Disciplined Agile Delivery: A Practitioner's Guide to Agile Software Delivery in the Enterprise

Overview

Master IBM’s Breakthrough DAD Process Framework for Succeeding with Agile in Large, Complex, Mission-Critical IT Projects

It is widely recognized that moving from traditional to agile approaches to build software solutions is a critical source of competitive advantage. Mainstream agile approaches that are indeed suitable for small projects require significant tailoring for larger, complex enterprise projects. In Disciplined Agile Delivery, Scott W. Ambler and Mark Lines ...

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Disciplined Agile Delivery: A Practitioner's Guide to Agile Software Delivery in the Enterprise

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Overview

Master IBM’s Breakthrough DAD Process Framework for Succeeding with Agile in Large, Complex, Mission-Critical IT Projects

It is widely recognized that moving from traditional to agile approaches to build software solutions is a critical source of competitive advantage. Mainstream agile approaches that are indeed suitable for small projects require significant tailoring for larger, complex enterprise projects. In Disciplined Agile Delivery, Scott W. Ambler and Mark Lines introduce IBM’s breakthrough Disciplined Agile Delivery (DAD) process framework, which describes how to do this tailoring. DAD applies a more disciplined approach to agile development by acknowledging and dealing with the realities and complexities of a portfolio of interdependent program initiatives.

Ambler and Lines show how to extend Scrum with supplementary agile and lean strategies from Agile Modeling (AM), Extreme Programming (XP), Kanban, Unified Process (UP), and other proven methods to provide a hybrid approach that is adaptable to your organization’s unique needs. They candidly describe what practices work best, why they work, what the trade-offs are, and when to consider alternatives, all within the context of your situation.

Disciplined Agile Delivery addresses agile practices across the entire lifecycle, from requirements, architecture, and development to delivery and governance. The authors show how these best-practice techniques fit together in an end-to-end process for successfully delivering large, complex systems--from project initiation through delivery.

Coverage includes

  • Scaling agile for mission-critical enterprise endeavors
  • Avoiding mistakes that drive poorly run agile projects to chaos
  • Effectively initiating an agile project
  • Transitioning as an individual to agile
  • Incrementally building consumable solutions
  • Deploying agile solutions into complex production environments
  • Leveraging DevOps, architecture, and other enterprise disciplines
  • Adapting your governance strategy for agile projects

Based on facts, research, and extensive experience, this book will be an indispensable resource for every enterprise software leader and practitioner--whether they’re seeking to optimize their existing agile/Scrum process or improve the agility of an iterative process.

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Editorial Reviews

From the Publisher

“Mark and Scott not only made me think, they reminded me of lots of things that I had forgotten. Things that the agile fashion police have made uncool to talk about. This book is not about fashionable agile; it is about serious change, and it should be required reading for any change leader.”

--Dave West, chief product officer, Tasktop, and former VP and research director Forrester Research

“Finally, a practical down-to-earth guide that is true to agile values and principles while at the same time acknowledging the realities of the business and the bigger picture. You will find no purist dogma here, nor any hype or hyperbole. Ambler and Lines show how to navigate the varied contexts and constraints of both team-level and enterprise-level needs to hit the agile ‘sweet spot’ for your team and attain the real benefits of sustainable agility. I wish I’d had this book ten years ago!”

--Brad Appleton, agile/lean development champion for a large fortune 150 telecommunications company

“We have found the guidance from Disciplined Agile Delivery to be a great help in customizing our PMO governance for agile projects at CP Rail. The book will definitely be on the must-read list for teams using agile delivery.”

--Larry Shumlich, project manager coach, Canadian Pacific Railway

“This book is destined to become the de facto standard reference guide for any organization trying to apply agile/scrum in a complex environment. Scott and Mark provide practical guidance and experiences from successful agile teams on what it takes to bring an end-to-end agile delivery lifecycle to the enterprise.”

--Elizabeth Woodward, IBM agile community leader, coauthor of A Practical Guide to Distributed Scrum

“There are many ways to achieve the benefits of agility, so it’s really encouraging to see a pragmatic and usable ‘umbrella’ description that encapsulates most of these without becoming a diluted kind of ‘best of’ compilation, or a one-size-fits-all. Great reading for anyone orientating themselves in an ever-growing and complex field.”

--Nick Clare, agile coach/principal consultant, Ivar Jacobson International

“Scott and Mark have compiled an objective treatment of a tough topic. Loaded with insights from successful application under game conditions, this book strikes a good balance between progressive agilists looking to accelerate change and conservative organizational managers looking for scalable solutions.”

--Walker Royce, chief software economist, IBM

“Disciplined Agile Delivery, a hybrid and experience-based approach to software delivery, reflects the growing trend toward pragmatism and away from the anti-syncretism that has plagued the software development industry for over 40 years. I commend Scott and Mark for writing this book and showing the leadership necessary to take our profession to the next level.”

--Mark Kennaley, CTO, Software-Development-Experts.com; author of SDLC 3.0: Beyond a Tacit Understanding of Agile

“I’ve seen ‘certified agile’ run rampant in an organization and create more severe problems than it solved. Finally, we have a definitive source on how to apply agile pragmatically with discipline to deliver success. Thanks, Scott and Mark.”

--Carson Holmes, EVP, service delivery, Fourth Medium Consulting, Inc.

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Product Details

  • ISBN-13: 9780132810135
  • Publisher: IBM Press
  • Publication date: 6/18/2012
  • Series: IBM Press Series
  • Edition number: 1
  • Pages: 544
  • Sales rank: 531,144
  • Product dimensions: 7.00 (w) x 9.10 (h) x 1.20 (d)

Meet the Author

Scott W. Ambler is Chief Methodologist for IT with IBM Rational, working with IBM customers around the world to help them to improve their software processes. In addition to Disciplined Agile Delivery (DAD), he is the founder of the Agile Modeling (AM), Agile Data (AD), Agile Unified Process (AUP), and Enterprise Unified Process (EUP) methodologies and creator of the Agile Scaling Model (ASM). Scott is the (co-)author of 20 books, including Refactoring Databases, Agile Modeling, Agile Database Techniques, The Object Primer, 3rd Edition, and The Enterprise Unified Process. Scott is a senior contributing editor with Dr. Dobb’s Journal. His personal home page is www.ambysoft.com.

Mark Lines co-founded UPMentors in 2007. He is a disciplined agile coach and mentors organizations on all aspects of software development. He is passionate about reducing the huge waste in most IT organizations and demonstrates hands-on approaches to speeding execution and improving quality with agile and lean techniques. Mark provides IT assessments and executes course corrections to turn around troubled projects. He writes for many publications and is a frequent speaker at industry conferences. Mark is also an instructor of IBM Rational and UPMentors courses on all aspects of software development. His Web site is www.UPMentors.com.

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Table of Contents

Part 1: Introduction to Disciplined Agile Delivery (DAD)

Chapter 1 Disciplined Agile Delivery in a Nutshell 1

Context Counts--The Agile Scaling Model 3

What Is the Disciplined Agile Delivery (DAD) Process Framework? 5

People First 5

Learning Oriented 7

Agile 8

AHybrid Process Framework 9

IT Solutions over Software 10

Goal-Driven Delivery Lifecycle 11

Enterprise Aware 17

Risk and Value Driven 19

Scalable 22

Concluding Thoughts 23

Additional Resources 23

Chapter 2 Introduction to Agile and Lean 25

Toward a Disciplined Agile Manifesto 27

Disciplined Agile Values 27

Disciplined Agile Principles 29

Lean Principles 33

Reality over Rhetoric 36

Concluding Thoughts 38

Additional Resources 39

Chapter 3 Foundations of Disciplined Agile Delivery 41

The Terminology Tar Pit 43

Scrum 44

Extreme Programming (XP) 48

Agile Modeling (AM) 50

Agile Data 53

Lean Software Development 53

IBM Practices 54

Open Unified Process (OpenUP) 56

And Others 58

Those Who Ignore Agile Practices Put Their Business at Risk 58

Concluding Thoughts 58

Additional Resources 59

Part 2: People First

Chapter 4 Roles, Rights, and Responsibilities 61

The Rights of Everyone 63

The Responsibilities of Everyone 64

The DAD Roles 65

Concluding Thoughts 81

Additional Resources 81

Chapter 5 Forming Disciplined Agile Delivery Teams 83

Strategies for Effective Teams 85

The Whole Team 88

Team Organization Strategies 89

Building Your Team 101

Interacting with Other Teams 104

Concluding Thoughts 108

Additional Resources 108

Part 3: Initiating a Disciplined Agile Delivery Project

Chapter 6 The Inception Phase 111

How the Inception Phase Works 113

Aligning with the Rest of the Enterprise 117

Securing Funding 126

Other Inception Activities 129

When Do You Need an Inception Phase? 130

Inception Phase Patterns 131

Inception Phase Anti-Patterns 132

Concluding Thoughts 133

Additional Resources 134

Chapter 7 Identifying a Project Vision 135

What’s in a Vision? 136

How Do You Create a Vision? 137

Capturing Your Project Vision 138

Bringing Stakeholders to Agreement Around the Vision 142

Concluding Thoughts 145

Additional Resources 145

Chapter 8 Identifying the Initial Scope 147

Choosing the Appropriate Level of Initial Detail 149

Choosing the Right Types of Models 153

Choosing a Modeling Strategy 162

Choosing a Work Item Management Strategy 166

Choosing a Strategy for Nonfunctional Requirements 170

Concluding Thoughts 173

Additional Resources 173

Chapter 9 Identifying an Initial Technical Strategy 175

Choosing the Right Level of Detail 178

Choosing the Right Types of Models 182

Choosing a Modeling Strategy 187

Architecture Throughout the Lifecycle 190

Concluding Thoughts 190

Additional Resources 191

Chapter 10 Initial Release Planning 193

Who Does the Planning? 194

Choosing the Right Scope for the Plan 196

Choosing a General Planning Strategy 197

Choosing Cadences 202

Formulating an Initial Schedule 208

Estimating the Cost and Value 218

Identifying Risks 225

Concluding Thoughts 226

Additional Resources 228

Chapter 11 Forming the Work Environment 229

Forming the Team 230

Choosing Your Toolset 231

Organizing Physical Work Environments 238

Organizing Virtual Work Environments 244

Visual Management 246

Adopting Development Guidelines 247

Concluding Thoughts 248

Additional Resources 249

Chapter 12 Case Study: Inception Phase 251

Introducing the AgileGrocers POS Case Study 251

Developing a Shared Vision 254

Requirements Envisioning 262

Creating the Ranked Work Item List of User Stories to Implement the Solution 264

Architecture Envisioning 265

Release Planning 266

Other Inception Phase Activities 268

Alternative Approach to Running Your Inception Phase 269

Concluding the Inception Phase 270

Concluding Thoughts 272

Part 4: Building a Consumable Solution Incrementally

Chapter 13 The Construction Phase 273

How the Construction Phase Works 274

The Typical Rhythm of Construction Iterations 281

The Risk-Value Lifecycle 282

When Are You Ready to Deploy? 283

Construction Patterns 284

Construction Anti-Patterns 285

Concluding Thoughts 287

Chapter 14 Initiating a Construction Iteration 289

Why Agile Planning Is Different 290

Iteration Planning 291

Visualizing Your Plan 304

Look-Ahead Planning and Modeling 306

Concluding Thoughts 307

Additional Resources 308

Chapter 15 A Typical Day of Construction 309

Planning Your Team’s Work for the Day 311

Collaboratively Building a Consumable Solution 319

Ongoing Activities Throughout the Day 339

ACloser Look at Critical Agile Practices 348

Stabilizing the Day’s Work 359

Concluding Thoughts 360

Additional Resources 360

Chapter 16 Concluding a Construction Iteration 363

Demonstrate the Solution to Key Stakeholders 365

Learn from Your Experiences 368

Assess Progress and Adjust Release Plan if Necessary 373

Assess Remaining Risks 375

Deploy Your Current Build 375

Determine Strategy for Moving Forward 376

Concluding Thoughts 380

Additional Resources 382

Chapter 17 Case Study: Construction Phase 383

Continuing Our Scenario with the AgileGrocers POS Case Study 383

Planning the Iteration’s Work 387

Subsequent Construction Iterations 407

Other Construction Phase Activities 414

Concluding the Construction Phase Iterations 414

Concluding Thoughts 415

Part 5: Releasing the Solution

Chapter 18 The Transition Phase 417

How the Transition Phase Works 418

Planning the Transition Phase 419

Ensuring Your Production Readiness 421

Preparing Your Stakeholders for the Release 423

Deploying the Solution 424

Are Your Stakeholders Delighted? 426

Transition Phase Patterns 427

Transition Phase Anti-Patterns 429

Concluding Thoughts 430

Additional Resources 431

Chapter 19 Case Study: Transition Phase 433

Planning the Phase 434

Collaborating to Deploy the Solution 438

AgileGrocers’ Delight 439

Concluding Thoughts 440

Part 6: Disciplined Agile Delivery in the Enterprise

Chapter 20 Governing Disciplined Agile Teams 441

What Should Governance Address? 443

Why Is Governance Important? 447

Why Traditional Governance Strategies Won’t Work 448

Agile Governance 451

Agile Practices That Enable Governance 455

Fitting in with the Rest of Your IT Organization 460

Measuring Agile Teams 465

Risk Mitigation 479

Concluding Thoughts 480

Additional Resources 480

Chapter 21 Got Discipline? 483

Agile Practices Require Discipline 484

Reducing the Feedback Cycle Requires Discipline 485

Continuous Learning Requires Discipline 487

Incremental Delivery of Consumable Solutions Requires Discipline 490

Being Goal-Driven Requires Discipline 490

Enterprise Awareness Requires Discipline 491

Adopting a Full Lifecycle Requires Discipline 492

Streamlining Inception Requires Discipline 492

Streamlining Transition Requires Discipline 493

Adopting Agile Governance Requires Discipline 493

Moving to Lean Requires Discipline 493

Concluding Thoughts 494

Additional Resources 495

Index 497

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