num_pages: 384
description: “Companies have been implementing large agile projects for a number of years, but the ‘stigma’ of ‘agile only works for small projects’ continues to be a frequent barrier for newcomers and a rallying cry for agile critics. What has been missing from the agile literature is a solid, practical book on the specifics of developing large projects in an agile way. Dean Leffingwell’s book Scaling Software Agility fills this gap admirably. It offers a practical guide to large project issues such as architecture, requirements development, multi-level release planning, and team organization. Leffingwell’s book is a necessary guide for large projects and large organizations making the transition to agile development.”–Jim Highsmith, director, Agile Practice, Cutter Consortium, author of Agile Project Management “There’s tension between building software fast and delivering software that lasts, between being ultra-responsive to changes in the market and maintaining a degree of stability. In his latest work, Scaling Software Agility, Dean Leffingwell shows how to achieve a pragmatic balance among these forces. Leffingwell’s observations of the problem, his advice on the solution, and his description of the resulting best practices come from he’s been there, done that, and has seen what’s worked.”–Grady Booch, IBM Fellow Agile development practices, while still controversial in some circles, offer undeniable faster time to market, better responsiveness to changing customer requirements, and higher quality. However, agile practices have been defined and recommended primarily to small teams. In Scaling Software Agility, Dean Leffingwell describes how agile methods can be applied to enterprise-class development. This book is invaluable to software developers, testers and QA personnel, managers and team leads, as well as to executives of software organizations whose objective is to increase the quality and productivity of the software development process but who are faced with all the challenges of developing software on an enterprise scale.ForewordPrefaceAcknowledgmentsAbout the AuthorPart Overview of Software AgilityChapter 1: Introduction to Agile MethodsChapter 2: Why the Waterfall Model Doesn’t WorkChapter 3: The Essence of XPChapter 4: The Essence of ScrumChapter 5: The Essence of RUPChapter 6: Lean Software, DSDM, and FDDChapter 7: The Essence of AgileChapter 8: The Challenge of Scaling AgilePart Seven Agile Team Practices That ScaleChapter 9: The Define/Build/Test Component TeamChapter 10: Two Levels of Planning and TrackingChapter 11: Mastering the IterationChapter 12: Smaller, More Frequent ReleasesChapter 13: Concurrent TestingChapter 14: Continuous IntegrationChapter 15: Regular Reflection and AdaptationPart Creating the Agile EnterpriseChapter 16: Intentional ArchitectureChapter 17: Lean Requirements at Vision, Roadmap, and Just-in-Time ElaborationChapter 18: Systems of Systems and the Agile Release TrainChapter 19: Managing Highly Distributed DevelopmentChapter 20: Impact on Customers and OperationsChapter 21: Changing the OrganizationChapter 22: Measuring Business Performance Agility Works at ScaleBibliographyIndex
language: English
title: Scaling Software Agility: Best Practices for Large Enterprises
titlecomplete: Scaling Software Agility: Best Practices for Large Enterprises
genres: Management, Reference, Technology, Programming, Technical, Software, Business, Nonfiction
ratings_count: 171
series: The Agile Software Development Series, Agile Software Development Series
publisher: Addison-Wesley Professional