Index
A
Acceptance Test-Driven Development (ATDD), 134, 166
Acceptance testing
Agile process, 171
specifications, 165
Agile Developer: A Guide to Better Programming and Design (Shalloway and Bain), 203
Agile manifesto, xxx–xxxii
benefits overview, 26
business value added in, 26–31
continuous process improvement, 179
core beliefs, xxxvii
customer needs clarification in, 31–34
IT organizations, 178–179
knowledge-based product development and project management, 34–37
methods, 79
model, 237–243
new learning in, 78–79
obstacles, 170–171
principles and professionalism, 81–82
process, 79–81
product-centered development, 38, 174–177
starting, 173–174
team efficiency improvements, 38–39
transition guidelines, 172–173
“Where” question, 170
Agile/Scrum ellipse, 43
Air bubbles in cumulative flow diagrams, 99
Alexander, Christopher, 41, 82
Ambiguity in communication, 161
Anderson, David J.
Kanban list, 228
Kanban: Successful Change Management for Technology Organizations, 229
Andres, Cynthia, 91
Anti-patterns in Scrum, 95–96
Architecture
in Iteration 0, 113–114
Product Coordination Team guidelines, 201
in Scrum, 85
software. See Software design and development
As-is value stream maps, 18–19
ATDD (Acceptance Test-Driven Development), 134, 166
Attitudes in Lean-Agile model, 240–241
Authority guidelines for Product Coordination Teams, 201
Automated acceptance testing
Agile process, 171
Scrum, 91
specifications, 165
Autonomation, 215
B
Backlogs
clear line of sight for, 148
Iteration 0, 113
with visual controls, 141–146
Backward-looking experiments, xxxv
Bain, Scott L.
Agile Developer: A Guide to Better Programming and Design, 203
Emergent Design: The Evolutionary Nature of Professional Software Development, 38, 91, 203
Balanced management, 184–185
Batch times in Lean, 220
Batching project analysis, 57–58
BDUF (big design up front), 207
Beck, Kent, 91
Beedle, Mike, 188
Berra, Yogi, xxxv
Bias issues in Scrum-of-Scrums, 195
Big design up front (BDUF), 207
Blame, 8–9
Bockman, Steve, 233
Bohr, Niels, 203
Books on Lean, 228–229
Bridges, William, 229
Bugs, preventing vs. finding, 158–160
Build phase
components, 31–32
visual controls for, 146–148
Burn-down charts, 152
Business role in Lean, 7
Business value
Agile for, 26–31
Product Coordination Team for, 200
in release planning, 127
C
Capability Maturity Model (CMM), xxxii
Case studies
building components, 31–32
financial services, 49
process control, 105
Product Coordination Teams, 199
release planning, 132
Scrum vs. Kanban, 101–103
CFDs (cumulative flow diagrams), 99
Change, design for, 206–207
Charts, burn-down and burn-up, 149–150, 152
Chickens and pigs story, 87
Churchill, Winston, 161
Clear line of sight, visual controls for, 148–150
Cleland-Huang, Jane, 28, 31, 229
Clobberation, 197
CMM (Capability Maturity Model), xxxii
Co-location of teams, 171
Cockburn, Alastair, 138
Code issues
Agile process, 171
safely changeable, 206–207
in team coordination, 197–198
Cofer, C. Morgan, 25
Coin-tossing analogy, 119
Collaboration
in product companies, 176–177
Scrum-of-Scrums, 194
Collison, Chris, 229
Colored dots for dependencies, 150
Command-and-control management, xxx
Commitment, deferring
with visual controls, 146
Communication
ambiguity in, 161
as goal, 9
in quality assurance, 162–163
Scrum-of-Scrums, 194
Completely unpredictable variables, 119
Complexity
iterative development for, 12
minimizing, 10–14
relative, 233
Components
building, 31–32
managing, 197
Conceptual framework, details for, 207
Connections in complexity, 233
Continuous learning and improvement
Agile process, 172
importance, 179
Toyota example, 215
Continuous release planning, 120–124
Controls, visual. See Visual controls
Coordination of teams, 193. See also Product Coordination Team (PCT)
challenges, 195–198
Scrum-of-Scrums approach, 194–195
Core beliefs
Agile model, xxxvii
Lean model, xxxvii–xxxviii
Waterfall model, xxxvi
Core functionality, 33
Costs in release strategies, 31, 128
Covey, Stephen, 73
Creating a Lean Culture: Tools to Sustain Lean Conversions (Mann), 229
Critical Path (Fuller), 172
Critiquing processes, xxxiv–xxxv
Crosby, Philip, 117
Cross-functional teams, 222–223
Cross-training, 185
Crossing the Chasm (Moore), 140
Crystal development system, 49
Culture
in Agile transition, 173
changing, 183
Cumulative flow diagrams (CFDs), 99
Customer needs and satisfaction, 3
Agile benefits for, 27
clarifying, 31–34
discovering, 13
Toyota example, 215
Customer organizations, 54–55
Customers
defined, 55
participation by, 164
Cycle times
in Lean, 67–68
in Little’s law, 217
in release planning, 122
D
Daily meetings in Scrum, 153, 188
Dates in release planning, 129–131, 135
Dean, Jimmy, 211
Death marches, 35
Decomposition in release planning, 122, 124
Defer commitment
with visual controls, 146
Define phase, visual controls for, 146–148
Degree of feedback, 120
Degree of predictability, 119–120
Degree of process definition, 118–119
Delays
batching project analysis for, 57–58
focus on, 15–16
releases for, 58
removing, 13
Delegation, 184
Delivery
costs, 31
dates, 135
incremental, 60
roles, 7
Deming, W. Edwards
on defects, 159
on management, 181
and Toyota, 214–216
Dependencies
between teams, 197
visual controls for, 150–153
Design, software. See Software design and development
Design patterns, 44
Design Patterns: Elements of Reusable Object-Oriented Software (Gamma, Helms, Johnson, and Vlissides), 81–82
Design Patterns Explained: A New Perspective on Object-Oriented Design (Shalloway and Trott), 203, 207
Deterministic processes, 118–119
Dijkstra, E. W., 1
Discover phase, visual controls for, 146–148
Documentation
for quality assurance, 165
in Scrum, 85
Drucker, Peter F., 53, 73, 181
E
Early learning, 37
Eisenhower, Dwight D., 117
Elaborating features, 128–129
Elevations in release planning, 124, 132–134
Embedded software in product companies, 177
Emergent Design, 11–12
Emergent Design: The Evolutionary Nature of Professional Software Development (Bain), 38, 91, 203
Emerson, Ralph Waldo, 109
End of development cycle, quality assurance at, 160–161
Enterprise Agility
getting to, 42–44
real value in, 44–50
Environment
in Iteration 0, 112–113
management role, 183
Errors, system, 8–9
Estimates
in Agile methods, 130
in release planning, 134
Evaluating
processes, 118–120
visual controls, 153
Executable specifications, 165
Existing systems, incremental delivery in, 60
eXtreme Programming (XP), xxix, 11
principles, 80
vs. Scrum, Kanban, and Lean, 103–104
Extreme Programming Explained (Beck and Andres), 91
F
Failing fast, 37
Fast-flexible-flow goal, 14–16, 223–227
Fault, assigning, 8–9
Fear
non-Agile projects, 35
planning without, 36–37
Feature-driven development, 49
Features
burn-up charts, 149–150
complexity, 233
MMFs. See Minimum marketable features
in release planning, 122–129
Feedback
in continuous planning, 122
degree of, 120
early, 37
JIT, as basis for, 17
Kanban, 96–97
late, 34–35
Lean portfolio management, 58–59, 61
levels, 43
Financial model for software, 27–31
Financial services case study, 49
FIT (Framework for Integrated Test), 165
FIT For Developing Software (Mugridge), 162
Five Whys technique, 19–20, 187
Flow in software development, 2–3, 14–16, 223–227
Focus
Lean, 219
product, 45
time, 15–16
Ford, Henry, 9
Foundational thinking of Lean, 238–242
Framework, Scrum as, 83–84
Framework for Integrated Test (FIT), 165
Fuller, R. Buckminster, 172
Fully determined systems, 119
G
Gamma, Erich, 81–82
Generalists on Scrum teams, 88
Goals in Agile process, 170
Growth, environment for, 183
Guidelines
Lean-Agile model, 239–240
transition, 172–173
H
Harmon, Kent, 228
Heintz, John, 100
Helms, Richard, 81–82
Higher-priority features in Lean portfolio management, 67
“How will I know I’ve done that?” question, 161, 163–165
Human nature issues in Scrum-of-Scrums, 194–195
I
Identification step
release planning, 126
value, 44–45
Impediment Lists, 153
Implementing Lean Software Development: From Concept to Cash (Poppendieck and Poppendieck), 228–229
Improvements
continuous learning and improvement, 172, 179, 215
from quality assurance, 161–163
team efficiency for, 38–39
testing for, 36
Incremental delivery in existing systems, 60
Information radiators, 138–139
Inspect-and-adapt in Scrum, 88–89
Installation costs in release strategies, 31
Integration
Agile process, 171
technical, 57
testing, elevations for, 132–134
Interruptions
minimizing, 63
in Scrum, 86
value added by, 139
Inventories, project portfolios for, 56–57
Investment periods in development projects, 28
Isolation of management, 190
IT organizations in Agile process, 178–179
Iteration 0, 109–100
checklist, 113–114
preparing for, 110–113
Iteration backlogs
clear line of sight for, 148
Iteration 0, 114
visual controls, 142–146
Iterative development
complexity and rework, 12
Product Coordination Team in, 200–201
Scrum vs. Lean, 93
vs. Waterfall projects, 34–35
J
Johnson, Ralph, 81–82
Jones, Daniel T.
on fast-flexible-flow goal, 15, 223
Lean Thinking: Banish Waste and Create Wealth in Your Corporation, 228–229
Just-In-Time (JIT) Design, 8, 207
benefits, 16–18
Lean Science, 217
release planning, 121
Toyota example, 215
with visual controls, 146
K
Kaizens, 184
Kanban boards, 98
Kanban Dev list, 228
Kanban software engineering, 49
advantages, 100–101
introduction, 96–97
in product companies, 174–175
vs. Scrum, 101–104
teams, 98–99
vs. XP and Lean, 103–104
Kanban: Successful Change Management for Technology Organizations (Anderson), 229
Kennedy, Michael
Product Development for the Lean Enterprise: Why Toyota’s System Is Four Times More Productive and How You Can Implement It, 228
Ready, Set, Dominate: Implement Toyota’s Set-based Learning for Developing Products and Nobody Can Catch You, 228
Knowledge
Lean-Agile software development model, 240–241
stewardship, 218–219
in team coordination, 198
Knowledge-based product development, 34–37
L
Ladas, Corey, 229
Laws in Lean-Agile model, 239
Leader’s Handbook: Making Things Happen, Getting Things Done (Scholtes), 229
Lean-Agile list, 228
Lean Development list, 228
Lean Enterprise Institute, 89
Lean portfolio management, 53
approach, 63–67
benefits, 61–63
overview, 58–61
planning cycles, 67–68
portfolio characteristics, 56–58
progress estimation and tracking, 68–69
project selection, 54–56
Lean software development
and Agile, 22
batch times, 220
benefits, xxxviii–xxxix
bodies of knowledge, 216–217
complexity and rework, 10–14
core beliefs, xxxvii–xxxviii
cross-functional teams, 222–223
defined, 5–6
fast-flexible-flow goal, 14–16, 223–227
fewer projects in, 219–220
JIT benefits, 16–18
knowledge stewardship, 218–219
learning about, 227
management, 218
methods, 79
minimum releasable features, 221
model, 237–243
new learning in, 78–79
organizational levels, 6–7
practicing, 226–227
principles and professionalism, 81–82
principles overview, 7–10
priorities and work-in-process, 221–222
process, 79–81
productivity and quality, 222
project focus, 219
root cause, 220–221
science, 217–218
vs. Scrum, Kanban, and XP, 103–104
Toyota example, 214–216
user groups, 228
value stream mapping, 18–22
visual controls in, 138–139
Lean Thinking: Banish Waste and Create Wealth in Your Corporation (Womack and Jones), 228–229
Lean thinking in Scrum, 92–94
Learning methods, 77–78
approaches, 103–105
continuous learning and improvement, 172, 179, 215
defining, 79
Kanban. See Kanban software engineering
learning early, 37
new ways, 78–79
principles and practices, 81–82
processes, 79–81
Scrum. See Scrum method
Learning to Fly: Practical Lessons from one of the World’s Leading Knowledge Companies (Collison and Parcell), 229
Levels, organizational, 6–7
Lewin, Kurt, xxxv
Line of sight
in Lean portfolio management, 62–63
visual controls for, 148–150
Little’s law, 217
Local perspective in Scrum-of-Scrums, 194–195
Look ahead stories, 151
Loopbacks in value stream mapping, 18–19
Lower risk, Agile benefits for, 27
M
Macroscopically predictable variables, 119
balanced approach, 184–185
environment, 183
importance, 187–188
improving, 190–191
Kanban, 98–99
knowledge creation, 185–186
Lean, 218
root cause determination, 186–187
in Scrum, 86
Scrum vs. Lean, 93
in software design, 208
for success, 189–190
Managing the Design Factory (Reinertsen), 229, 243
Managing to Learn: Using the A3 Management Process to Solve Problems, Gain Agreement, Mentor, and Lead (Shook), 229
Managing Transitions: Making the Most of Change (Bridges), 229
Mann, David, 229
Mapping, value stream, 18–22
Market position, Agile benefits for, 27
Maximizing business value, Product Coordination Team for, 200
Meetings in Scrum methods, 153, 188, 194
Members for Product Coordination Team, 199–200
Mentoring frameworks, Product Coordination Team for, 202
Methods, defining, 79
Metrics in Agile transition, 173
Microscopically predictable variables, 119–120
Minimum marketable features (MMFs)
defined, 31
in IT organizations, 179
in Lean, 219
in product companies, 175
in release planning, 125–127, 130–131
Minimum releasable features, 221
Minnock, Ed, 228
Model of Lean-Agile software development, 237
foundational thinking, 238–242
future developments, 242–243
Moore, Geoffrey, 140
Motivation
Scrum-of-Scrums, 194–195
teams, 37
Mugridge, Rick, 162
Multiple teams
requirements involving, 196–197
visual controls for, 146–148
N
New learning in Lean-Agile, 78–79
Nondeterministic processes, 118–119
O
Obstacles in Agile process, 170–171
Ohno, Taiichi, 215
Optimizing whole production process, 14, 239
Organization
inadequacies, 189
levels, 6–7
in Scrum vs. Lean, 93
Over-design, 204–206
P
Pain points in Agile transition, 173
Paradigms
description, xxxiii–xxxiv
evaluating, xxxvi
Parcell, Geoff, 229
Pareto rule
Lean portfolio management, 67
vs. Parkinson’s Law, 135
for value, 29
Parkinson’s Law, 135
Payback periods, 28
PDCA (Plan-Do-Check-Act) cycle, 81
Perfection, testing for, 36
Permanent members on Product Coordination Teams, 199
Perspectives
Lean-Agile model, 238
quality assurance, 167
Scrum-of-Scrums, 194–195
Plan-Do-Check-Act (PDCA) cycle, 81
Planning cycles
Agile process, 171
Lean portfolio management, 67–68
Planning members on Product Coordination Team, 200
Plans and planning
without fear, 36–37
release. See Releases and release planning
short horizons in, 35–36
Platforms, elevations in, 134
Poppendieck, Mary and Poppendieck, Tom
Implementing Lean Software Development: From Concept to Cash, 228–229
Lean-Agile principles, 6, 239–240
Lean list, 228
on product focus, 45
Portfolio management. See Lean portfolio management
Powell, Colin, 109
Pragmatism, xxxiv–xxxvi
Predictability, degree of, 119–120
Principles and practices, xxxiii–xxxiv, 79–82, 238–242
Principles of Product Development Flow: Second Generation Lean Product Development (Reinertsen), 229, 242
Priorities
Agile process requirements, 171
Lean, 221–222
Lean portfolio management, 67
in release planning, 126–127
Process control case study, 105
Process(es)
building quality into, 14
critiquing, xxxiv–xxxv
defined, 56
defining, 79–81
definition, degree of, 118–119
improvement, testing for, 36
in release planning, 118–120
Product backlogs
clear line of sight for, 148
Iteration 0, 113
with visual controls, 141–142
Product champions
defined, 55
in release planning, 121
Scrum, 88
Product Coordination Team (PCT)
case study, 199
guidelines, 200–201
membership, 199–200
for mentoring framework, 202
overview, 198–199
Product Development for the Lean Enterprise: Why Toyota’s System Is Four Times More Productive and How You Can Implement It (Kennedy), 228
Product direction in Scrum vs. Lean, 93
Product focus, 45
Product organizations
defined, 54–55
Product setup in Iteration 0, 110–111
Product vision, visual controls for, 140–141
Productivity in Lean, 222
Professionalism in Lean-Agile, 81–82
Profit margins, Agile benefits for, 27
Progress
estimating and tracking, 68–69
across teams, 196
Project charters in release planning, 122
Projects
Agile, 34–37
defined, 56
Lean, 219
selecting, 54–56
Pull management, 217
Q
Quality and quality assurance, 157
documentation for, 165
at end of development cycle, 160–161
improvements from, 161–163
introduction, 158–160
Lean, 222
Lean-Agile model, 240
Lean portfolio management, 61
perspective, 167
Toyota example, 215
Quality control, 157
Quarterly planning in Lean portfolio management, 68
Questions
Agile, 170–172
quality assurance, 163–165
Scrum, 94
Queues in Lean, 223
R
Random variables, 119
Ready, Set, Dominate: Implement Toyota’s Set-based Learning for Developing Products and Nobody Can Catch You (Kennedy, Harmon, and Minnock), 228
Real options in Lean Science, 217
Real value in Enterprise Agility, 44–50
Redundancy, 161
Reinertsen, Donald
Managing the Design Factory, 229, 243
planning issues, 118
Principles of Product Development Flow: Second Generation Lean Product Development, 229, 242
on product failures, 2
Relative complexity, 233
Releases and release planning, 117–118
case study, 132
for delays, 58
estimates and risk in, 134
in Lean portfolio management, 60
package strategies, 29–31
Pareto vs. Parkinson, 135
plan creation, 129–132
process evaluation, 118–120
product backlog with, 141–142
Scrum, 88
session overview, 124–129
tools, 125
transparent and continuous, 120–124
Remove delays principle, 13
Request for Proposals (RFPs), 27–28
Requirements and analysis, deferring commitment to, 10–11
Resources
Agile process, 171
in Enterprise Agility, 45–48
Respect, 8
Lean-Agile model, 240
Responsible looks ahead, 111
Results in value stream mapping, 21–22
Return on investment, Agile benefits for, 27
Revenue, Agile benefits for, 27
Rework
iterative development for, 12
minimizing, 10–14
RFPs (Request for Proposals), 27–28
Risk
Agile benefits for, 27
delays as, 15
in release planning, 131–132, 134
speculation, 33
Toyota example, 216
Waterfall model, 16–17
Rogers, Will, 77
Root causes
Agile process, 171
collaboration issues, 198
determining, 186–187
Lean, 220–221
testing for, 36
value stream mapping for, 18–20
Rotating Product Coordination Team members, 199–200
S
Safely changeable code, 206–207
SBCE (Set-Based Concurrent Engineering), 216
Scholtes, Peter R., 229
Science, Lean, 217–218
Scope, release planning by, 131
adoption, 80
anti-patterns, 95–96
Daily Stand-Up, 15
as framework, 83–84
incorrect beliefs, 85–89
information radiators in, 138
IT organizations, 178
vs. Kanban, 101–103
learning, 81
limitations and problems, 89–91, 189–190
management role, 188
misunderstandings, 84–85
in product companies, 174–175
vs. XP, Kanban, and Lean, 103–104
Scrum-of-Scrums method
challenges, 194–195
defined, 84
dependency issues, 197
meetings, 194
vs. Product Coordination Teams, 199
team coordination, 90–91, 194, 196–198
Scrumban: Essays on Kanban Systems for Lean Software Development (Ladas), 229
Selecting projects, 54–56
Self-organizing teams in Scrum, 89
Set-Based Concurrent Engineering (SBCE), 216
Shakespeare, William, 213
Shalloway, Alan
Agile Developer: A Guide to Better Programming and Design, 203
on backward-looking experiments, xxxv
on clobberation, 197
Design Patterns Explained: A New Perspective on Object-Oriented Design, 203, 207
on improvements, 137
Lean list, 228
management experience, 190
Shared code, 198
Shared requirements in Scrum-of-Scrums, 194
Shook, John
management roles, 89
Managing to Learn: Using the A3 Management Process to Solve Problems, Gain Agreement, Mentor, and Lead, 229
Short cycle times
Lean portfolio management, 67–68
release planning, 122
Short planning horizons, 35–36
Short queues in Lean, 223
Single-release strategy, 29–31
Software by Numbers: Low-Risk, High-Return Development (Denne and Cleland-Huang), 28, 229
Software design and development, 203–204
for change, 206–207
commitment deferral, 11–12
Enterprise Agility, 49–50
Kanban, 97
over-design and under-design, 204–206
overview, 1–2
roles, 207–208
teams and flow, 2–3
Specialization in Lean, 224–226
Specifications, executable, 165
Speculation, risk in, 33
Speed in Lean portfolio management, 61
Spikes, 147
Splitting features in release planning, 126–127
Sprints in Scrum, 89–90
Staged-release strategy, 29–31
Starting methods in Scrum vs. Lean, 93
Stochastic processes, 118–119
Stories
complexity, 233
for estimation, 69
in Iteration 0, 113
look ahead, 151
in release planning, 122–123, 126–129
Scrum, 88
Scrum vs. Lean, 93
Team Estimation Game, 233–235
Sub-optimization, 185
Swarming in Scrum, 94
System errors, 8–9
T
Target dates in release planning, 121
Tasks in release planning, 123
Taylor, Frederick, 184
Taylorism, 184
TDD (test-driven development), 44
overview, 166
principles, 81
Team Estimation Game, 126, 128, 233–235
Teams
Agile process, 171
coordinating. See Coordination of teams
cross-functional, 222–223
efficiency, 38–39
Kanban, 98–99
motivation, 37
in product companies, 174–176
Scrum, 86–92
software development, 2–3
visual controls for, 142–146
Technical dependencies, 197
Technical integration, 57
Test-driven development (TDD), 44
overview, 166
principles, 81
Agile process, 171
executable specifications for, 165
Iteration 0, 114
for process and quality improvement, 36
questions for, 163–165
Theophrastus, 5
Throughput in Little’s law, 217
Time, focus on, 15–16
Time-boxing, 96–97
Timeless Way of Building, The (Alexander), 82
Top-down requirements in release planning, 123
Toyoda, Sakichi, 19
Toyota, 5–6
Just-In-Time, 8
Lean example, 214–216
root cause analysis, 19
Toyota Production System (TPS), 215–216
Training, 185
Transition approach in Iteration 0, 112
Transition guidelines for Agile process, 172–173
Transition paths in product companies, 177
Transparent release planning, 120–124
Trim tabs, 172–173
Tyranny of management, 187
U
Uncertainty, 33
Under-design, 204–206
Unpredictable random variables, 119
User groups for Lean, 228
Utilization theory in Lean, 217, 224
V
Value and value streams
Agile for, 26–31
considerations, 2
Product Coordination Team for, 200
in release planning, 125–127
in Scrum, 89–90
Value stream mapping
in product companies, 177
purpose, 18
results, 21–22
root cause analysis, 18–21
van de Snepscheut, Jan L. A., xxxv
Variables, random, 119
Visible velocity in release planning, 122
Vision
in Iteration 0, 113
in release planning, 121
Visual controls, 137
clear line of sight for, 148–150
complaints about, 154
for dependency management, 150–153
evaluating, 153
and information radiators, 138–139
iteration backlogs, 142–146
Kanban boards, 98
Lean-Agile, 139
limitations, 145–146
for multiple teams, 146–148
overview, 139
product backlog with release plans, 141–142
product vision, 140–141
Vlissides, John, 81–82
W
Waste
delays as, 15
Lean, 223
Lean-Agile model, 240
managing, 184
from quality assurance at end of development cycle, 160–161
Waterfall projects
core beliefs, xxxvi
emergence of, xxxii
hidden impediments in, 60
vs. iterative development, 34–35
steps and risks, 16–17
Weinberg, Gerald, 203
“What” question in Agile process, 170–171
“Where” question in Agile process, 170
Womack, James P.
on fast-flexible-flow goal, 15, 223
Lean Thinking: Banish Waste and Create Wealth in Your Corporation, 228–229
management roles, 89
Managing to Learn: Using the A3 Management Process to Solve Problems, Gain Agreement, Mentor, and Lead, 229
Work-in-process (WIP)
Lean, 221–222
Lean portfolio management, 62–63
in Little’s law, 217
project ideas as, 57
Working Effectively with Legacy Code (Feathers), 91, 205
Wring-able necks in Scrum, 87
X
XP (eXtreme Programming), xxix, 11
principles, 80
vs. Scrum, Kanban, and Lean, 103–104