Scaling Software Agility: Best Practices for Large Enterprises (Agile Software Development Series)
Author: Dean Leffingwell
“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 experience: 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 benefits: faster time to market, better responsiveness to changing customer requirements, andhigher 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.
• Part I provides an overview of the most common and effective agile methods.
• Part II describes seven best practices of agility that natively scale to the enterprise level.
• Part III describes an additional set of seven organizational capabilities that companies can master to achieve the full benefits of software agility on an enterprise scale.
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.
Foreword
Preface
Acknowledgments
About the Author
Part I: Overview of Software Agility
Chapter 1: Introduction to Agile Methods
Chapter 2: Why the Waterfall Model Doesn’t Work
Chapter 3: The Essence of XP
Chapter 4: The Essence of Scrum
Chapter 5: The Essence of RUP
Chapter 6: Lean Software, DSDM, and FDD
Chapter 7: The Essence of Agile
Chapter 8: The Challenge of Scaling Agile
Part II: Seven Agile Team Practices That Scale
Chapter 9: The Define/Build/Test Component Team
Chapter 10: Two Levels of Planning and Tracking
Chapter 11: Mastering the Iteration
Chapter 12: Smaller, More Frequent Releases
Chapter 13: Concurrent Testing
Chapter 14: Continuous Integration
Chapter 15: Regular Reflection and Adaptation
Part III: Creating the Agile Enterprise
Chapter 16: Intentional Architecture
Chapter 17: Lean Requirements at Scale: Vision, Roadmap, and Just-in-Time Elaboration
Chapter 18: Systems of Systems and the Agile Release Train
Chapter 19: Managing Highly Distributed Development
Chapter 20: Impact on Customers and Operations
Chapter 21: Changing the Organization
Chapter 22: Measuring Business Performance
Conclusion: Agility Works at Scale
Bibliography
Index
See also: Matt Martinez Mextex or Mod Mex
Does IT Matter?: Information Technology and the Corrosion of Competitive Advantage
Author: Nicholas G Carr
A Bold Manifesto on the Future of Information Technology
Over the last decade, and even since the bursting of the technology bubble, pundits, consultants, and thought leaders have argued that information technology provides the edge necessary for business success.
IT expert Nicholas G. Carr offers a radically different view in this eloquent and explosive book. As IT's power and presence have grown, he argues, its strategic relevance has actually decreased. IT has been transformed from a source of advantage into a commoditized "cost of doing business"-with huge implications for business management.
Expanding on Carr's seminal Harvard Business Review article that generated a storm of controversy, Does IT Matter? provides a truly compelling-and unsettling-account of IT's changing business role and its leveling influence on competition.
Through astute analysis of historical and contemporary examples, Carr shows that the evolution of IT closely parallels that of earlier technologies such as railroads and electric power. He goes on to lay out a new agenda for IT management, stressing cost control and risk management over innovation and investment. And he examines the broader implications for business strategy and organization as well as for the technology industry.
A frame-changing statement on one of the most important business phenomena of our time, Does IT Matter? marks a crucial milepost in the debate about IT's future.
May 6, 2004 - New York Times
lays out the simple truths...of information technology in a lucid way, with cogent examples and clear analysis.
April 2004 - The Economist
His argument is simple, powerful and yet also subtle.
May 2, 2004 - Boston Globe
Does IT Matter? engages the imagination and the emotions, a rare combination in a business book.
May 2004 - Financial Times
coolly written [and] intellectually engaging.
May 24th, 2004 - BusinessWeek
The book is a worthwhile guide to where tech is headed for the long term.
eWeek
Carr's work is thorough ... IT thinking rarely gets a contribution of this caliber. Read it. (May 24,2004)
Soundview Executive Book Summaries
In a May 2003 article in the Harvard Business Review entitled "IT Doesn't Matter," Nicholas G. Carr introduced the idea that information technology (IT) does not provide a competitive advantage to companies in a strategic manner. In Does IT Matter?, Carr argues that IT has become a commodity, and because the very nature of strategy requires differentiation, IT cannot possibly qualify. Although IT has made spectacular gains in the last half century, it is no different than other disruptive technologies that have transformed the world since the beginning of the Industrial Revolution. It may have provided a differentiated advantage to some companies early on, but over time IT has grown cheaper and more standardized so that it is easily accessible to everyone.
IT can be used to supplement and improve strategy implementation, but it is not the foundation of a competitive advantage. To handle this new approach to IT, executives will have to prevent the commoditization of IT architecture and applications from destroying their companies' barriers to competitive advantages. Although that role is not yet entirely clear, executives need to prepare for the prospect that IT doesn't matter to strategy.
One of the greatest discoveries of the 20th century was the microprocessor. It dramatically improved the efficiency of the earlier supercomputers and changed the way the world did business. It moved us from mainframes to local area networks to personal computers. It created the proliferation of information technology (IT) and its infrastructure, which were the major forces shaping business over the last 40 years.
Corporate spending habits reflect the great importance of IT to business. In 1965, corporate spending on IT was about 5 percent of capital expenditures. It grew to 15 percent in the 1980s, 30 percent in the early 1990s, and over 50 percent by the turn of the century. Even with the recent slowdown in IT spending due to the bursting of the Internet bubble, the average company still invests as much in IT as in all other capital expenditures combined.
Attitudes and practices changed as well. Twenty years ago, computers were considered suitable only for low-level employees. Now, any senior executive without one is a dinosaur. Once networks and then the Internet emerged, executives finally took notice and focused on the strategic implications of IT on a wide scale and how it could be used to create competitive advantages.
There is an assumption in the business world that the strategic advantage of IT has increased with its ubiquity. This is incorrect. Scarcity, not ubiquity, makes a business resource strategic. By now, the core functions of IT - data storage, data processing, and data transport - are available and affordable to all businesses. It is the cost of doing business for all, but it provides distinction to none. Without distinctiveness, the only basis for competition is pricing, which eventually slashes prices close to cost, and squeezes out profit. Investments in resources that provide differentiation can deliver higher profits, while commodity inputs cannot. Only when a company can distinguish commodity resources from those that have a potential competitive advantage will it avoid wasted cash and strategic dead ends.
The transformation of IT from a source of advantage to the cost of doing business raises many challenges. Executives need to re-examine spending and management of IT and rethink relationships with vendors. Different companies will reach different conclusions, but most will find that as IT merges into general business infrastructure, mitigating risk and controlling cost will become more important than pursuing innovation and new investments.
IT is probably best understood as the latest in a series of broadly adopted technologies that have reshaped industry, such as the steam engine, the railroad, and electricity. All briefly gave competitive advantages to forward-looking companies, but then became commodities. Over time, they mattered less to the competitive fortunes of individual companies.
Information technology is headed in the same direction. As IT's advantage dissipates, its great transformational power fades in a necessary and natural process. Only by becoming a shared and standardized infrastructure will IT deliver its greatest economic and social benefits and fulfill its potential.
Table of Contents:
Preface
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