).
Dynamic Systems Development Method (DSDM).
Rational Unified Process (RUP).
Team Software Process (TSP).
Feature-Driven Development (FDD).
Capability Maturity Model Integration (CMMI).
Capability Maturity Model For Software (SW-CMM).
Personal Software Process (PSP).
Cleanroom.
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.
E.1 The Cost of Change: Empirical findings.
E.2 How Much Architecting is Enough?-A COCOMO II Analysis.
E.3 Experiments and Studies of Agile and Disciplined Methods.
Overall Distribution of Project Size.
Process Improvement.
Team Software Process and Agile Methods.
Pair Programming.
Hybrid Agile/Plan-Driven Methods.


Appendix F-Notes.

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