Index
Note: Page numbers followed by f indicate figures; those followed by n indicate notes.
Abran, Alain, 2
Acceptance criteria
defined, 273
user stories, 119–121, 123–124
Acceptance test-driven development (ATDD), 180
Acceptance tests
automated testing for, 200
defined, 273
value of, 205
Accountability
defined, 273
Adaptability
of executives, 37
of high-performing teams, 22, 43
inability of team members, 26–27
as response to change, 6
Adaptive Software Development (ASD), 273
Agile
coach, 99
defined, 273
organizational culture. See Organizational culture
Waterfall vs., 3
Agile Alliance
formation of, 6
interview with first chairman, 9–12
overview of, 4
yearly conference, 8
Agile approaches
comparing, 50
Dynamic Systems Development Method (DSDM), 57–59
Extreme Programming (XP), 50–53
Feature-Driven Development (FDD), 56–57
Lean Software Development, 59–60
overview of, 49
tools and techniques at Cayman Design, 66
Agile Certified Professional (PMI-ACP), 65
Agile, history
Cayman Design, 8
overview of, 1
of software methodologies, 2
quality emphasis, 180
Agile Marketing Manifesto, 253–255, 258–259
Agile (Scrum) rooms, 24
Allan, Scott, 254
Anderson, David J., 50, 60, 216
Application owner, 98
ASD (Adaptive Software Development), 273
ATDD. See Acceptance test-driven development (ATDD)
Atkinson, Philip, 16
Automated testing
defined, 274
Waterfall vs. Agile, 207
Backlog. See Product backlog; Sprint backlog
BAs. See Business analysts (BAs)
Beck, Kent, 4, 10–11, 50, 97, 160, 163, 216–217, 228
Beedle, Mike, 4, 21, 54, 75, 79, 80, 89
Behavior-driven testing, 205, 274
Benington, Herbert D., 2
Bennekum, Arie van, 4
Berman, K. F., 79
Beta launch, 250
Big boss role, Extreme Programming (XP), 97, 104, 274
Boards, Kanban, 65, 67, 213–216
defined, 274
finding with mapping, 153
Kanban focus on, 105, 213–214, 216
benefits of work in progress (WIP) limits, 215
defined, 276
including in product backlog, 165, 175
minimizing defect backlog, 197–198
tracking quality of product, 224
Builds
Extreme Programming (XP), 53
Feature-Driven Development (FDD), 57
integration, 198
Burn-down charts
defined, 274
Scrum project, 55
Burn-up charts
defined, 274
Scrum project, 55
Business
management responsibility for process flow, 29
old form of requirements gathering and, 114
defined, 274
serving as product owner, 78, 100
serving as requirements gatherer, 96
specifying acceptance tests, 205
Business study phase, Dynamic Systems Development Method (DSDM), 58–59
Business value
enhancing requirements for, 128–129
prioritization based on, 75–76, 152–153
story prioritization for, 142
C3 (Chrysler Comprehensive Compensation System), 50
Cadence
in burn-up charts, 217
of customer feedback, 202
defined, 275
not adhering to meeting, 27
of successful software delivery, 230
Caine, Matthew, 97
Campaigns, marketing
adaptive/iterative vs. big bang, 254, 258–259
defined, 275
quick feedback from small, 246, 255
Carroll, John M., 3
Cass, John, 223
Cayman Design
feature management, 130, 249–250
as fictitious company used in this book, 8
implementing tools and techniques, 66
Kanban, 213
minimum viable product, 138
MoSCoW rules, 154
product owner role, 75
self-organizing teams, 34
shared vision, 133
teamwork, 31
Test-Driven Development (TDD) and refactoring, 183–186
validation through user surveys, 242–243
Certification, types of Agile, 64–65
Certified Scrum Developer (CSD) certification, 65
Certified Scrum Master (CSM) certification, 65
Certified Scrum Product Owner (CSPO) certification, 65
Certified Scrum Professional (CSP) certification, 65
Change
Agile Marketing Manifesto, 255
Agile principle of welcoming, 7
Agile value of, 6
case study. See John Deere case study
difficulties of organizational culture, 16
inability of team members, 26–27
John Deere case study, 267–268
principles of Kanban, 61
responsiveness of marketers to, 244–246
Waterfall vs. Agile methods, 3
Change control, 275
Chedalawada, Alan, 96
defined, 275
Sprint planning meeting, 167
Chief architect, Feature-Driven Development (FDD), 97
defined, 275
as implementation size story, 278
writing best practices, 122–123
Chrysler Comprehensive Compensation System (C3), 50
Classes, Feature-Driven Development (FDD)
defined, 275
development team, 98
ordering and assigning features to, 57
requirements approach using, 151–152
Coach
defined, 275
John Deere case study, 265–266
role of Agile, 99
Coad, Peter, 56
Cockburn, Alistair, 4, 10, 19, 50, 62–64, 67–69, 125, 159, 163, 219
Cohn, Mike, 18, 22, 40, 56, 74, 76, 82, 94, 102, 117, 118, 128, 150, 157, 163, 173–175, 229
Collaboration
Agile Marketing customer-focused, 240–244, 254
defined, 275
with individuals/interactions, 248
Kanban using, 62
optimizing team workspace, 21, 23–25, 45
team inability to adapt to, 26–27
team size best practice, 87
Collective ownership, Feature-Driven Development (FDD), 98
Colocation, workspace, 21
Color (x) continuum, Crystal, 62–63
Command and control
executives staying the course vs., 36–37
Commitment
effect on team velocity, 161–162
executive failure to honor team, 40
external roadmaps representing, 134
Extreme Programming (XP) phase, 168
lacking in unhealthy team, 27
Scrum master role in team, 81
Communications, requirements gathering and, 114, 132–136
Communicator
product owner role as, 84
project manager role as, 95
Scrum master role as, 80–81, 84
Conference rooms, 24
Consistency, Agile coach ensuring, 99
Continuous enhancements (deployments), 251
Continuous flow
defined, 275
time-boxing vs., 285
Continuous improvement
defined, 275
impacting team members, 18
management adopting, 29
pair programming for, 181
retrospectives emphasizing, 229
Continuous integration, 275–276
Cooper, Alan, 126
Corporate culture. See also Organizational culture, 16
Covey, Stephen, 133
Crispin, Lisa, 225
Crowd sourcing, 276
Crystal
architect role, 97
defined, 276
estimation process, 159
interview with Alistair Cockburn, 66–69
other Agile methodologies vs., 50
project manager role, 96
requirements, 126
user experience (UX) designer role, 98
CSRs (customer service representatives), 248
Culture
defined, 276
organizational. See Organizational culture
Cunningham, Ward, 4, 10, 164, 205, 278
Customer
as Agile first principle, 7, 240
Agile Marketing Manifesto, 253–255
as Agile value, 6
John Deere case study, 270
product owner role, 74
valuing individuals and interactions, 248
Customer service representatives (CSRs), 248
Customer-specific code, 131–132
Customer value, 59
Daily Scrum, 54–56, 226–228, 276
in Agile marketing, 259
John Deere case study, 267
Data-gathering process, 240, 247–248
De Luca, Jeff, 50, 56–57, 152, 223
Debugging, refactored code vs., 183
Decoupling code, 183
Defects. See also Bugs
benefits of work in progress (WIP) limits, 215
defined, 276
including in product backlog, 165, 175
tracking quality of product, 224–225
Definition of “done”
applications for other organizations, 252–253
defined, 276
product backlog grooming and, 163
Delight
defined, 277
in Kano, 155
marketing software to end user, 246
Deliverables
adaptive/iterative Agile Marketing, 254
internal roadmaps viewing, 134
Lean development speeding up, 137
Delphi method, 159
Demarco, Tom, 23
Design
Agile principle of good, 7
Dynamic Systems Development Method (DSDM) iteration phase, 59
Feature-Driven Development (FDD) phase, 57
Detailed backlogs, 150
Developer certification, Scrum, 65
Development team role, 98
Dreher, J. C., 79
Driver, paired programming, 181, 277
Dynamic Systems Development Method (DSDM)
certification, 65
defined, 277
other Agile methodologies vs., 50
Emergent backlogs, 150
managers developing, 29
managers optimizing success of, 30–31
managers trusting, 30
team velocity, 161
Enhancing requirements, 126–129
Enterprise architect role, 97
breaking down into child stories, 122–123
as deeper stories in backlog, 15
defined, 277
Equivalence, mathematical, 183
Estimatable user story, 117
Estimated backlogs, 150
hours, 156
ideal time (days or hours), 156
level of effort (T-shirt sizing), 155–156
Sprint planning session using, 166–167
tips, 175
user stories in Extreme Programming (XP), 125
embracing evolving requirements, 35
John Deere case study, 265
overview of, 34
Experiments, Agile Marketing Manifesto, 255
Exploration phase, Extreme Programming (XP) planning game, 168
External roadmaps, 134
collective ownership, 98
comparing Agile methodologies, 50
definition of “done,” 163
Dynamic Systems Development Method (DSDM) complementing, 58
estimation process, 160
frequent releases, short development cycles, 51–52
project manager role, 96
regular builds, integration tests, and rapid feedback, 53
requirements, 125
team coach role, 97
velocity, 163
Face-to-face communication
addressing issues immediately, 21
as Agile principle, 7
as Agile value, 5
defined, 277
in Extreme Programming (XP), 217
overcoming for team members not colocated, 23
Failure/risks
FDD. See Feature-Driven Development (FDD)
Feasibility study phase, Dynamic Systems Development Method (DSDM), 58
Feature-Driven Development (FDD)
certification, 65
classes, 98
defined, 277
other Agile methodologies vs., 50
Feature list, Feature-Driven Development (FDD) process, 57
Features
defined, 277
Feature-Driven Development (FDD) requirements, 151–152
internal roadmaps viewing, 134
managing for marketplace, 248–250
Feedback
Agile Marketing Manifesto and, 254
changing length of cycle for, 245–246
customer collaboration for, 240–244
defined, 278
Extreme Programming (XP) rapid, 53
Kanban ensuring, 62
limited audience, 250
Sprint review for, 228
Felsing, Mac, 56
Fibonacci sequence, 157–158, 278
Fist of five
applications beyond development, 252
as self-organizing team, 86–87
Formats, user story, 115–117, 125
Forrester Research reports, 243–244
Fowler, Martin, 4, 10, 163, 182, 216, 217, 228
Framework for Integrated Test (FIT), 205, 278
Frequent delivery
defined, 278
executive viewpoint, 35
in Extreme Programming (XP), 51–52
Full-time
Functional manager, 83
Functional model iteration phase, Dynamic Systems Development Method (DSDM), 59
Funding, project manager role, 95
Gartner Research Methodology reports, 243
Global positioning system (GPS) software, John Deere, 263
Goals (objectives), executive focus on, 39
Godin, Seth, 245
Gottesdiener, Ellen, 133, 141–143
Goyal, Sadhna, 125
Gregory, Janet, 225
Grenning, James, 4
Griffiths, Mike, 223
Griggs, Brandon, 39
Grooming and planning. See also Product backlog grooming
Extreme Programming (XP) planning game, 167–168
Kanban, 171
maintaining legacy code, 168–169
overview of, 150
Scrum product backlog grooming, 160–165
Scrum sprint planning, 165–167
Grosjean, Jean Claude, 126
Hardness (y) continuum, Crystal, 62–63
Hartman, Bob, 38
Honesty, team member, 22
Hours
estimating ideal time, 156, 278
Human beings, team members known first as, 22
Human-computer interaction (HCI), 127–128, 278
Hunt, Andrew, 4
Hunton, Steve, 83
ICAgile Professional, Certified, 65
Ideal time (hours, days), 156, 278
Implementation
Agile coach role, 99
Dynamic Systems Development Method (DSDM), 59
executive focus on simplicity of, 39
Implementation size story. See Child story
Incremental development, Crystal, 64
Independent user story, 117
Individual workstations, 23–24
Individuals
Agile principle of, 7
Information radiators, 221–222, 278
Integration
defined, 275
Extreme Programming (XP) tests for, 53
Integrity, Lean software development, 137
Intelligent Solutions Group (ISG), John Deere, 263, 265
Intended technical debt, 164
Interactions
as Agile principle, 7
Interview(s)
with Ellen Gottesdiener and Mary Gorman, 141–143
gathering data from customers, 241
with Robert Martin (Uncle Bob), 9–12
IT manager, as Scrum master, 83
Iterations
Agile Marketing Manifesto, 254
Agile software development, 3
defined, 279
Dynamic Systems Development Method (DSDM), 58–59
Extreme Programming (XP), 51–52, 168
James, Michael, 87
Jeffries, Ron, 4
Jira Agile tool, backlog in, 151–152
John Deere case study, 263–271
Jones, Capers, 156
Kanban
certification, 65
defined, 279
no prescribed roles in, 99
other Agile methodologies vs., 50
planning and executing, 171
primary characteristics, 212–213
Scrum vs., 213
work in progress limit, 214–216
Kano, Noriaki, 154
Kaplowitz, Michael, 242
Kern, Jon, 4
Khramtchenko, Serguei, 125
Laja, Peep, 242
Langr, Jeff, 204
Large multinational company, roles, 101–103
Lead developer, as Scrum master, 82–83
Lead time, measuring, 213, 215–216
Lean
defined, 279
eliminating waste. See Waste
estimation process, 160
pull scheduling system, 163
value stream mapping, 153
Lean software development
defined, 279
other Agile methodologies vs., 50
roles, 96
Learning, Lean software development amplifying, 137
Lefebrve, Eric, 56
Legacy code, maintenance of, 168–169
Lessons learned, continuous improvement, 18
Level of effort (LOE), 155–156, 279
Liaison, Scrum master role as, 80–81
Limited audience, delivering products to, 250
Maccherone, Larry, 230
Maintenance, legacy code, 168–169
asking questions, not solutions, 28–29
clearing roadblocks, 29
John Deere case study, 268
Manifesto for Agile Software Development. See Agile Manifesto
Manual testing
defined, 279
overview of, 199
Marick, Brian, 4
Marketing
continuous enhancements, 251
customer-specific code, 131–132
feature management, 130–131, 248–250
John Deere case study, 270
soft launch with limited audience, 250
Martin, Robert C. (Uncle Bob), 4, 9–12, 183, 207
Matts, Chris, 233
McConnell, Steve, 2
McGregor, Douglas, 29
McKenna, Jeff, 54
McMahon, Mary, 250
Measurement. See Metrics
Meetings. See also Daily stand-up meetings; Retrospective meeting; Sprint demo (review); and Sprint planning meeting
Scrum master adherence to, 81
sharing vision in, 133
teams lacking commitment to, 27
tracking and reporting, 226–230
Mellor, Steve, 4
Method extraction, refactoring code, 195
defined, 279
executives valuing wrong, 41–42
writing data collectors into software code, 247–248
Microtests
automated testing for, 200
defined, 280
as workhorse of Agile projects, 204
Mid-sized companies, roles, 100–101
Milestones, executive viewpoint on, 35
Miller, Lynn, 128
Minimum variable product (MVP), 137–139, 280
Model, Feature-Driven Development (FDD) process, 57
Moore, James W., 2
defined, 280
Dynamic Systems Development Method (DSDM), 59, 125–126, 154
Muldoon, Nick, 253
Multivariant testing, 242–243, 280
Mura, muri, muda. See also Waste, 216, 232, 286
Negotiable user story, 117
Nonverbal
cues in face-to-face communication, 277
defined, 280
Observer, paired programming, 181, 280
executive view. See Executive viewpoint
failure to engage rest of, 40–41
John Deere case study, 266–267
management view. See Management viewpoint
moving to Agile requiring, 16
team member view. See Team viewpoint
why it matters, 16
Over, as Agile Manifesto term, 5
Ownership
failure of management to release, 33
management vs. team members, 28
product owner. See Product owner role
Scrum product, 54
Pair programming
defined, 280
in Extreme Programming (XP), 51, 53
overview of, 181
refactoring example of, 184
value of, 204
Parent story
defined, 280
as epics. See Epics
writing child stories underneath, 119
Parking lots, Feature-Driven Development (FDD), 222–223, 280
Part-time positions, 82
Participation, team coach, 97
Permanent position, Scrum master, 82
Personality traits, Scrum master, 79
Personas, enhancing requirements, 126–127
Personnel. See Employees
Physical workspace
collaborative, 45
Pichler, Roman, 74, 105–107, 117, 121, 247
Pigs and chickens. See Chickens and pigs
Planning
grooming and. See Grooming and planning
Planning game, Extreme Programming (XP), 167–168, 287
Pod arrangement, physical workspace, 21
Policies, Kanban, 62
Poppendieck, Mary and Tom, 50, 56, 59, 137–138, 160, 163
Portfolio management, 281
Postmortem, continuous improvement, 18
Pre-Agile organizations
Primary personas, 126
Principles
Agile Marketing Manifesto, 253–255
Dynamic Systems Development Method (DSDM), 58
Lean software development, 60, 137–138
Priorities
defined, 281
improving backlog quality, 150
capturing/updating requirements, 106–107
defined, 281
in Feature-Driven Development (FDD), 151–152
iceberg, 118
internal roadmap view of, 134–136
prioritizing stories in, 152–155
testing user stories for business value, 128
bugs, 165
Cohn on, 174
defined, 281
definition of “done,” 163
Feature-Driven Development (FDD), 151–152
inclusion of technical debt, 163–164
optimizing workspace for, 24
overview of, 160
Product backlog iceberg, 118
Product owner certification, Scrum, 65
breaking down epics into child stories, 118
Cayman Design example, 75
chickens and pigs role assignment, 89–90, 167
defined, 281
in Extreme Programming (XP), 96
John Deere case study, 269–270
overview of, 74
product backlog grooming, 160–165
release management, 77
sharing vision, 133
Sprint reviews, 228
user story writing best practices, 121–124
work in progress limits for, 215
Project champion role
defined, 281
in Dynamic Systems Development Method (DSDM), 95
importance of, 104
product owner as, 74
Project management office (PMO), 281
Project manager role
other Agile methodologies, 96
as Scrum master, 83
Project sponsor role
defined, 281
other Agile methodologies, 95
overview of, 93
Prospects, gathering data from, 241
Prototypes
defined, 281
Dynamic Systems Development Method (DSDM) reliance on, 59
marketing software using, 246–247
Public commitment, 281
Pull scheduling system, Lean, 163
Quality
automated testing for, 199–202
creating culture focused on, 180–182
customer feedback for, 202–203
manual testing for, 199
overview of, 180
pair programming for, 181
refactored code. See Refactored code
test-driven development for, 181–182
triple constraints and, 170
Quality assurance (QA)
defined, 281
role of team members in, 16
as Scrum masters, 84
Questions, management asking, 28–29, 32
Randell, Brian, 3
Rapid application development (RAD), 58
Rapid delivery, 35
Rapid feedback
continuous integration to provide, 275
in Extreme Programming (XP), 53, 277
Rational Unified Process (RUP), 64, 281
deferred, 164
defined, 281
importance of, 11
improving code via, 207
minimizing defect backlog, 197–198
more complex test cases, 191–193
Test-Driven Development (TDD) example of, 183–186
test scenarios, 186–191, 194–197
Reflection meetings, Crystal rules, 64
Regular builds, Extreme Programming (XP), 53
Relationships
team dynamics of, 22
team members lacking commitment to, 27
unhealthy team dynamics, 25–26
Release management
defined, 282
Extreme Programming (XP) planning game, 168
product owner role, 77
project manager role, 94
Requirements
breaking into user stories, 74
executives embracing evolving, 35
Scrum product backlog listing, 54
Requirements gatherer role, 95–96
Requirements gathering/documentation. See also Scrum, Agile requirements in
Crystal, 125
Dynamic Systems Development Method (DSDM), 125–126
Extreme Programming (XP), 124–125
Feature-Driven Development (FDD), 125
Lean product development and MVP, 137–139
old forms of, 114
from user stories to deliverables, 129–132
Resources, triple constraints and, 169–170
Resources, virtual
high-performing teams incorporating, 23
inability to adapt, 26
strategy for, 45
defined, 282
as postmortem or lessons learned, 18
Return on investment (ROI), 153
Rework
coupling when refactoring code to minimize, 183
defined, 282
sharing vision to avoid, 133
Rigid planning, 254
Risk
prioritization of stories and, 153
project manager role, 95
Roadblocks, clearing, 29, 79–80
ROI (return on investment), 153
Roles
Agile coach, 99
chicken and pigs concept, 88–90
documentation and training, 98–99
John Deere case study, 266
not prescribed in Kanban, 99
overview of, 73
project manager, 96
project sponsor, 95
Rosson, Mary Beth, 3
Rotating, Scrum master role, 82
Rouse, Margaret, 247
Rules, Crystal, 64
Scalable Agile Framework (SAFe), 66, 282
Schwaber, Ken, 4, 21, 50, 54, 75, 79, 80, 89
Scope
defined, 282
managing committed features, 249–250
triple constraints on, 169–170
Scrum
certifications, 65
defined, 282
Kanban vs., 213
other Agile methodologies vs., 50
physical workspace, 21
rugby play, 54
team, 282
overview of, 114
user story writing best practices, 121–124
Scrum master certification (CSM), 65
Scrum master role
adherence to best practices, 81
breaking down epic into child story, 118
as communicator and liaison, 80–81
controlling daily stand-up meeting, 227
defined, 282
as full-time or part-time, 81–82
handling product backlog grooming, 160–165
leading Sprint demo, 228
as permanent or rotating, 82
personality traits of, 79
product owner and, 83
user story writing best practices, 121–124
Scrum Product Owner (CSPO) certification, 65
Scrum roles
“chicken and pigs” concept, 88–90
practical examples of, 90–93, 99–103
Scumniotales, John, 54
Self-managing teams. See Self-organizing teams
Agile principle of, 7
defined, 283
management failure to support, 34
unhealthy team dynamics, 25–26
Sequential software development, 3, 9, 51–52
Shore, James, 167
Shorr, Brad, 247
ShuHaRi, 283
Signboard, Kanban, 60
Silos
customer-focused collaboration over, 254
defined, 283
value stream mapping and, 153
Simplicity
Agile principle of, 7
defined, 283
executive focus on, 39
Sizing
defined, 283
as estimating. See Estimating
Small user story, 117
SME. See Subject matter expert (SME)
Smith, Will, 254
Social media
banner advertisements on, 244–245
brand management and, 245
crowd sourcing through, 276
Soft launch, 250
Software craftsmanship manifesto, 11–12
Software development (engineering)
Extreme Programming (XP), short cycles of, 51
Waterfall, 2
Software Engineering Body of Knowledge, 2
Spagnuolo, Chris, 127
Spike, 283
Sprint
affecting team velocity, 161–162
customer-specific code, 132
defined, 283
maintenance of legacy code, 168
Sprint demo (review), 228, 283
Sprint planning meeting, 174–175, 283
Sprint retrospective. See Retrospective meeting
Stakeholder feedback sessions
customer participation in, 202
in Sprint review. See Sprint demo (review)
Stakeholders
collaborating with, 95, 132–133, 142–143
defined, 284
in Dynamic Systems Development Method (DSDM), 58–59
frequent delivery and, 19
involvement with teams, 45
sharing vision with, 133
silent in daily stand-up meeting, 227
Sprint review with, 228
team velocity and, 162
understanding definition of “done,” 163
Start-up company, 100
Status checks, burn-down charts, 219–221
Staying the course, executives, 36–37
Steering phase, Extreme Programming (XP) planning game, 168
Sterling, Chris, 85
Stories. See User stories
Story points
burn-up charts depicting progress, 217–219
defined, 284
estimating, 156
team velocity based on, 161–163
defined, 283
in large multinational company, 102
removing impediments, 80
Successes, Agile
Surveys
defined, 284
validation through user, 241–244
Sustainable development
Agile principle of, 7
defined, 284
executive responsibility for, 38
Sutherland, Jeff, 4, 39, 50, 54, 82, 150
System test
automated testing for, 201
defined, 284
Task boards
defined, 284
Tasks
defined, 284
selected by team members, 166–167, 173
in self-organizing teams, 87
setting work in progress (WIP) limits, 215
TDD. See Test-Driven Development (TDD)
Team, role of
consistency in membership, 88
full-time membership, 88
overview of, 84
size, 87
continuous improvement, 18
frequent delivery, 19
overview of, 16
“us versus them” scenarios, 20
Teamwork
daily stand-up meetings, 227
defined, 284
fictitious Cayman Design, 8
individuals and interactions within, 248
John Deere case study, 265–266
Lean software development empowering, 137
maintaining legacy code, 168–169
managers optimizing success of, 30–31
role of development, 98
Technical debt, 163–164, 284–285
Technical excellence
Agile principle of, 7
defined, 285
Territorialism, 33
clean code and refactoring with, 11
defined, 285
in Extreme Programming (XP), 51
managing product quality, 181–182
value of, 204
Testing
enhancing quality, 180
Extreme Programming (XP) integration, 53
manual, 199
us vs. them mentality in, 20
user stories, with acceptance criteria, 117–119, 123–124
Themes, Agile Manifesto principles, 7–8
Theory X managers, 29–30, 32–33
Thomas, Dave, 4
Time
Agile executives valuing wrong metrics, 41
in Sprint planning session, 166–167
triple constraints and, 169–170
Time-boxed
defined, 285
DSDM reliance on, 59
Scrum process, 54
Tracking and reporting
with burn-down charts, 219–221
in Extreme Programming (XP), 216–217
in Feature-Driven Development (FDD), 222–223
with Gantt charts, 223
with information radiators, 221–222
with meetings or ceremonies, 226–230
overview of, 212
project manager role, 95
with stoplight charts, 223
Training
affecting team velocity, 161
John Deere case study, 266
Transparent development, 202, 285
Travel budgets, for virtual resources, 23
Triple constraints, 169–170, 285
Trust
consistency in team building, 88
defined, 285
pair programming building, 181
retrospectives emphasizing team, 229
Unhealthy team dynamics, 25–26
Unintended technical debt, 164
“Us versus them” scenarios, 20
Usability
customer feedback via testing of, 202
defined, 285
user experience designer. See User experience (UX/UI) designer
Use cases, 285
User acceptance testing (UAT), 286
User experience (UX/UI) designer
defined, 286
marketing working software with, 247
role, 98
User interface (UI), testing, 201
as conversation starters, 143
customer-specific code and, 131–132
defined, 286
delivering value to marketplace, 129–132
in Extreme Programming (XP), 124–125
John Deere case study, 268–269
overview of, 115
prioritizing in product backlog, 152–155
product owner role in, 74
in Sprint demo, 228
in Sprint planning session, 166–167
writing best practices, 121–124
Validation
Agile Marketing using data, 253
data-gathering process, 240–244
defined, 286
Valuable user story, 117
Value stream mapping, 153, 286
Values
Agile Marketing Manifesto, 253–255
Crystal, 64
of individuals and interactions, 248
Velocity
defined, 286
executives valuing wrong metrics, 41
working at consistent, 234
Video tools, 23
Virtual resources
inability to adapt, 26
strategy for, 45
teams incorporating, 23
Vision
defined, 286
Visual workflow, Kanban, 61
Vizdos, Michael, 89
Wake, Bill, 117
Waste. See also Bottlenecks
in estimation process, 160
Lean eliminating, 59–60, 67, 137
as muda, muri, and mura, 216, 232, 286
removing with mapping, 153
Waterfall
defined, 286
traditional use of, 2
Waterfall, Agile vs.
comparing, 3
cultural perspective, 45
customer-specific code vs., 131–132
quality-focused culture vs., 180–181
requirements gathering vs., 114
self-organizing teams vs., 87
Whiteside, J. Bennett, 2
Williams, Laurie, 4
Work in progress (WIP) limits
defined, 287
determining, 234
Workflow
discussing in retrospective, 229
applications beyond development, 251
defined, 287
team role in, 84
topics, 85
Working software
Agile principle of, 7
Agile value of, 5
defined, 287
Workspace
impact on team member of physical, 20–21, 45
inability to adapt to collaborative, 26–27
Wu, Liming, 159
XP. See Extreme Programming (XP)
Zurcher, F. W., 3