Forging Change: Agile Restructuring In Practice

Forging Change: Agile Restructuring In Practice

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Overview

Implementing agile at scale starts with the right management attitudes and structures, but it doesn’t stop there. The waterfall mindset is often deeply embedded, and successful agile transformation requires a new understanding of how your organization works, not just a new set of processes for a few teams.

In Forging Change, James Carpenter cuts through the noise that often surrounds large- scale agile transformations to explain how agile theories play out in the real world. Part 1 focuses on agile deployment challenges, including different ways to spread the agile mindset and management practices that are crucial to success. In Part 2, he has assembled a collection of conceptual models, practical techniques, and real-world examples showing how healthy agile processes work in large organizations. These techniques will help you establish a real change in mindset, not just terminology.


  • Push higher quality standards by ratcheting your definition of Done.
  • Forecast releases for business use without violating agile principles.
  • Encourage automated unit testing and other aspects of improved craftsmanship.
  • Select the right Scrum Master when you can’t upend the organizational chart yet.


Forging Change provides a well of tested information, models, and examples that address these and other common challenges. The result is a dependable, practical resource you will turn to again and again as you work to achieve positive, lasting organizational change.

Product Details

ISBN-13: 9781732875111
Publisher: Agile Carpentry LLC
Publication date: 04/24/2019
Pages: 236
Product dimensions: 7.50(w) x 9.25(h) x 0.75(d)

About the Author

James Carpenter helps clients create agile ecosystems that produce greater business value, happier customers, happier engineers, and higher-quality products. Before his life as an agile coach, he spent fourteen years as a software engineer, software architect, and engineering manager in a variety of fields. He has a Bachelor's of Science in Physics from Texas A&M University.

Results-oriented business leader with more than 15 years experience driving Fortune 500 companies to superior revenue and profit results. Proven ability to stimulate margin growth through key corporate process improvements. Expertise in delivering strategic business solutions to world-renowned companies including Gateway, Compaq Computer, General Electric, and Honeywell. Skills include business development, strategic problem solving, project & product management, and cross-functional team leadership.

Table of Contents

PART I CONCEPTUAL FOUNDATIONS

1 Agile Deployment Models 3

2 Agile Design Elements 25

3 Management Behaviors in Scrum 49

PART II REFERENCE INFORMATION

4 Estimating Business Value 59

5 Progressive Refinement at Scale 65

6 Sprint Alignment Wall 79

7 User Story Ruler 89

8 Example Scrum Task Boards 95

9 Definition of Done Examples 99

10 Triage Guidelines 111

11 Ratcheting Definition of Done 117

12 Forecasting Releases 121

13 Discerning Genuine Unit Testing 137

14 Terminology Definitions 145

15 Training Concerns 153

16 Scrum Master Selection 161

17 Scrum Diagrams 171

18 Official Scrum Guide 183

19 Virtual Kanban 213

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