Download E-books Disciplined Agile Delivery: A Practitioner's Guide to Agile Software Delivery in the Enterprise (IBM Press) PDF

By Scott W. Ambler, Mark Lines

Master IBM’s leap forward DAD technique Framework for Succeeding with Agile in huge, complicated, Mission-Critical IT Projects

 

It is well known that relocating from conventional to agile methods to construct software program recommendations is a severe resource of aggressive virtue. Mainstream agile techniques which are certainly appropriate for small tasks require major tailoring for greater, complicated firm initiatives. In Disciplined Agile Delivery, Scott W. Ambler and Mark traces introduce IBM’s leap forward Disciplined Agile supply (DAD) approach framework, which describes how you can do that tailoring. DAD applies a extra disciplined method of agile improvement through acknowledging and working with the realities and complexities of a portfolio of interdependent software initiatives.

 

Ambler and features express find out how to expand Scrum with supplementary agile and lean options from Agile Modeling (AM), severe Programming (XP), Kanban, Unified strategy (UP), and different confirmed easy methods to supply a hybrid strategy that's adaptable on your organization’s specific wishes. They candidly describe what practices paintings top, why they paintings, what the trade-offs are, and whilst to contemplate possible choices, all in the context of your situation.

 

Disciplined Agile supply addresses agile practices around the whole lifecycle, from requisites, structure, and improvement to supply and governance. The authors convey how those best-practice recommendations healthy jointly in an end-to-end procedure for effectively providing huge, complicated systems--from undertaking initiation via delivery.

 

Coverage includes

  • Scaling agile for mission-critical company endeavors
  • Avoiding error that force poorly run agile initiatives to chaos
  • Effectively beginning an agile project
  • Transitioning as a person to agile
  • Incrementally construction consumable solutions
  • Deploying agile suggestions into complicated construction environments
  • Leveraging DevOps, structure, and different company disciplines
  • Adapting your governance approach for agile projects

 

Based on evidence, study, and huge event, this booklet could be an necessary source for each company software program chief and practitioner--whether they’re looking to optimize their present agile/Scrum method or increase the agility of an iterative process.

 

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421 getting ready Your Stakeholders for the discharge . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 423 Deploying the answer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 424 Are Your Stakeholders overjoyed? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 426 Transition section styles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 427 Transition part Anti-Patterns . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 429 Concluding suggestions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 430 extra assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 431 bankruptcy 19 Case learn: Transition section . . . . . . . . . . . . . . . . . . . . . . . . . . . . 433 making plans the section . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 434 taking part to install the answer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 438 AgileGrocers’ satisfaction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 439 Concluding suggestions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 440 half 6: Disciplined Agile supply within the firm bankruptcy 20 Governing Disciplined Agile groups . . . . . . . . . . . . . . . . . . . . . 441 What should still Governance handle? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 443 Why Is Governance very important? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 447 Why conventional Governance options Won’t paintings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 448 Agile Governance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 451 Agile Practices That permit Governance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 455 becoming in with the remainder of Your IT association . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 460 Measuring Agile groups . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 465 threat Mitigation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 479 xvi Contents Concluding innovations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 480 extra assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 480 bankruptcy 21 received self-discipline? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 483 Agile Practices Require self-discipline . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 484 decreasing the suggestions Cycle calls for self-discipline . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 485 non-stop studying calls for self-discipline . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 487 Incremental supply of Consumable strategies calls for self-discipline . . . . . . . . . . . . . . . . . . . . . . 490 Being Goal-Driven calls for self-discipline . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 490 firm understanding calls for self-discipline . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 491 Adopting an entire Lifecycle calls for self-discipline . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 492 Streamlining Inception calls for self-discipline . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 492 Streamlining Transition calls for self-discipline . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 493 Adopting Agile Governance calls for self-discipline . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 493 relocating to Lean calls for self-discipline .

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