Agile Software Development in the Large
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Agile Software Development in the Large

Diving into the Deep

About the Book

Agile 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, and 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 1 to 200. In fact, the same techniques are also relevant to teams of ten or more 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.

About the Author

Jutta Eckstein
Jutta Eckstein

Twenty years of experience in coaching, consulting, training, and development. Main focus on agile processes, patterns, project management, adaptive organizations, and advanced object-oriented design.

Jutta Eckstein works as an independent coach, consultant, and trainer. She holds a M.A. Business Coaching & Change Management, a Dipl.Eng. Product-Engineering, and a B.A. in Education. Her know-how in agile processes is based on over fifteen years’ experience in project and product development. She has helped many teams and organizations all over the world to make the transition to an agile approach. She has a unique experience in applying agile processes within medium-sized to large distributed mission-critical projects. This is also the topic of her books 'Agile Software Development in the Large', 'Agile Software Development with Distributed Teams', and 'Retrospectives for Organizational Change'. She is a member of the Agile Alliance and a member of the program committee of many different European and American conferences in the area of agile development, object-orientation and patterns. At the last election, Jutta has been designated for the Top 100 most important persons of the German IT.

Stay in touch with Jutta:

  • @juttaeckstein

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Reader Testimonials

Ken Schwaber, Co-developer of Scrum
Ken Schwaber, Co-developer of Scrum

From the founder and director of the Agile Alliance, the Scrum Alliance, and

Jutta is a highly regarded professional whom I know personally and professionally. ... She is what I regard as a thought leader in agile processes and patterns. As such, she hs a lot to say and the industry will be the better for her guidance and advice.

James Noble, Coauthor of Small Memory Software
James Noble, Coauthor of Small Memory Software

From the Victoria University of Wellington: This is the first book addressing large projects

The major strengths of this book are the topic area - of growing importance to both practitioners and educators world-wide- and the down-to-earth, pragmatic tone in the writing. Other XP books address small projects in idealized, greenfield environments: This book is the first I am aware of addressing large projects within more traditional environments.

Table of Contents

  • Acknowledgments
  • 1. Introduction
    • 1.1 Questioning Scaling Agile Processes
    • 1.2 Examining Largeness
    • 1.3 Raising Large Issues
    • 1.4 Specifying the Projects in Focus
    • 1.5 Detecting the Agile Method for Scaling
    • 1.6 Identifying the Reader
    • 1.7 Revealing the Structure of the Book
  • 2. Agility and Largeness
    • 2.1 Fundamentals of Agile Processes
      • The Agile Manifesto
      • Agile Methods Considering Largeness
    • 2.2 Agile Principles Under a Large Magnifier
    • 2.3 Cloak Agile Process
    • 2.4 People Shape the Process
      • Culture of Change
      • Adaptation
      • Communication
    • 2.5 Mistrust in Applicability
      • Documentation
      • Design
      • Testing
      • Refactoring
    • 2.6 Summary
  • 3. Dealing with Large Teams
    • 3.1 People
      • Responsibility
      • Respect and Acceptance
      • Trust
    • 3.2 Team Building
      • Building Teams and Subteams
      • Team Roles
      • Team Jelling
    • 3.3 Interaction and Communication Structures
      • Open-plan Office
      • Flexible Workplace
      • Encouraging Communication
      • Communication Team
    • 3.4 Trouble shooting
    • 3.5 Virtual Teams
      • Distributed Teams
      • Open Source
    • 3.6 Summary
  • 4. Dealing with the Process
    • 4.1 Defining the Objectives
    • 4.2 Providing Feedback
    • 4.3 Short Development Cycles, Iterations, and Time-boxing
    • 4.4 Planning
      • Result-Oriented Planning
      • Planning Tools
    • 4.5 Integration
      • Integration Strategy
      • Integration Team
      • Tools for Configuration Management and Version Control
    • 4.6 Retrospectives
      • Attendance
      • Techniques
    • 4.7 Getting Started with an Agile Process
      • Learn from History
      • Start Small
      • Finalizing the Architecture
      • Grow Slowly
    • 4.8 Culture of Change
      • Learn and Change Processes
      • Introducing Change
      • Force Courage
    • 4.9 Summary
  • 5. Dealing with the Technology
    • 5.1 Architect and Architecture
      • Architectural Lead
      • Simple Architecture
      • Architecture as a Service
    • 5.2 Avoid Bottlenecks
    • 5.3 Ownership
    • 5.4 Choosing Technology
    • 5.5 Techniques and Good Practices
      • Testing
      • Refactoring
      • Standards
    • 5.6 Summary
  • 6. Dealing with the Company
    • 6.1 Communication and Organization Structure
    • 6.2 Project Planning and Controlling
      • Planning
      • Controlling
      • Fixed-price Projects
    • 6.3 Enterprise-wide Processes
      • Process and Methodology Department
      • Enterprise-wide Processes
      • Certification and Adaptation of a Process
    • 6.4 Enterprise-wide Tools and Technology
    • 6.5 Quality Assurance and Quality Control
    • 6.6 Departments on the Edge
      • Human Resources
      • Legal Department
      • Marketing
      • Production
    • 6.7 The Customer
      • The Role of the Customer
      • Integrating the Customer
    • 6.8 Company Culture shapes Individuals
      • Skills
      • Providing Training
      • Establishing a Learning Environment
    • 6.9 Resources
      • Insourcing
      • Outsourcing
      • Full-Time and Part-Time Project Members
    • 6.10 Summary
  • 7. Putting it all together: A Project Report
    • 7.1 The previous History
    • 7.2 The Customer
    • 7.3 The Team
    • 7.4 Organizational Departments
      • Process and Methodology
      • Tools and Technology
      • Quality Control and Assurance
      • Project Planning and Controlling
    • 7.5 Starting Off
    • 7.6 Growing the Team
      • Learning from Previous Problems
      • Training
      • Establishing Short Iterations
      • Learning to Reflect
      • Enabling Communication
      • Dealing with Outsourced Teams
    • 7.7 Unresolved Issues
    • 7.8 Summary
  • 8. Afterthoughts
  • References
    • Books
    • s URLs
  • About Jutta Eckstein
  • Other Books by the Author
  • Notes

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