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This chapter is from the book

Revealing the Structure of the Book

The book has the following structure:

  • Chapter 2, “Agility and Largeness,” examines the principles and value system of agile processes, raising the difficult question of how they affect large teams.
  • The focus of Chapter 3, “Agility and Large Teams,” is the impact on a team of a switch to an agile process. How does it affect the team members, and how can you allocate the roles and create the subteams necessary to make it all work? Also in this chapter, we look at virtual teams, using distributed teams and the open source community as examples.
  • Chapter 4, “Agility and the Process,” concentrates on the characteristics of the process that will allow you to coordinate several subteams without regimenting them. The goal is for all the different teams to pull together by remaining agile in their activities.
  • In Chapter 5, “Agility and Technology,” we look at how the size of the project and the team influence the underlying architecture. We examine the role of the architectural lead and how the architecture can provide a service for the team. We also discuss some techniques and good practices that help to define an agile system.
  • Typically, large projects are run by large companies. And large companies bring their own burden to a project. Chapter 6, “Agility and the Company,” deals with the problems a big enterprise loads on an agile project.
  • Chapter 7, “Putting It All Together: A Project Report,” presents a concrete, coherent experience report on a large agile project.
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