The Art of Agile Development 2nd Edition by James Shore, Shane Warden 1492080691 9781492080695

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ISBN 10: 1492080691

ISBN 13: 9781492080695

Author: James Shore; Shane Warden

Most companies developing software employ something they call “Agile.” But there’s widespread misunderstanding of what Agile is and how to use it. If you want to improve your software development team’s agility, this comprehensive guidebook’s clear, concrete, and detailed guidance explains what to do and why, and when to make trade-offs. In this thorough update of the classic Agile how-to guide, James Shore provides no-nonsense advice on Agile adoption, planning, development, delivery, and management taken from over two decades of Agile experience. He brings the latest ideas from Extreme Programming, Scrum, Lean, DevOps, and more into a cohesive whole. Learn how to successfully bring Agile development to your team and organization–or discover why Agile might not be for you. This book explains how to: Improve agility: create the conditions necessary for Agile to succeed and scale in your organization Focus on value: work as a team, understand priorities, provide visibility, and improve continuously Deliver software reliably: share ownership, decrease development costs, evolve designs, and deploy continuously Optimize value: take ownership of product plans, budgets, and experiments–and produce market-leading software

The Art of Agile Development 2nd Table of contents:

I. Improving Agility

1. What Is Agile?

Agile’s Genesis

Born Out of Crisis

The Agile Manifesto

The Essence of Agile

Adaptive rather than predictive

People-oriented rather than process-oriented

Why Agile Won

Why Agile Works

Why Agile Fails

2. How to Be Agile

Practicing Agile

The Road to Mastery

How to Begin

Joining an Agile Team

Introducing Agile

Improving Existing Agile Teams

Applying Individual Agile Practices

3. Choose Your Agility

The Agile Fluency Model

Focusing Zone

Delivering Zone

Optimizing Zone

Strengthening Zone

Choose Your Zones

4. Invest in Agility

Make Time for Learning

If there’s no time for learning…

If there’s no budget for help…

Choose or Create Agile Teams

If you can’t dedicate people to their teams…

If team members don’t get along…

If you can’t create long-lived teams…

If you can’t get the business, customer, or user expertise you need…

If you can’t get all the developer skills you need…

Choose Agile Coaches

If you can’t hire the coaches you need…

Delegate Authority and Responsibility to Teams

If work must be assigned to individuals…

If tools don’t support team-based work…

If teams have to use a corporate tracking tool…

If teams don’t have access to stakeholders…

If Delivering teams don’t have control over their release processes…

If Optimizing teams don’t have control over their product plans and spending…

Change Team Management Style

If managers have trouble letting go…

Create Team Rooms

If a team is remote…

If you can’t create a physical team room for an in-person team…

Establish a Learning-Friendly Purpose for Each Team

If there’s an important deadline…

If there’s no valuable green-field work to do…

Replace Waterfall Governance Assumptions

If waterfall governance is required…

Change Harmful HR Policies

If HR policies are set in stone…

Address Security Concerns

If there’s no flexibility around security requirements…

If you’re required to have a separate code review step…

5. Invest in Change

Understanding Change

Large-Scale Change

Making Changes

Get Management Buy-In

1. Start with a Conversation

2. Get the Economic Buyer’s Approval

3. Make a Formal Proposal

If this sounds like too much work…

If management thinks they’re already Agile…

If management isn’t supportive…

Get Team Buy-In

If team members are skeptical…

If a few team members refuse…

If the majority of the team refuses…

If people lie about their acceptance…

Get Stakeholder Buy-In

If concrete commitments are required…

If stakeholders don’t buy in…

Further Reading

6. Scaling Agility

Scaling Fluency

Organizational Capability

Coaching Capability

Team Capability

Scaling Products and Portfolios

Scaling Vertically

Scaling Horizontally

Scaling Vertically and Horizontally

My Recommendation

II. Focusing on Value

Welcome to the Focusing Zone

Achieving Focusing Fluency

7. Teamwork

Whole Team

Customer Skills

Development Skills

Coaching Skills

Generalizing Specialists

Staffing the Team

Team Size

A Team of Peers

The Hole Team Revisited

Questions

Prerequisites

Indicators

Alternatives and Experiments

Further Reading

Team Room

Secrets of Collaboration

Physical Team Rooms

Virtual Team Rooms

Questions

Prerequisites

Indicators

Alternatives and Experiments

Further Reading

Safety

Understanding Psychological Safety

How to Create Safety

Leaders’ Role

Questions

Prerequisites

Indicators

Alternatives and Experiments

Further Reading

Purpose

Start With the Vision

Identify the Purpose

Document the Purpose

Charter the Purpose

Promote the Purpose

Iterate the Purpose

Questions

Prerequisites

Indicators

Alternatives and Experiments

Further Reading

Context

Chartering Context

Iterating Context

Questions

Prerequisites

Indicators

Alternatives and Experiments

Alignment

Chartering Alignment

Iterating Alignment

Adhering to Agreements

Questions

Prerequisites

Indicators

Alternatives and Experiments

Energized Work

How to Be Energized

Supporting Energized Work

Taking Breaks

Questions

Prerequisites

Indicators

Alternatives and Experiments

Further Reading

8. Planning

Stories

How to Create a Story

Customer Value

Splitting and Combining Stories

Special Stories

Questions

Prerequisites

Indicators

Alternatives and Experiments

Adaptive Planning

Valuable Increments

Focus on One Increment at a Time

Slice Your Increments

Release Early, Release Often

Your First Increment

Adapt Your Plans

How to Create Your Plan

Balancing Adaptability and Predictability

Adaptive Planning and Organizational Culture

Questions

Prerequisites

Indicators

Alternatives and Experiments

Further Reading

Visual Planning

Who Plans?

Cluster Mapping

Breaking Down Increments

Impact Mapping

Prospective Analysis

Story Mapping

Iterating the Visual Plan

Questions

Prerequisites

Indicators

Alternatives and Experiments

Further Reading

The Planning Game

How to Play

Keep Your Options Open

How to Win the Planning Game

Prioritizing Development Decisions

Facing Reality

Iterating the Planning Game

Questions

Prerequisites

Indicators

Alternatives and Experiments

Real Customer Involvement

Personal Development

Platform Development

In-House Custom Development

Outsourced Custom Development

Vertical-Market Software

Horizontal-Market Software

Questions

Prerequisites

Results

Experiments and Alternatives

Incremental Requirements

The Living Requirements Document

When Experts Aren’t Part of the Team

Work Incrementally

Documentation

Questions

Prerequisites

Indicators

Alternatives and Experiments

Further Reading

9. Ownership

Task Planning

Cadence

Creating Tasks

Visual Tracking

Cross-Team Dependencies

Making and Meeting Iteration Commitments

Incomplete Stories

Emergency Requests

Your First Week

Questions

Prerequisites

Indicators

Alternatives and Experiments

Further Reading

Capacity

Yesterday’s Weather

Capacity and the Iteration Timebox

Stabilizing Capacity

Estimating Stories

When Estimating Is Difficult

Defending Estimates

Your Initial Capacity

How to Improve Capacity

Capacity Is Not Productivity

Questions

Prerequisites

Indicators

Alternatives and Experiments

Slack

How Much Slack?

How to Use Slack

Questions

Prerequisites

Indicators

Alternatives and Experiments

Further Reading

Stand-Up Meetings

How to Hold the Daily Stand-Up

Be Brief

Questions

Prerequisites

Indicators

Alternatives and Experiments

Further Reading

Informative Workspace

Subtle Cues

Big Visible Charts

Improvement Charts

Gaming

Questions

Prerequisites

Indicators

Alternatives and Experiments

Further Reading

Customer Examples

Describe

Demonstrate

Develop

Questions

Prerequisites

Indicators

Alternatives and Experiments

Further Reading

“Done Done”

How to Be “Done Done”

Making Time

Organizational Constraints

Questions

Prerequisites

Indicators

Alternatives and Experiments

10. Accountability

Stakeholder Trust

Show Some Hustle

Show Some Empathy

Deliver on Commitments

Manage Problems

Respect Customer Goals

Make Stakeholders Look Good

Be Honest

Questions

Prerequisites

Indicators

Alternatives and Experiments

Further Reading

Stakeholder Demos

Feedback Loops

The Demo Cadence

How to Conduct a Stakeholder Demo

Be Prepared

When Things Go Wrong

Questions

Prerequisites

Indicators

Alternatives and Experiments

Forecasting

Uncertainty and Risk

Predefined Release Dates

Feasibility Forecasts

Date and Scope Forecasts

Questions

Prerequisites

Indicators

Alternatives and Experiments

Further Reading

Roadmaps

Agile Governance

Option 1: Just the Facts

Option 2: General Direction

Option 3: Date and Approximate Scope

Option 4: Detailed Plans and Predictions

Corporate Tracking Tools

When Your Roadmap Isn’t Good Enough

Questions

Prerequisites

Indicators

Alternatives and Experiments

Further Reading

Management

Theory X and Theory Y

The Role of Agile Management

Measurement Dysfunction

Why Measurement Dysfunction is Inevitable

Delegatory Management

When Metrics Are Required

Questions

Prerequisites

Indicators

Alternatives and Experiments

Further Reading

11. Improvement

Retrospectives

Types of Retrospectives

How to Conduct a Heartbeat Retrospective

Step 1: The Prime Directive (5 minutes)

Step 2: Brainstorming (20 minutes)

Step 3: Mute Mapping (15 minutes)

Step 4: Generate Insights (10–30 minutes)

Step 5: Retrospective Objective (10–20 minutes)

Follow Through

Questions

Prerequisites

Indicators

Alternatives and Experiments

Further Reading

Team Dynamics

What Makes a Team?

Team Development

Communication, Collaboration, and Interaction

Shared Leadership

Toxic Behavior

Questions

Prerequisites

Indicators

Alternatives and Experiments

Further Reading

Impediment Removal

Identifying Impediments

Circles and Soup

Questions

Prerequisites

Indicators

Alternatives and Experiments

Further Reading

III. Delivering Reliably

Welcome to the Delivering Zone

Achieving Delivering Fluency

12. Collaboration

Collective Code Ownership

Making Collective Ownership Work

Egoless Programming

Collaborating Without Conflict

Working with Unfamiliar Code

Benefits to Programmers

Questions

Prerequisites

Indicators

Alternatives and Experiments

Pair Programming

Why Pair?

Pairing Stations

How to Pair

Effective Navigating

Teaching Through Pairing

Challenges

Questions

Prerequisites

Indicators

Alternatives and Experiments

Further Reading

Mob Programming

How to Mob

Why Mobbing Works

The Mobbing Station

Making Mobbing Work

Questions

Prerequisites

Indicators

Alternatives and Experiments

Further Reading

Ubiquitous Language

The Domain Expertise Conundrum

Speak the Same Language

How to Create a Ubiquitous Language

Questions

Prerequisites

Indicators

Alternatives and Experiments

Further Reading

13. Development

Zero Friction

One-Second Feedback

Know Your Editor

Reproducible Builds

Five-Minute Integration

Control Complexity

Automate Everything

Automate Incrementally

Automating Legacy Code

Questions

Prerequisites

Indicators

Alternatives and Experiments

Continuous Integration

Continuous Integration Is a Practice, Not a Tool

The Many Flavors of Continuous Integration

The Continuous Integration Dance

Continuous Integration Without a CI Server

Synchronous Versus Asynchronous Integration

Multistage Integration Builds

Pull Requests and Code Reviews

Questions

Prerequisites

Indicators

Alternatives and Experiments

Further Reading

Test-Driven Development

Why TDD Works

How to Use TDD

Eat the Onion from the Inside Out

A TDD Example

Questions

Prerequisites

Indicators

Alternatives and Experiments

Further Reading

Fast, Reliable Tests

Rely on Narrow Unit Tests

Test Outside Interactions with Narrow Integration Tests

Simulate Nonlocal Dependencies

Control Global State

Write Sociable Tests

Separate Infrastructure and Logic

Use Broad Tests Only as a Safety Net

Adding Tests to Existing Code

Prerequisites

Indicators

Alternatives and Experiments

Further Reading

Refactoring

How to Refactor

Refactoring in Action

Questions

Prerequisites

Indicators

Alternatives and Experiments

Further Reading

Spike Solutions

Quick Questions

Third-Party Dependencies

Design Experiments

Making Time for Spikes

Questions

Prerequisites

Indicators

Alternatives and Experiments

14. Design

Incremental Design

Never Stop Designing

How Incremental Design Works

Levels of Design

Risk-Driven Architecture

Questions

Prerequisites

Indicators

Alternatives and Experiments

Further Reading

Simple Design

YAGNI: You Aren’t Gonna Need It

Once and Only Once

Coupling and Cohesion

Third-Party Components

Fail Fast

Self-Documenting Code

Published Interfaces

Performance Optimization

Questions

Prerequisites

Indicators

Alternatives and Experiments

Further Reading

Reflective Design

How Reflective Design Works

Reflective Design in Practice

Reverse-Engineering the Design

Identifying Improvements

Code Smells

Incrementally Refactor

Questions

Prerequisites

Indicators

Alternatives and Experiments

Further Reading

15. DevOps

Build for Operation

Threat Modeling

Configuration

Secrets

Paranoiac Telemetry

Logging

Metrics and Observability

Monitoring and Alerting

Questions

Prerequisites

Indicators

Alternatives and Experiments

Further Reading

Feature Flags

Keystones

Feature Flags

Prerequisites

Indicators

Alternatives and Experiments

Further Reading

Continuous Deployment

How to Use Continuous Deployment

Detecting Deployment Failures

Resolving Deployment Failures

Incremental Releases

Data Migration

Prerequisites

Indicators

Alternatives and Experiments

Further Reading

Evolutionary System Architecture

Are You Really Gonna Need It?

Aim for Simplicity

Controlling Complexity

Refactoring System Architecture

Prerequisites

Indicators

Alternatives and Experiments

Further Reading

16. Quality

No Bugs

Don’t Play the Bug Blame Game

How to Build Quality In

Fix Bugs Immediately

Testers’ Role

‘Tude

Questions

Prerequisites

Indicators

Alternatives and Experiments

Blind Spot Discovery

Validated Learning

Exploratory Testing

Chaos Engineering

Penetration Testing and Vulnerability Assessments

Questions

Prerequisites

Indicators

Alternatives and Experiments

Incident Analysis

The Nature of Failure

Conducting the Analysis

Organizational Learning

Incident Accountability

Questions

Prerequisites

Indicators

Alternatives and Experiments

Further Reading

IV. Optimizing Outcomes

Welcome to the Optimizing Zone

Achieving Optimizing Fluency

17. Autonomy

Business Expertise

Business Decisions

Accountability and Oversight

Funding

Experiments and Further Reading

18. Discovery

Validated Learning

Adaptability

Experiments and Further Reading

19. Into the Future

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