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.
Related collections and offers
|Publisher:||Agile Carpentry LLC|
|Product dimensions:||7.50(w) x 9.25(h) x 0.75(d)|
About the Author
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