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Agile Software Development in the Large: Diving Into the Deep

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Agile Software Development in the Large: Diving Into the Deep

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Description

  • Copyright 2014
  • Pages: 246
  • Edition: 1st
  • eBook (Watermarked)
  • ISBN-10: 0-13-349199-4
  • ISBN-13: 978-0-13-349199-9

This is the digital version of the printed book (Copyright © 2004).

Who Says Large Teams Can’t Handle Agile Software Development?

Agile or "lightweight" processes have revolutionized the software development industry. They're faster and more efficient than traditional software development processes. They enable developers to

  • embrace requirement changes during the project
  • deliver working software in frequent iterations
  • focus on the human factor in software development

Unfortunately, most agile processes are designed for small or mid-sized software development projects—bad news for large teams that have to deal with rapid changes to requirements. That means all large teams!

With Agile Software Development in the Large, Jutta Eckstein—a leading speaker and consultant in the agile community—shows how to scale agile processes to teams of up to 200. The same techniques are also relevant to teams of as few as 10 developers, especially within large organizations.

Topics include

  • the agile value system as used in large teams
  • the impact of a switch to agile processes
  • the agile coordination of several sub-teams
  • the way project size and team size influence the underlying architecture

Stop getting frustrated with inflexible processes that cripple your large projects! Use this book to harness the efficiency and adaptability of agile software development.

Stop getting frustrated with inflexible processes that cripple your large projects! Use this book to harness the efficiency and adaptability of agile software development.

Sample Content

Online Sample Chapters

Achieving Agile Software Development with Large Teams

Introduction to Agile Software Development in the Large: Diving Into the Deep

Sample Pages

Download the sample pages (includes Chapter 3 and Index)

Table of Contents

Preface          xiii

Chapter 1: Introduction           3

Questioning Scaling Agile Processes  4

Examining Largeness  5

Raising Large Issues  7

Specifying the Projects in Focus  8

Detecting the Agile Method for Scaling  9

Identifying the Reader  10

Revealing the Structure of the Book  11

Chapter 2: Agility and Largeness          12

Fundamentals of Agile Processes 13

Magnifying the Agile Principles  19

Processes Masquerading As Agile  21

People Shape the Process  24

Mistrust in Applicability  31

Summary  41

Chapter 3: Agility and Large Teams          42

People  43

Team Building  51

Interaction and Communication Structures  61

Trouble-Shooting  69

Virtual Teams  72

Summary  83

Chapter 4: Agility and the Process          84

Defining the Objectives  85

Providing Feedback  86

Short Development Cycles, Iterations, and Time-Boxing  87

Planning  92

Integration  97

Retrospectives  102

Getting Started with an Agile Process  111

Culture of Change  118

Summary  123

Chapter 5: Agility and Technology         125

Architect and Architecture  126

Avoid Bottlenecks  132

Ownership  139

Choosing Technology  142

Techniques and Good Practices  144

Summary  151

Chapter 6: Agility and the Company          153

Communication and Organization Structure  154

Project Planning and Controlling  156

Enterprise-Wide Processes  160

Enterprise-Wide Tools and Technology  166

Quality Assurance and Quality Control  169

Departments on the Edge  171

The Customer  174

Company Culture Shapes Individuals  177

Resources  185

Summary  191

Chapter 7: Putting It All Together: A Project Report          193

The Previous History  193

The Customer  194

The Team  195

Organizational Departments  196

Starting Off  201

Growing the Team  204

Unresolved Issues  215

Summary  216

Afterword  219

References  223

Index  229

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