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Becoming Agile: ...in an imperfect world
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Becoming Agile also focuses on the importance of adapting Agile principles to the realities of your environment. In the early days of Agile, there was a general belief that Agile had to be used in all phases of a project, and that it had to be used in its purest form. Over the last few years, reputable Agile authorities have begun questioning this belief: We're finding that the best deployments of Agile are customized to the realities of a given company.
Becoming Agile discusses the cultural realities of deploying Agile and how to deal with the needs of executives, managers, and the development team during migration. The author discusses employee motivation and establishing incentives that reward support of Agile techniques.
Product details
Paperback: 408 pages
Publisher: Manning Publications; 1 edition (June 18, 2009)
Language: English
ISBN-10: 1933988258
ISBN-13: 978-1933988252
Product Dimensions:
7.4 x 0.9 x 9.2 inches
Shipping Weight: 1.5 pounds (View shipping rates and policies)
Average Customer Review:
4.3 out of 5 stars
17 customer reviews
Amazon Best Sellers Rank:
#487,664 in Books (See Top 100 in Books)
Helpful reference for someone who is transitioning to Agile.
Excellent book.
Delivers what is promised in an organized way.
The book has a nice high level overview of what is required to become agile. I was hoping for more details on the different tools, but I still enjoyed the book.
This book is a much needed addition to the body of literature advocating agile / lean methodologies. As a developer, I've read lots of books that describe agile practices in detail but give only cursory treatment to how to bring agile into a workplace. In my experience, it's way too common to see organizations laboring under heavy waterfall methodologies because they're afraid or mistrustful of agile, or they describe their process as "agile", but it's poorly structured, lacks discipline, and periodically devolves into total chaos come release time (hence the fear among the waterfall set). I wish they all would read this book and give serious consideration to its recommendations.What sets this book apart is that it doesn't pretend that just by reading a book or two you'll be ready to Scrum your way to process nirvana. Instead, it is very realistic in its presentation of the challenges of implementing an agile methodology successfully. It describes the need to obtain buy-in from key stakeholders (esp. the people who control the purse strings), managers, developers, analysts, QA. It describes migrating to a new methodology as a process in itself and advises beginning with an evaluation of your current methodology to determine what to throw away, improve, or keep. And it advises retaining the services of an agile coach who is a skilled consultant / practitioner of agile methodologies who can teach your team how to function within a successful agile implementation.But before you start doing any of that, the book helps you build a clear understanding of what a successful agile practice looks like by presenting a case study. The level of detail in the description of the methodology is outstanding. It's comprehensive without being legalistic or dictatorial. A key principle of the book is adapting the methodology to the culture of the organization and the needs of a typical project. It presents a Scrum-centric methodology but includes coverage of agile concepts and practices from other methodologies as well (especially XP).The organization of the book is strong with the first two parts laying the groundwork and preparing for challenges of adopting agile and the remaining parts being the description of the methodology and its implementation. The chapters are brief and tightly focused. The book's attention to real-world issues is perhaps better than any other technical book I've read, and the authors definitely come across sounding more like experienced practitioners than academics.The only thing that would make the book better is if the agile assessment in the appendix came in a smaller version that I could take to job interviews and ask prospective employers to fill it out. Any company wanting to attract and retain good talent should work to build the kind of teams and processes described in this book.
I must admit, I only heard about Agile development in various magazines and from a few friends in the computer field. I always wanted to learn more about it but never thought I'd have the time to do so. Our company has many departments that probably could use many of the techniques talked about in this book.If you are considering moving to agile read this book first. It will provide you with a well tested and reasoned approach which will minimize the risk and prepare you for the changes that are required.The author has provided many of these nuggets and has shown why they are valuable based on his experience. You get the feeling that he has done this before and is providing his experience in the best spirit of lessons learned as frankly discussed in a retrospective.There are external links provided to understand the depth of the how to assess readiness for Agile and I found that I needed that information. The topic is covered in chapter 4 and I may have just wanted more. Chapter 7 is excellent because it helps to focus on what (in my case) needs to happen in the leader's head to be successful. I found that these attitudes were essential to building effective, competent teams that consistently accept ownership of results. These attitudes are the keys, not the full list of what is required. What is important to me is that the chapter provides the short list, the ruler against which others are measured.If only more of my customers and technical counterparts adopted the concepts detailed within this book -- and basically rethink how projects should be approached and retool their own methods -- If this had happened more projects would have finished successfully and the team would've been better prepared to deal with issues as they were identified.A brief rundown of some of the more important topics (in my opinion) in this book:Section 1.1.2 - The agile principlesSection 1.2 - A paradigm shift from a plan-driven mentalitySection 2.4 - What does it look like when a team "becomes agile"Section 3.2 - The different flavors of agileSection 3.3 - Create your own flavor to become agile within your constraintsChapter 4 - The fitness test: all about readiness assessmentsSection 7.3 - Creating a team with an agile mindsetChapter 8 - Injecting agility into your current processChapter 13 - Prioritizing the backlogChapter 14 - Estimating at the right level with the right peopleWhat sets this book apart is that it doesn't pretend that just by reading a book or two you'll be ready to Scrum your way to process nirvana. Instead, it is very realistic in its presentation of the challenges of implementing an agile methodology successfully. It describes the need to obtain buy-in from key stakeholders (esp. the people who control the purse strings), managers, developers, analysts, QA. It describes migrating to a new methodology as a process in itself and advises beginning with an evaluation of your current methodology to determine what to throw away, improve, or keep.A great book and must buy!
If you are considering moving to agile read this book first. It will provide you with a well tested and reasoned approach which will minimize the risk and prepare you for the changes that are required. However, if you are already agile and looking for the technical details of how to implement TDD or other agile practices you will want to look elsewhere.I read this book because I run a one man consultancy, where agility is a job requirement not an option. However, in the next 6-12 months I plan on hiring two additional staff members, including a developer. How do I maintain that agility as my team grows? Can we be agile if we don't work in the same location, or even state? Will we need to adopt an entirely new process to become agile? What do I need to document, organize, or create to support a more formal agile process?Several things set this book apart from the crowd:its focus on the process of becoming agile rather than he use of a specific tool or practice (e.g. TDD or scrum),the case study which shows how to move the theory into practice andthe forms and worksheets shown throughout the book (I wish these were available as a download).This book not only helped me answer the questions I started with, but forced me to ask and answer many more along the way. I now have a more agile practice and would highly recommend this book to anyone looking for the same.
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