By Bertrand Meyer
Are you attracted through the guarantees of agile equipment yet get rid of via the fanaticism of many agile texts? do you want to grasp which agile ideas paintings, which of them don't subject a lot, and which of them will damage your initiatives? you then desire Agile!: the 1st exhaustive, target overview of agile rules, innovations and tools.
Agile equipment are essentially the most very important advancements in software program during the last many years, but in addition a shocking mixture of the easiest and the worst. earlier each venture and developer needed to tackle the nice rules from the undesirable via themselves. This e-book spares you the discomfort. It bargains either an intensive descriptive presentation of agile recommendations and a perceptive research in their advantages and limitations.
Agile! serves first as a primer on agile improvement: one bankruptcy every one introduces agile rules, roles, managerial practices, technical practices and artifacts. A separate bankruptcy analyzes the 4 significant agile tools: severe Programming, Lean software program, Scrum and Crystal.
The accompanying serious research explains what you need to keep and discard from agile principles. it's according to Meyer’s thorough knowing of software program engineering, and his large own adventure of programming and undertaking administration. He highlights the constraints of agile tools in addition to their actually superb contributions — even these to which their very own authors don't do complete justice.
Three very important chapters precede the center dialogue of agile principles: an outline, serving as a focus of the whole e-book; a dissection of the highbrow units utilized by agile authors; and a evaluation of classical software program engineering suggestions, resembling requisites research and lifecycle types, which agile tools criticize.
The ultimate chapters describe the precautions corporation may still take in the course of a transition to agile improvement and current an total review of agile ideas.
This is the 1st publication to debate agile tools, past the brouhaha, within the basic context of recent software program engineering. it's a key source for initiatives that are looking to mix the easiest of verified effects and agile recommendations.
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Additional resources for Agile!: The Good, the Hype and the Ugly
I did warn you, of course, that you should look for a balance point. ) At work here is a common style of cover-your-behind: “A1-does-not-mean-A2”, where A2 is hardly distinguishable from A1. For example, A1 is “deciding as late as possible” and A2 is “procrastination”. If there is a difference, it is subtle. ) The agile cover-your-behind device is not specific to the Poppendiecks or to the Lean method. We will encounter examples from many other sources, such as this gem: “although project development teams are on their own, they are not uncontrolled ”.
This is a valid concern, and yields the first meaningful lesson from this text: Do not let the written form of a requirement element impress you into believing that everything has been clearly defined. Written implies neither precise nor correct. . Useful as it is, this observation describes a problem, not a solution. The solution, if one exists, is certainly not to switch to the spoken word. The second lesson is that communication is hard. All right, you knew that before reading Cohn’s text or the present discussion, but communication is a particular challenge for software development.
An example is the balance point (in Poppendieck terms) between the agile rule of producing a running system at every step, and the software engineering benefit of building infrastructure even without immediately user-visible results. It does not help much to state blandly that both viewpoints may have a value depending on the circumstances. The discussion of this issue will present a concrete policy, “Dual Devel- → “Dual Development”, page 74. opment”, combining them in a precisely specified way.