Download Learning Agile: Understanding Scrum, XP, Lean, and Kanban by Andrew Stellman, Jennifer Greene PDF
By Andrew Stellman, Jennifer Greene
Agile has revolutionized the best way groups procedure software program improvement, yet with dozens of agile methodologies to choose between, the choice to "go agile" could be difficult. This functional e-book is helping you style it out, first by means of grounding you in agile’s underlying rules, then by way of describing 4 specific—and well-used—agile equipment: Scrum, severe programming (XP), Lean, and Kanban.
Each approach specializes in a distinct sector of improvement, yet all of them objective to alter your team’s mindset—from people who easily persist with a plan to a cohesive workforce that makes judgements jointly. no matter if you’re contemplating agile for the 1st time, or attempting it back, you’ll find out how to pick out a mode that most closely fits your workforce and your company.
Understand the aim in the back of agile’s middle values and principles
Learn Scrum’s emphasis on undertaking administration, self-organization, and collective commitment
Focus on software program layout and structure with XP practices comparable to test-first and pair programming
Use Lean considering to empower your staff, get rid of waste, and carry software program fast
Learn how Kanban’s practices assist you bring nice software program by means of handling flow
Adopt agile practices and rules with an agile trainer
Read Online or Download Learning Agile: Understanding Scrum, XP, Lean, and Kanban PDF
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Extra info for Learning Agile: Understanding Scrum, XP, Lean, and Kanban
Sample text
The reason is that team members can only concentrate on what they know already, because for any one of them to expand past what they already know, they would need to have a good handle on what they don’t know yet. Asking a team to improve what they don’t know seems like a tall order! ly/water-scrum-fall. A Fractured Perspective | 31 Figure 2-2. Individual team members tend to add agile practices in areas of the project that they’re already good at, so the team only improves in those areas—and that’s why a fractured perspective leads to better-than-not-doing-it results.
The worst part about it was that if Dan had known about this earlier in the project, it wouldn’t have been difficult to change direction. But now, they had to rip out enor‐ mous amounts of code they’d already written, and replace it with code retrofitted from the video poker project. They spent weeks troubleshooting weird bugs that were caused by integration problems. Dan spent many late nights complaining to Bruce that this was 100% predictable, and that this almost always happens when code built 2 If you’re a project manager and you’ve prepared for the PMP exam, you’ve learned all about a waterfall pro‐ cess.
The daily standups are useful, but they mainly consist of each team member reciting his or her status—which Joanna dutifully writes down and commu‐ nicates to the stakeholders. It’s starting to feel more like she’s just a coordinator or organizer than a project manager in control of a project. She only focuses on status now, and that makes it difficult for her to spot obstacles and remove them for the team. The team is better at reacting to change, but that puts Joanna in a somewhat uncomfortable position where that’s all she’s focusing on: reacting, rather than planning.