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by Jennifer Greene, Andrew Stellman
Learning Agile
Foreword
Preface
Acknowledgments
Safari® Books Online
How to Contact Us
1. Learning Agile
What Is Agile?
Who Should Read This Book
Our Goals for This Book
Getting Agile into Your Brain by Any Means Necessary
How This Book Is Structured
2. Understanding Agile Values
A Team Lead, Architect, and Project Manager Walk into a Bar...
No Silver Bullet
Agile to the Rescue! (Right?)
Adding Agile Makes a Difference
“Better-Than-Not-Doing-It” Results
A Fractured Perspective
How a Fractured Perspective Causes Project Problems
Why Does a Fractured Perspective Lead to Just Better-Than-Not-Doing-It Results?
The Agile Manifesto Helps Teams See the Purpose Behind Each Practice
Individuals and Interactions Over Processes and Tools
Working Software Over Comprehensive Documentation
Customer Collaboration Over Contract Negotiation
Responding to Change Over Following a Plan
Principles Over Practices
Understanding the Elephant
Methodologies Help You Get It All in Place at Once
Where to Start with a New Methodology
3. The Agile Principles
The 12 Principles of Agile Software
The Customer Is Always Right...Right?
“Do As I Say, Not As I Said”
Delivering the Project
Principle #1: Our Highest Priority Is to Satisfy the Customer Through Early and Continuous Delivery of Valuable Software.
Principle #2: Welcome Changing Requirements, Even Late In Development. Agile Processes Harness Change for the Customer’s Competitive Advantage.
Principle #3: Deliver Working Software Frequently, from a Couple of Weeks to a Couple of Months, with a Preference to the Shorter Timescale.
Better Project Delivery for the Ebook Reader Project
Communicating and Working Together
Principle #4: The Most Efficient and Effective Method of Conveying Information To and Within a Development Team Is Face-To-Face Conversation.
Principle #5: Businesspeople and Developers Must Work Together Daily Throughout the Project.
Principle #6: Build Projects Around Motivated Individuals. Give Them the Environment and Support They Need, and Trust Them to Get the Job Done.
Better Communication for the Ebook Reader Project
Project Execution—Moving the Project Along
Principle #7: Working Software Is the Primary Measure of Progress.
Principle #8: Agile Processes Promote Sustainable Development. The Sponsors, Developers, and Users Should Be Able to Maintain a Constant Pace Indefinitely.
Principle #9: Continuous Attention to Technical Excellence and Good Design Enhances Agility.
A Better Working Environment for the Ebook Reader Project Team
Constantly Improving the Project and the Team
Principle #10: Simplicity—the Art of Maximizing the Amount of Work Not Done—Is Essential.
Principle #11: The Best Architectures, Requirements, and Designs Emerge from Self-Organizing Teams.
Principle #12: At Regular Intervals, the Team Reflects on How to Become More Effective, Then Tunes and Adjusts Its Behavior Accordingly.
The Agile Project: Bringing All the Principles Together
4. Scrum and Self-Organizing Teams
The Rules of Scrum
Act I: I Can Haz Scrum?
Everyone on a Scrum Team Owns the Project
The Scrum Master Guides the Team’s Decisions
The Product Owner Helps the Team Understand the Value of the Software
Everyone Owns the Project
Scrum Has Its Own Set of Values
Act II: Status Updates Are for Social Networks!
The Whole Team Uses the Daily Scrum
Feedback and the Visibility-Inspection-Adaptation Cycle
The Last Responsible Moment
How to Hold an Effective Daily Scrum
Act III: Sprinting into a Wall
Sprints, Planning, and Retrospectives
Iterative or Incremental?
The Product Owner Makes or Breaks the Sprint
Visibility and Value
How to Plan and Run an Effective Scrum Sprint
Act IV: Dog Catches Car
5. Scrum Planning and Collective Commitment
Act V: Not Quite Expecting the Unexpected
User Stories, Velocity, and Generally Accepted Scrum Practices
Make Your Software Useful
User Stories Help Build Features Your Users Will Use
Conditions of Satisfaction
Story Points and Velocity
Burndown Charts
Planning and Running a Sprint Using Stories, Points, Tasks, and a Task Board
Generally Accepted Scrum Practices
Act VI: Victory Lap
Scrum Values Revisited
Practices Do Work Without the Values (Just Don’t Call It Scrum)
Is Your Company’s Culture Compatible with Scrum Values?
6. XP and Embracing Change
Act I: Going into Overtime
The Primary Practices of XP
Programming Practices
Integration Practices
Planning Practices
Team Practices
Why Teams Resist Changes, and How the Practices Help
Act II: The Game Plan Changed, but We’re Still Losing
The XP Values Help the Team Change Their Mindset
XP Helps Developers Learn to Work with Users
Practices Only “Stick” When the Team Truly Believes in Them
An Effective Mindset Starts with the XP Values
The XP Values
Paved with Good Intentions
Act III: The Momentum Shifts
Understanding the XP Principles Helps You Embrace Change
The Principles of XP
XP Principles Help You Understand Planning
XP Principles Help You Understand Practices—and Vice Versa
Feedback Loops
7. XP, Simplicity, and Incremental Design
Act IV: Going into Overtime, Part 2: Second Overtime
Code and Design
Code Smells and Antipatterns (or, How to Tell If You’re Being Too Clever)
XP Teams Look for Code Smells and Fix Them
Hooks, Edge Cases, and Code That Does Too Much
Code Smells Increase Complexity
Make Code and Design Decisions at the Last Responsible Moment
Fix Technical Debt by Refactoring Mercilessly
Use Continuous Integration to Find Design Problems
Avoid Monolithic Design
Incremental Design and the Holistic XP Practices
Teams Work Best When They Feel Like They Have Time to Think
Team Members Trust Each Other and Make Decisions Together
The XP Design, Planning, Team, and Holistic Practices Form an Ecosystem That Spurs Innovation
Incremental Design Versus Designing for Reuse
When Units Interact in a Simple Way, the System Can Grow Incrementally
Great Design Emerges from Simple Interactions
Act V: Final Score
8. Lean, Eliminating Waste, and Seeing the Whole
Lean Thinking
You Already Understand Many of These Values
Commitment, Options Thinking, and Set-Based Development
Act I: Just One More Thing...
Creating Heroes and Magical Thinking
Eliminate Waste
Use a Value Stream Map to Help See Waste Clearly
Gain a Deeper Understanding of the Product
See the Whole
Find the Root Cause of Problems That You Discover
Deliver As Fast As Possible
Use an Area Chart to Visualize Work in Progress
Control Bottlenecks by Limiting Work in Progress
Pull Systems Help Teams Eliminate Constraints
10. The Agile Coach
Act III: Just One More Thing (Again?!)...
Coaches Understand Why People Don’t Always Want to Change
Coaches Listen for Warning Signs That the Team Is Having Trouble with a Change
Coaches Understand How People Learn
Use Shuhari to Help a Team Learn the Values of a Methodology
Coaches Understand What Makes a Methodology Work
The Principles of Coaching
Index
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10. The Agile Coach
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About the Authors
Index
Numbers
10-minute build practice
,
Integration Practices
40-hour work week
,
Teams Work Best When They Feel Like They Have Time to Think
A
A/B testing
,
Incremental design, set-based development, and other ways to give your team options
acceptance criteria
,
Conditions of Satisfaction
accepted responsibility (XP principle)
,
Understanding the XP Principles Helps You Embrace Change
,
XP Principles Help You Understand Practices—and Vice Versa
adaptation
,
Feedback and the Visibility-Inspection-Adaptation Cycle
Adkins, Lyssa
,
Understanding the Elephant
,
Scrum Values Revisited
agile
agile methodologies
(
see
methodologies)
agile principles
(
see
principles)
agile values
(
see
values)
benefits of
,
Learning Agile
,
Who Should Read This Book
developer-only adoption of
,
Where to Start with a New Methodology
methods and methodologies of
,
What Is Agile?
mindset of
,
What Is Agile?
,
Principles Over Practices
,
The Agile Project: Bringing All the Principles Together
skill levels appropriate for
,
Where to Start with a New Methodology
techniques for learning
additional reading
,
Getting Agile into Your Brain by Any Means Necessary
by doing
,
Coaches Understand How People Learn
chapter overviews
,
How This Book Is Structured
coaching tips
,
Getting Agile into Your Brain by Any Means Necessary
conversational tone
,
Getting Agile into Your Brain by Any Means Necessary
,
Principle #4: The Most Efficient and Effective Method of Conveying Information To and Within a Development Team Is Face-To-Face Conversation.
FAQs
,
Getting Agile into Your Brain by Any Means Necessary
illustrations
,
Getting Agile into Your Brain by Any Means Necessary
Key Points sections
,
Getting Agile into Your Brain by Any Means Necessary
metaphors
,
Understanding the Elephant
narratives
,
Getting Agile into Your Brain by Any Means Necessary
practice
,
Getting Agile into Your Brain by Any Means Necessary
redundancy
,
Getting Agile into Your Brain by Any Means Necessary
simplification
,
Getting Agile into Your Brain by Any Means Necessary
widespread adoption and success of
,
Understanding Agile Values
Agile Alliance
,
Adding Agile Makes a Difference
agile coaches
achieving mindset shifts
,
The Agile Coach
additional reading on
,
Where to Start with a New Methodology
,
The Principles of Coaching
agile principles adoption
,
The Agile Project: Bringing All the Principles Together
agile values adoption
,
Where to Start with a New Methodology
coaching tips
,
Getting Agile into Your Brain by Any Means Necessary
goals of
,
The Agile Coach
,
Coaches Understand How People Learn
Kanban implementation
,
Emergent Behavior with Kanban
key points for
,
The Principles of Coaching
Lean implementation
,
Pull Systems Help Teams Eliminate Constraints
letting the team fail approach
,
Scrum Values Revisited
,
Coaches Understand What Makes a Methodology Work
metaphors to enhance understanding
,
Understanding the Elephant
methodology adoption
,
Use Shuhari to Help a Team Learn the Values of a Methodology
principles of coaching
,
The Principles of Coaching
recognizing warning signs
,
Coaches Listen for Warning Signs That the Team Is Having Trouble with a Change
Scrum implementation
,
Act IV: Dog Catches Car
,
Scrum Values Revisited
,
Is Your Company’s Culture Compatible with Scrum Values?
Shuhari technique
,
Coaches Understand How People Learn
tools for
,
Who Should Read This Book
understanding learning
,
Coaches Understand How People Learn
understanding resistance to change
,
Coaches Understand Why People Don’t Always Want to Change
XP implementation
,
Feedback Loops
,
Act V: Final Score
"Agile Estimating and Planning" (Cohn)
,
Is Your Company’s Culture Compatible with Scrum Values?
Agile Manifesto
(
see
Manifesto for Agile Software Development)
"Agile Project Management with Scrum" (Schwaber)
,
The Rules of Scrum
,
Scrum Has Its Own Set of Values
,
Generally Accepted Scrum Practices
"Agile Software Development" (Cockburn)
,
Methodologies Help You Get It All in Place at Once
,
Coaches Understand How People Learn
agile teams
avoiding CYA attitude in
,
Principle #6: Build Projects Around Motivated Individuals. Give Them the Environment and Support They Need, and Trust Them to Get the Job Done.
benefits of
,
The Agile Project: Bringing All the Principles Together
embracing change
,
Why Teams Resist Changes, and How the Practices Help
global
,
Is Your Company’s Culture Compatible with Scrum Values?
goals for
,
Our Goals for This Book
inclusion of businesspeople on
,
Principle #5: Businesspeople and Developers Must Work Together Daily Throughout the Project.
key points
,
Principle #12: At Regular Intervals, the Team Reflects on How to Become More Effective, Then Tunes and Adjusts Its Behavior Accordingly.
reflection and adaptation in
,
Principle #12: At Regular Intervals, the Team Reflects on How to Become More Effective, Then Tunes and Adjusts Its Behavior Accordingly.
,
Generally Accepted Scrum Practices
reward systems for
,
Principle #6: Build Projects Around Motivated Individuals. Give Them the Environment and Support They Need, and Trust Them to Get the Job Done.
self-organizing
,
Principle #11: The Best Architectures, Requirements, and Designs Emerge from Self-Organizing Teams.
sense of community in
,
Principle #4: The Most Efficient and Effective Method of Conveying Information To and Within a Development Team Is Face-To-Face Conversation.
simplifying development
,
Principle #10: Simplicity—the Art of Maximizing the Amount of Work Not Done—Is Essential.
unifying mindset of
,
The Agile Project: Bringing All the Principles Together
vs. rugged individualism
,
Creating Heroes and Magical Thinking
amplify learning (Lean value)
,
Lean Thinking
Anderson, David
,
Kanban, Flow, and Constantly Improving
antipatterns
,
Code Smells and Antipatterns (or, How to Tell If You’re Being Too Clever)
automated build scripts
,
Adding Agile Makes a Difference
autonomy
,
Teams Work Best When They Feel Like They Have Time to Think
B
baby steps (XP principle)
,
Understanding the XP Principles Helps You Embrace Change
,
XP Principles Help You Understand Planning
backlog
,
Better Project Delivery for the Ebook Reader Project
,
Principle #5: Businesspeople and Developers Must Work Together Daily Throughout the Project.
,
User Stories Help Build Features Your Users Will Use
"Beautiful Teams" (Stellman and Greene)
,
Elevating goals motivate everyone on the team
,
Scrum Values Revisited
Beck, Kent
,
Paved with Good Intentions
,
Feedback Loops
,
Code and Design
,
Hooks, Edge Cases, and Code That Does Too Much
,
Act V: Final Score
blind men and the elephant metaphor
,
Understanding the Elephant
Booch, Grady
,
Scrum Values Revisited
bottlenecks, controlling
,
Control Bottlenecks by Limiting Work in Progress
Brand, Stewart
,
Team Practices
Brooks, Fred
,
No Silver Bullet
,
The XP Values Help the Team Change Their Mindset
BRUF (big requirements up front) approach
,
A Team Lead, Architect, and Project Manager Walk into a Bar...
,
“Do As I Say, Not As I Said”
,
Feedback and the Visibility-Inspection-Adaptation Cycle
,
Is Your Company’s Culture Compatible with Scrum Values?
build integrity in (Lean value)
,
Lean Thinking
,
Gain a Deeper Understanding of the Product
build server
,
Adding Agile Makes a Difference
,
Integration Practices
,
Act II: The Game Plan Changed, but We’re Still Losing
,
Paved with Good Intentions
,
The XP Design, Planning, Team, and Holistic Practices Form an Ecosystem That Spurs Innovation
build tokens
,
Integration Practices
burndown charts
,
Adding Agile Makes a Difference
,
Burndown Charts
C
Capability Maturity Model
,
Coaches Understand How People Learn
“caves and commons” office layout
,
Team Practices
change
embracing
,
XP and Embracing Change
,
XP, Simplicity, and Incremental Design
understanding resistance to
,
Coaches Understand Why People Don’t Always Want to Change
warning signs of trouble with
,
Coaches Listen for Warning Signs That the Team Is Having Trouble with a Change
welcoming
,
Principle #2: Welcome Changing Requirements, Even Late In Development. Agile Processes Harness Change for the Customer’s Competitive Advantage.
CHAOS report
,
Make Your Software Useful
check outs
,
Integration Practices
Chrysler Comprehensive Compensation (C3) project
,
Code and Design
class of service
,
Use a CFD to experiment with WIP limits and manage the flow
"Coaching Agile Teams" (Adkins)
,
Scrum Values Revisited
Cockburn, Alistair
,
Methodologies Help You Get It All in Place at Once
,
The Agile Principles
,
Coaches Understand How People Learn
code
continuous integration practices
,
Use Continuous Integration to Find Design Problems
creating overly complex
,
Code and Design
,
Incremental Design and the Holistic XP Practices
decoupling
,
Avoid Monolithic Design
last responsible moment decisions
,
Make Code and Design Decisions at the Last Responsible Moment
monolithic design
,
Avoid Monolithic Design
recognizing overly clever
,
Hooks, Edge Cases, and Code That Does Too Much
recognizing poorly behaved
,
Hooks, Edge Cases, and Code That Does Too Much
recognizing poorly structured
,
Code Smells and Antipatterns (or, How to Tell If You’re Being Too Clever)
refactoring
benefits of
,
Isn’t refactoring rework? And isn’t rework one of the biggest sources of bugs?
definition of
,
Make Code and Design Decisions at the Last Responsible Moment
example of
,
Make Code and Design Decisions at the Last Responsible Moment
reducing complexity with
,
Make Code and Design Decisions at the Last Responsible Moment
vs. one-time coding
,
Isn’t it better to prevent this sort of problem by doing good design up front, at the beginning of the project? Isn’t it safer to build the code right the first time?
reusable
,
Wait a minute, what’s wrong with reusable frameworks?
,
Isn’t refactoring rework? And isn’t rework one of the biggest sources of bugs?
,
Incremental Design Versus Designing for Reuse
separation of concerns
,
What’s the difference between a library and a framework?
technical debt problem
,
Fix Technical Debt by Refactoring Mercilessly
tightly coupled
,
Avoid Monolithic Design
code antipatterns
,
XP Teams Look for Code Smells and Fix Them
code smells
decoupling code with
,
Avoid Monolithic Design
definition of
,
XP Teams Look for Code Smells and Fix Them
duplicated code
,
XP Teams Look for Code Smells and Fix Them
half-baked code
,
XP Teams Look for Code Smells and Fix Them
increased complexity due to
,
Code Smells Increase Complexity
key points of
,
Code Smells Increase Complexity
lasagna code
,
XP Teams Look for Code Smells and Fix Them
leaks
,
XP Teams Look for Code Smells and Fix Them
shotgun surgery
,
XP Teams Look for Code Smells and Fix Them
source of
,
XP Teams Look for Code Smells and Fix Them
spaghetti code
,
XP Teams Look for Code Smells and Fix Them
very large classes
,
XP Teams Look for Code Smells and Fix Them
Cohn, Mike
,
Iterative or Incremental?
,
Generally Accepted Scrum Practices
,
Is Your Company’s Culture Compatible with Scrum Values?
collective commitment
,
Scrum and Self-Organizing Teams
,
Make Your Software Useful
collective ownership
,
Feedback Loops
command-and-control approach
response of teams to
,
How Product Owners, Scrum Masters, and team members can be better pigs
response to change
,
Principle #3: Deliver Working Software Frequently, from a Couple of Weeks to a Couple of Months, with a Preference to the Shorter Timescale.
role of project manager in
,
The Scrum Master Guides the Team’s Decisions
status reports in
,
Principle #7: Working Software Is the Primary Measure of Progress.
vs. options thinking
,
Scrum teams commit to delivering value, but give themselves options for how to do it
commitment (Scrum value)
,
Scrum Has Its Own Set of Values
,
Is Your Company’s Culture Compatible with Scrum Values?
,
Commitment, Options Thinking, and Set-Based Development
communication (XP value)
,
The XP Values
,
Paved with Good Intentions
,
Feedback Loops
communication principle
,
XP Principles Help You Understand Practices—and Vice Versa
conceptual integrity
,
Gain a Deeper Understanding of the Product
conditions of satisfaction
,
Conditions of Satisfaction
continuous delivery
,
Principle #1: Our Highest Priority Is to Satisfy the Customer Through Early and Continuous Delivery of Valuable Software.
,
Elevating goals motivate everyone on the team
continuous integration
,
Integration Practices
,
Paved with Good Intentions
,
Use Continuous Integration to Find Design Problems
,
Incremental Design and the Holistic XP Practices
contracts
,
When Units Interact in a Simple Way, the System Can Grow Incrementally
cost of delay
,
Pull Systems Help Teams Eliminate Constraints
coupling
,
Avoid Monolithic Design
courage (Scrum value)
,
Scrum Has Its Own Set of Values
,
Scrum Has Its Own Set of Values
,
Is Your Company’s Culture Compatible with Scrum Values?
courage (XP value)
,
The XP Values
,
Feedback Loops
,
The XP Design, Planning, Team, and Holistic Practices Form an Ecosystem That Spurs Innovation
cumulative flow diagram (CFD)
building
,
How to build a cumulative flow diagram and use it to calculate the average lead time
components of
,
Use CFDs and WIP Area Charts to Measure and Manage Flow
managing flow with
,
Use a CFD to experiment with WIP limits and manage the flow
vs. WIP (work in progress) area chart
,
Use CFDs and WIP Area Charts to Measure and Manage Flow
Cunningham, Ward
,
XP Teams Look for Code Smells and Fix Them
customer collaboration over contract negotiation
,
Customer Collaboration Over Contract Negotiation
,
Principle #1: Our Highest Priority Is to Satisfy the Customer Through Early and Continuous Delivery of Valuable Software.
,
Principle #5: Businesspeople and Developers Must Work Together Daily Throughout the Project.
,
Principle #10: Simplicity—the Art of Maximizing the Amount of Work Not Done—Is Essential.
,
Make Your Software Useful
CYA (cover your ass) attitude
,
Principle #6: Build Projects Around Motivated Individuals. Give Them the Environment and Support They Need, and Trust Them to Get the Job Done.
,
Is Your Company’s Culture Compatible with Scrum Values?
,
XP Helps Developers Learn to Work with Users
D
Daily Scrum
decisions at last responsible moment
,
Wait a minute—can’t we avoid bottlenecks by planning up front?
functions of
,
The Whole Team Uses the Daily Scrum
holding effective
adapting the plan
,
How to Hold an Effective Daily Scrum
choosing new tasks
,
How to Hold an Effective Daily Scrum
full participation
,
How to Hold an Effective Daily Scrum
handling dependencies
,
Act IV: Dog Catches Car
inspect every task
,
How to Hold an Effective Daily Scrum
non-status meeting approach
,
How to Hold an Effective Daily Scrum
schedule follow-up meetings
,
How to Hold an Effective Daily Scrum
stay engaged
,
How to Hold an Effective Daily Scrum
,
Is Your Company’s Culture Compatible with Scrum Values?
take turns going first
,
How to Hold an Effective Daily Scrum
key points on
,
How to Hold an Effective Daily Scrum
overview of
,
The Rules of Scrum
questions during
,
Scrum and Self-Organizing Teams
self-assignment of tasks in
,
The Last Responsible Moment
standing vs. sitting during
,
Generally Accepted Scrum Practices
user-stakeholder participation in
,
User Stories, Velocity, and Generally Accepted Scrum Practices
visibility-inspection-adaptation cycle
,
Feedback and the Visibility-Inspection-Adaptation Cycle
daily standup
,
What Is Agile?
,
Adding Agile Makes a Difference
,
Individuals and Interactions Over Processes and Tools
,
Generally Accepted Scrum Practices
decide as late as possible (Lean value)
,
Lean Thinking
decision-making authority
at last responsible moment
,
Act IV: Dog Catches Car
commitment level and
,
Scrum Has Its Own Set of Values
of Product Owners
,
The Product Owner Helps the Team Understand the Value of the Software
on Scrum teams
,
The Agile Project: Bringing All the Principles Together
decoupling
,
Avoid Monolithic Design
defect injection
,
The XP Values Help the Team Change Their Mindset
deliver as fast as possible (Lean value)
,
Lean Thinking
,
Deliver As Fast As Possible
dependencies
,
Principle #10: Simplicity—the Art of Maximizing the Amount of Work Not Done—Is Essential.
,
Act IV: Dog Catches Car
diversity (XP principle)
,
Understanding the XP Principles Helps You Embrace Change
,
XP Principles Help You Understand Planning
documentation
approach to change
,
The XP Values Help the Team Change Their Mindset
drawbacks of comprehensive
,
Communicating and Working Together
,
Principle #6: Build Projects Around Motivated Individuals. Give Them the Environment and Support They Need, and Trust Them to Get the Job Done.
optimum amount of
,
Where to Start with a New Methodology
,
Communicating and Working Together
,
Better Communication for the Ebook Reader Project
silver bullet methodology for
,
Communicating and Working Together
traditional approach to
,
Communicating and Working Together
Done, concrete definition of
,
Conditions of Satisfaction
,
Planning Practices
Downey, Scott
,
Is Your Company’s Culture Compatible with Scrum Values?
duplicated code
,
XP Teams Look for Code Smells and Fix Them
E
early delivery
,
Principle #1: Our Highest Priority Is to Satisfy the Customer Through Early and Continuous Delivery of Valuable Software.
,
Elevating goals motivate everyone on the team
Ebook Reader Project
improved communication for
,
Better Communication for the Ebook Reader Project
improved project delivery for
,
Better Project Delivery for the Ebook Reader Project
improved working environment for
,
A Better Working Environment for the Ebook Reader Project Team
varied concepts of value in
,
The Customer Is Always Right...Right?
economics (XP principle)
,
Understanding the XP Principles Helps You Embrace Change
,
XP Principles Help You Understand Practices—and Vice Versa
edge cases
,
Hooks, Edge Cases, and Code That Does Too Much
,
Incremental Design and the Holistic XP Practices
elevating goals
,
Elevating goals motivate everyone on the team
eliminate waste (Lean value)
,
Lean Thinking
,
Eliminate Waste
embracing change (XP)
,
Why Teams Resist Changes, and How the Practices Help
emergent design
,
Great Design Emerges from Simple Interactions
,
Emergent Behavior with Kanban
empower the team (Lean value)
,
Lean Thinking
energized work practice
,
Teams Work Best When They Feel Like They Have Time to Think
execution
(
see
project execution)
expertise
,
You Already Understand Many of These Values
external integrity
,
Gain a Deeper Understanding of the Product
"Extreme Programming Explained" (Beck)
,
Feedback Loops
F
face-to-face communication
,
Principle #4: The Most Efficient and Effective Method of Conveying Information To and Within a Development Team Is Face-To-Face Conversation.
fail-fast systems
,
Use Continuous Integration to Find Design Problems
failure (XP principle)
,
Understanding the XP Principles Helps You Embrace Change
,
XP Principles Help You Understand Practices—and Vice Versa
fault tolerance
,
Use Continuous Integration to Find Design Problems
feedback (XP value)
,
The XP Values
,
Paved with Good Intentions
,
Feedback Loops
,
Feedback Loops
,
The XP Design, Planning, Team, and Holistic Practices Form an Ecosystem That Spurs Innovation
feedback loops
,
Feedback and the Visibility-Inspection-Adaptation Cycle
,
Feedback Loops
,
Feedback Loops
,
See the Whole
,
Find a Starting Point and Evolve Experimentally from There
,
Limit Work in Progress
,
Measure and Manage Flow
,
Emergent Behavior with Kanban
Five Whys technique
,
Find the Root Cause of Problems That You Discover
flow (XP principle)
,
Understanding the XP Principles Helps You Embrace Change
,
Teams Work Best When They Feel Like They Have Time to Think
,
Act V: Final Score
,
Deliver As Fast As Possible
flow measurement/management
creating Slack
,
Managing Flow with WIP Limits Naturally Creates Slack
cumulative flow diagrams
,
Use CFDs and WIP Area Charts to Measure and Manage Flow
explicit policies in
,
Make Process Policies Explicit So Everyone Is on the Same Page
Little's Law and
,
Little’s Law Lets You Control the Flow Through a System
overview of
,
Measure and Manage Flow
focus (Scrum value)
,
Scrum Has Its Own Set of Values
,
Is Your Company’s Culture Compatible with Scrum Values?
40-hour work week
,
Teams Work Best When They Feel Like They Have Time to Think
fractured perspective
danger of
,
Understanding the Elephant
definition of
,
A Fractured Perspective
disappointing results due to
,
Why Does a Fractured Perspective Lead to Just Better-Than-Not-Doing-It Results?
problems caused by
,
How a Fractured Perspective Causes Project Problems
vs. methodology adoption
,
Where to Start with a New Methodology
frameworks
framework trap
,
Hooks, Edge Cases, and Code That Does Too Much
,
What’s the difference between a library and a framework?
,
Incremental Design and the Holistic XP Practices
framework-oriented thinking
,
What’s the difference between a library and a framework?
reusable
,
Wait a minute, what’s wrong with reusable frameworks?
vs. libraries
,
What’s the difference between a library and a framework?
G
Generally Accepted Scrum Practices (GASPs)
,
Generally Accepted Scrum Practices
,
Is Your Company’s Culture Compatible with Scrum Values?
global teams
,
Is Your Company’s Culture Compatible with Scrum Values?
goals
elevating
,
Elevating goals motivate everyone on the team
prioritizing
,
Is Your Company’s Culture Compatible with Scrum Values?
going agile
,
What Is Agile?
,
Adding Agile Makes a Difference
Goldratt, Eliyahu M.
,
Control Bottlenecks by Limiting Work in Progress
good design
,
Principle #9: Continuous Attention to Technical Excellence and Good Design Enhances Agility.
Grenning, James
,
Is Your Company’s Culture Compatible with Scrum Values?
H
half-baked code
,
XP Teams Look for Code Smells and Fix Them
Highsmith, Jim
,
Principles Over Practices
hooks
,
Hooks, Edge Cases, and Code That Does Too Much
,
Incremental Design and the Holistic XP Practices
"How Buildings Learn" (Brand)
,
Team Practices
humanity (XP principle)
,
Understanding the XP Principles Helps You Embrace Change
I
impact analysis
,
Communicating and Working Together
improvement (XP principle)
,
Understanding the XP Principles Helps You Embrace Change
incremental design
benefits of
,
Iterative or Incremental?
,
Incremental design, set-based development, and other ways to give your team options
contracts in
,
When Units Interact in a Simple Way, the System Can Grow Incrementally
decoupled units in
,
Incremental Design and the Holistic XP Practices
emergent design
,
Great Design Emerges from Simple Interactions
examples of
,
Incremental Design and the Holistic XP Practices
,
Incremental Design Versus Designing for Reuse
goals of
,
Principle #11: The Best Architectures, Requirements, and Designs Emerge from Self-Organizing Teams.
importance of team climate for
,
Incremental Design and the Holistic XP Practices
key points on
,
Act V: Final Score
last responsible moment decisions
,
Incremental Design and the Holistic XP Practices
options thinking and
,
Incremental design, set-based development, and other ways to give your team options
team trust in
,
Incremental Design and the Holistic XP Practices
vs. designing for reuse
,
Incremental Design Versus Designing for Reuse
individuals/interactions over processes/tools
,
Individuals and Interactions Over Processes and Tools
information radiators
,
Team Practices
informative workspace practice
,
Team Practices
integration
,
Integration Practices
,
Use Continuous Integration to Find Design Problems
,
When Units Interact in a Simple Way, the System Can Grow Incrementally
integration tests
,
When Units Interact in a Simple Way, the System Can Grow Incrementally
integrity
,
Gain a Deeper Understanding of the Product
interactions
,
Great Design Emerges from Simple Interactions
involvement vs. commitment
,
Everyone Owns the Project
“Is TDD Dead?” discussion
,
Act V: Final Score
iterations
in Lean
,
You Already Understand Many of These Values
in Scrum and XP
,
Methodologies Help You Get It All in Place at Once
in XP project planning
,
Planning Practices
,
Code Smells and Antipatterns (or, How to Tell If You’re Being Too Clever)
Scrum Master's use of
,
Adding Agile Makes a Difference
iterative development
benefits of
,
Principle #7: Working Software Is the Primary Measure of Progress.
definition of
,
Methodologies Help You Get It All in Place at Once
diagram of
,
Principle #3: Deliver Working Software Frequently, from a Couple of Weeks to a Couple of Months, with a Preference to the Shorter Timescale.
,
Better Project Delivery for the Ebook Reader Project
in XP
,
Isn’t it better to prevent this sort of problem by doing good design up front, at the beginning of the project? Isn’t it safer to build the code right the first time?
vs. incremental development
,
Iterative or Incremental?
J
Jeffries, Ron
,
Hooks, Edge Cases, and Code That Does Too Much
K
Kanban
additional reading on
,
Emergent Behavior with Kanban
coaching tips
,
Emergent Behavior with Kanban
core ideas of
,
Use a CFD to experiment with WIP limits and manage the flow
core practices of
,
Kanban, Flow, and Constantly Improving
emergent behavior with
,
Emergent Behavior with Kanban
FAQs
,
Emergent Behavior with Kanban
feedback loops in
,
Find a Starting Point and Evolve Experimentally from There
flow measurement/management
creating Slack
,
Managing Flow with WIP Limits Naturally Creates Slack
explicit policies and
,
Make Process Policies Explicit So Everyone Is on the Same Page
flow diagrams
,
Use CFDs and WIP Area Charts to Measure and Manage Flow
Little's Law and
,
Little’s Law Lets You Control the Flow Through a System
overview of
,
Measure and Manage Flow
foundational principles of
,
The Principles of Kanban
goals of
,
Kanban, Flow, and Constantly Improving
,
Find a Starting Point and Evolve Experimentally from There
,
Wait a minute. So Kanban doesn’t tell me how to run my project?
,
Emergent Behavior with Kanban
hands-on practice
,
Emergent Behavior with Kanban
key points of
,
Why not make the WIP limit 1 and meet all the time? Aren’t shorter feedback loops better?
,
Emergent Behavior with Kanban
lean mindset of
,
Kanban, Flow, and Constantly Improving
origin of term
,
Kanban, Flow, and Constantly Improving
overview of
,
Methodologies Help You Get It All in Place at Once
policies in
,
Find a Starting Point and Evolve Experimentally from There
process improvement with
limiting work in progress
,
Limit Work in Progress
vs. traditional methods
,
Improving Your Process with Kanban
workflow visualization
,
Visualize the Workflow
starting point for
,
Find a Starting Point and Evolve Experimentally from There
systems thinking in
,
Stories Go into the System; Code Comes Out
vs. methodologies
,
Kanban is not a software methodology or a project management system
vs. Scrum
,
Kanban, Flow, and Constantly Improving
vs. XP
,
Kanban, Flow, and Constantly Improving
"Kanban" (Anderson)
,
Kanban, Flow, and Constantly Improving
kanban boards
,
Kanban is not a software methodology or a project management system
,
Use a kanban board to visualize the workflow
KISS (“keep it simple, stupid”) principle
,
Constantly Improving the Project and the Team
L
lasagna code
,
XP Teams Look for Code Smells and Fix Them
last responsible moment
benefits of deciding at
,
Incremental Design and the Holistic XP Practices
dealing with dependencies at
,
Act IV: Dog Catches Car
flexible code and
,
Incremental Design and the Holistic XP Practices
in Kanban
,
Kanban, Flow, and Constantly Improving
in Lean
,
You Already Understand Many of These Values
in Scrum
,
The Whole Team Uses the Daily Scrum
,
Is Your Company’s Culture Compatible with Scrum Values?
in XP
,
Feedback Loops
,
When Units Interact in a Simple Way, the System Can Grow Incrementally
making code and design decisions at
,
Make Code and Design Decisions at the Last Responsible Moment
vs. final task lists
,
Wait a minute—can’t we avoid bottlenecks by planning up front?
,
Act IV: Dog Catches Car
lead time
,
See the Whole
,
How to build a cumulative flow diagram and use it to calculate the average lead time
,
Little’s Law Lets You Control the Flow Through a System
leadership
,
You Already Understand Many of These Values
leaks
,
XP Teams Look for Code Smells and Fix Them
Lean
additional reading on
,
Pull Systems Help Teams Eliminate Constraints
avoiding magical thinking with
,
Creating Heroes and Magical Thinking
challenges of implementing
,
Act I: Just One More Thing...
coaching tips
,
Pull Systems Help Teams Eliminate Constraints
effectiveness of
,
Pull Systems Help Teams Eliminate Constraints
FAQs
,
Pull Systems Help Teams Eliminate Constraints
hands-on practice
,
Pull Systems Help Teams Eliminate Constraints
key points of
,
Incremental design, set-based development, and other ways to give your team options
,
Deliver As Fast As Possible
,
Pull Systems Help Teams Eliminate Constraints
lean thinking
,
Lean, Eliminating Waste, and Seeing the Whole
Lean values
amplify learning
,
You Already Understand Many of These Values
build integrity in
,
Gain a Deeper Understanding of the Product
decide as late as possible
,
You Already Understand Many of These Values
deliver as fast as possible
,
Deliver As Fast As Possible
eliminate waste
,
Eliminate Waste
empower the team
,
You Already Understand Many of These Values
list of
,
Lean Thinking
options thinking
,
Commitment, Options Thinking, and Set-Based Development
see the whole
,
See the Whole
similarity to other agile methodologies
,
You Already Understand Many of These Values
measurements
,
Lean Thinking
,
Incremental design, set-based development, and other ways to give your team options
,
See the Whole
,
Find a Starting Point and Evolve Experimentally from There
overview of
,
Methodologies Help You Get It All in Place at Once
root-cause analysis
,
Find the Root Cause of Problems That You Discover
thinking tools
,
Commitment, Options Thinking, and Set-Based Development
expertise
,
You Already Understand Many of These Values
feedback
,
You Already Understand Many of These Values
iterations
,
You Already Understand Many of These Values
leadership
,
You Already Understand Many of These Values
measurements
,
See the Whole
motivation
,
You Already Understand Many of These Values
refactoring
,
Gain a Deeper Understanding of the Product
self-determination
,
You Already Understand Many of These Values
set-based development
,
You Already Understand Many of These Values
,
Incremental design, set-based development, and other ways to give your team options
synchronization
,
You Already Understand Many of These Values
testing
,
Gain a Deeper Understanding of the Product
the last responsible moment
,
You Already Understand Many of These Values
XP principles and
,
Lean Thinking
value stream maps in
,
Use a Value Stream Map to Help See Waste Clearly
vs. Scrum
,
Lean, Eliminating Waste, and Seeing the Whole
vs. XP
,
Lean, Eliminating Waste, and Seeing the Whole
"Lean Software Development" (Poppendieck)
,
Use a Value Stream Map to Help See Waste Clearly
"letting the team fail" approach
,
Scrum Values Revisited
,
Coaches Understand What Makes a Methodology Work
libraries vs. frameworks
,
What’s the difference between a library and a framework?
Little's Law
,
How to build a cumulative flow diagram and use it to calculate the average lead time
,
Little’s Law Lets You Control the Flow Through a System
Little, John
,
How to build a cumulative flow diagram and use it to calculate the average lead time
M
magical thinking
,
Creating Heroes and Magical Thinking
Manifesto for Agile Software Development
,
Understanding Agile Values
,
The Agile Manifesto Helps Teams See the Purpose Behind Each Practice
,
Principles Over Practices
,
Where to Start with a New Methodology
,
Make Your Software Useful
McConnell, Steve
,
Elevating goals motivate everyone on the team
metaphors, as learning tools
,
Understanding the Elephant
,
Everyone Owns the Project
methodologies
adopting
,
Where to Start with a New Methodology
,
Use Shuhari to Help a Team Learn the Values of a Methodology
alternative
,
Where to Start with a New Methodology
as silver bullet solution
,
No Silver Bullet
benefits of
,
What Is Agile?
,
Who Should Read This Book
,
Methodologies Help You Get It All in Place at Once
cultural differences and
,
How a Fractured Perspective Causes Project Problems
definition of
,
Methodologies Help You Get It All in Place at Once
key points on
,
Where to Start with a New Methodology
most popular
,
Methodologies Help You Get It All in Place at Once
Scrum
,
Methodologies Help You Get It All in Place at Once
,
Scrum and Self-Organizing Teams
vs. practices
,
Methodologies Help You Get It All in Place at Once
XP
,
Methodologies Help You Get It All in Place at Once
,
XP and Embracing Change
methods
benefits of
,
What Is Agile?
Kanban
,
Methodologies Help You Get It All in Place at Once
,
Kanban, Flow, and Constantly Improving
mindset
changing from command-and-control
,
Our Goals for This Book
,
Principle #3: Deliver Working Software Frequently, from a Couple of Weeks to a Couple of Months, with a Preference to the Shorter Timescale.
,
Principle #7: Working Software Is the Primary Measure of Progress.
,
How Product Owners, Scrum Masters, and team members can be better pigs
,
Is Your Company’s Culture Compatible with Scrum Values?
check-list oriented
,
Feedback Loops
coaching and
,
The Agile Coach
,
Coaches Listen for Warning Signs That the Team Is Having Trouble with a Change
,
Coaches Understand What Makes a Methodology Work
driven by values and principles
,
Understanding Agile Values
,
Principles Over Practices
,
The Agile Project: Bringing All the Principles Together
going agile
,
What Is Agile?
,
Adding Agile Makes a Difference
lean thinking
,
Methodologies Help You Get It All in Place at Once
,
Lean, Eliminating Waste, and Seeing the Whole
,
Commitment, Options Thinking, and Set-Based Development
,
Gain a Deeper Understanding of the Product
,
Pull Systems Help Teams Eliminate Constraints
,
Kanban, Flow, and Constantly Improving
,
Visualize the Workflow
,
Emergent Behavior with Kanban
shifting
,
What Is Agile?
,
The Agile Coach
team unifying effect of
,
The Agile Project: Bringing All the Principles Together
XP values and
,
XP and Embracing Change
,
Why Teams Resist Changes, and How the Practices Help
,
The XP Values Help the Team Change Their Mindset
,
An Effective Mindset Starts with the XP Values
,
XP Principles Help You Understand Planning
,
XP, Simplicity, and Incremental Design
,
The XP Design, Planning, Team, and Holistic Practices Form an Ecosystem That Spurs Innovation
minimal marketable feature (MMF)
,
Use a Value Stream Map to Help See Waste Clearly
,
Use an Area Chart to Visualize Work in Progress
monolithic design
,
Avoid Monolithic Design
motivation
,
You Already Understand Many of These Values
mutual benefit (XP principle)
,
Understanding the XP Principles Helps You Embrace Change
,
XP Principles Help You Understand Practices—and Vice Versa
N
"No Silver Bullet" (Brooks)
,
No Silver Bullet
O
openness (Scrum value)
,
Scrum Has Its Own Set of Values
,
Scrum Has Its Own Set of Values
,
Is Your Company’s Culture Compatible with Scrum Values?
,
Feedback Loops
opportunity (XP principle)
,
Understanding the XP Principles Helps You Embrace Change
,
XP Principles Help You Understand Planning
options thinking
commitment and
,
Commitment, Options Thinking, and Set-Based Development
examples of
,
Incremental design, set-based development, and other ways to give your team options
in Kanban
,
Limit Work in Progress
vs. command-and-control approach
,
Scrum teams commit to delivering value, but give themselves options for how to do it
osmotic communication
,
Team Practices
overcommitments
,
The Rules of Scrum
,
Scrum teams commit to delivering value, but give themselves options for how to do it
P
pair programming
,
Programming Practices
,
Practices Only “Stick” When the Team Truly Believes in Them
,
Feedback Loops
,
Coaches Listen for Warning Signs That the Team Is Having Trouble with a Change
perceived integrity
,
Gain a Deeper Understanding of the Product
performance evaluations
,
Principle #6: Build Projects Around Motivated Individuals. Give Them the Environment and Support They Need, and Trust Them to Get the Job Done.
perspective
(
see
fractured perspective)
pig and chicken fable
,
Everyone Owns the Project
placeholders
,
Hooks, Edge Cases, and Code That Does Too Much
planning poker
,
Is Your Company’s Culture Compatible with Scrum Values?
Poppendieck, Mary
,
Lean, Eliminating Waste, and Seeing the Whole
"Practical Modern Basketball" (Wooden)
,
The Principles of Coaching
practices
adopting new
,
Where to Start with a New Methodology
,
Practices Do Work Without the Values (Just Don’t Call It Scrum)
adopting without values
,
Practices Do Work Without the Values (Just Don’t Call It Scrum)
benefits of
,
What Is Agile?
daily standup
,
What Is Agile?
effect of mindset on
,
What Is Agile?
for initial move to agile
,
Methodologies Help You Get It All in Place at Once
fractured perspective and
,
Why Does a Fractured Perspective Lead to Just Better-Than-Not-Doing-It Results?
importance of good
,
No Silver Bullet
,
Adding Agile Makes a Difference
improving vs. mindset change
,
“Better-Than-Not-Doing-It” Results
individual vs. sum of
,
Understanding the Elephant
primary practices of XP
,
The Primary Practices of XP
vs. methodologies
,
Methodologies Help You Get It All in Place at Once
pride of workmanship
,
Elevating goals motivate everyone on the team
principles
12 principles of agile software
,
The 12 Principles of Agile Software
additional reading on
,
Where to Start with a New Methodology
,
The Agile Project: Bringing All the Principles Together
build projects around motivated individuals
,
Principle #6: Build Projects Around Motivated Individuals. Give Them the Environment and Support They Need, and Trust Them to Get the Job Done.
businesspeople and developers working together daily
,
Principle #5: Businesspeople and Developers Must Work Together Daily Throughout the Project.
communication
daily businesspeople-developer interaction
,
Principle #5: Businesspeople and Developers Must Work Together Daily Throughout the Project.
face-to-face
,
Principle #4: The Most Efficient and Effective Method of Conveying Information To and Within a Development Team Is Face-To-Face Conversation.
rewarding teamwork
,
Principle #6: Build Projects Around Motivated Individuals. Give Them the Environment and Support They Need, and Trust Them to Get the Job Done.
deliver working software frequently
,
Principle #3: Deliver Working Software Frequently, from a Couple of Weeks to a Couple of Months, with a Preference to the Shorter Timescale.
delivery
changing requirements
,
Principle #2: Welcome Changing Requirements, Even Late In Development. Agile Processes Harness Change for the Customer’s Competitive Advantage.
early and continuous
,
Principle #1: Our Highest Priority Is to Satisfy the Customer Through Early and Continuous Delivery of Valuable Software.
,
Elevating goals motivate everyone on the team
frequency of
,
Principle #3: Deliver Working Software Frequently, from a Couple of Weeks to a Couple of Months, with a Preference to the Shorter Timescale.
key points
,
Better Project Delivery for the Ebook Reader Project
development of
,
The Agile Principles
early and continuous delivery of valuable software
,
Principle #1: Our Highest Priority Is to Satisfy the Customer Through Early and Continuous Delivery of Valuable Software.
evolving language of
,
The Agile Principles
face-to-face communication
,
Principle #4: The Most Efficient and Effective Method of Conveying Information To and Within a Development Team Is Face-To-Face Conversation.
FAQs about
,
The Agile Project: Bringing All the Principles Together
hands-on practice
,
The Agile Project: Bringing All the Principles Together
improvement
key points
,
Principle #12: At Regular Intervals, the Team Reflects on How to Become More Effective, Then Tunes and Adjusts Its Behavior Accordingly.
reflection and adaptation
,
Principle #12: At Regular Intervals, the Team Reflects on How to Become More Effective, Then Tunes and Adjusts Its Behavior Accordingly.
self-organizing teams
,
Principle #11: The Best Architectures, Requirements, and Designs Emerge from Self-Organizing Teams.
simplicity
,
Principle #10: Simplicity—the Art of Maximizing the Amount of Work Not Done—Is Essential.
motivation behind
,
The Customer Is Always Right...Right?
project execution
enhancing agility
,
Principle #9: Continuous Attention to Technical Excellence and Good Design Enhances Agility.
key points of
,
A Better Working Environment for the Ebook Reader Project Team
measures of progress
,
Principle #7: Working Software Is the Primary Measure of Progress.
sustainable development
,
Principle #8: Agile Processes Promote Sustainable Development. The Sponsors, Developers, and Users Should Be Able to Maintain a Constant Pace Indefinitely.
promote sustainable development
,
Principle #8: Agile Processes Promote Sustainable Development. The Sponsors, Developers, and Users Should Be Able to Maintain a Constant Pace Indefinitely.
reflect at regular intervals and adjust behavior accordingly
,
Principle #12: At Regular Intervals, the Team Reflects on How to Become More Effective, Then Tunes and Adjusts Its Behavior Accordingly.
relationship to values
,
The Agile Project: Bringing All the Principles Together
self-organizing teams
,
Principle #11: The Best Architectures, Requirements, and Designs Emerge from Self-Organizing Teams.
,
Scrum and Self-Organizing Teams
simplicity
,
Principle #10: Simplicity—the Art of Maximizing the Amount of Work Not Done—Is Essential.
,
XP, Simplicity, and Incremental Design
technical excellence
,
Principle #9: Continuous Attention to Technical Excellence and Good Design Enhances Agility.
tips for coaches
,
The Agile Project: Bringing All the Principles Together
,
The Principles of Coaching
welcome changing requirements
,
Principle #2: Welcome Changing Requirements, Even Late In Development. Agile Processes Harness Change for the Customer’s Competitive Advantage.
working software as primary measure of progress
,
Principle #7: Working Software Is the Primary Measure of Progress.
of XP
(
see
XP principles)
principles over practices
,
Principles Over Practices
process improvement
definition of
,
Kanban, Flow, and Constantly Improving
goals of
,
Find a Starting Point and Evolve Experimentally from There
using Kanban
,
Improving Your Process with Kanban
product backlog
,
Methodologies Help You Get It All in Place at Once
,
Scrum and Self-Organizing Teams
product owners
,
Adding Agile Makes a Difference
,
Scrum and Self-Organizing Teams
Product Owners
advantage of using
,
Is Your Company’s Culture Compatible with Scrum Values?
role on Scrum teams
,
The Product Owner Helps the Team Understand the Value of the Software
,
No room for chickens
,
How to Hold an Effective Daily Scrum
,
Iterative or Incremental?
,
How to Plan and Run an Effective Scrum Sprint
,
Act V: Not Quite Expecting the Unexpected
,
Burndown Charts
,
Planning and Running a Sprint Using Stories, Points, Tasks, and a Task Board
,
Is Your Company’s Culture Compatible with Scrum Values?
,
XP Principles Help You Understand Planning
,
Scrum teams commit to delivering value, but give themselves options for how to do it
sprint planning by
,
The Rules of Scrum
,
Sprints, Planning, and Retrospectives
productivity
,
Principle #8: Agile Processes Promote Sustainable Development. The Sponsors, Developers, and Users Should Be Able to Maintain a Constant Pace Indefinitely.
,
Teams Work Best When They Feel Like They Have Time to Think
proficiency
,
Coaches Understand How People Learn
project delivery
changing requirements
,
Principle #2: Welcome Changing Requirements, Even Late In Development. Agile Processes Harness Change for the Customer’s Competitive Advantage.
early and continuous
,
Principle #1: Our Highest Priority Is to Satisfy the Customer Through Early and Continuous Delivery of Valuable Software.
,
Elevating goals motivate everyone on the team
frequency of
,
Principle #3: Deliver Working Software Frequently, from a Couple of Weeks to a Couple of Months, with a Preference to the Shorter Timescale.
key points on
,
Better Project Delivery for the Ebook Reader Project
project execution
enhancing agility
,
Principle #9: Continuous Attention to Technical Excellence and Good Design Enhances Agility.
key points of
,
A Better Working Environment for the Ebook Reader Project Team
measures of success
,
Principle #7: Working Software Is the Primary Measure of Progress.
sustainable development
,
Principle #8: Agile Processes Promote Sustainable Development. The Sponsors, Developers, and Users Should Be Able to Maintain a Constant Pace Indefinitely.
project improvement
key points
,
Principle #12: At Regular Intervals, the Team Reflects on How to Become More Effective, Then Tunes and Adjusts Its Behavior Accordingly.
reflection and adaptation
,
Principle #12: At Regular Intervals, the Team Reflects on How to Become More Effective, Then Tunes and Adjusts Its Behavior Accordingly.
self-organizing teams and
,
Principle #11: The Best Architectures, Requirements, and Designs Emerge from Self-Organizing Teams.
simplicity
,
Principle #10: Simplicity—the Art of Maximizing the Amount of Work Not Done—Is Essential.
project management systems
,
Code Smells and Antipatterns (or, How to Tell If You’re Being Too Clever)
project managers, role on agile teams
,
The Agile Project: Bringing All the Principles Together
project schedules
,
Is Your Company’s Culture Compatible with Scrum Values?
project velocity
,
Adding Agile Makes a Difference
pull systems
,
Pull Systems Help Teams Eliminate Constraints
Q
quality (XP principle)
,
Understanding the XP Principles Helps You Embrace Change
,
XP Principles Help You Understand Practices—and Vice Versa
quarterly cycle practice
,
Planning Practices
,
Isn’t it better to prevent this sort of problem by doing good design up front, at the beginning of the project? Isn’t it safer to build the code right the first time?
R
redundancy (XP principle)
,
Understanding the XP Principles Helps You Embrace Change
refactoring
addressing technical debt with
,
Fix Technical Debt by Refactoring Mercilessly
benefits of
,
Isn’t refactoring rework? And isn’t rework one of the biggest sources of bugs?
decoupling code with
,
Avoid Monolithic Design
definition of
,
Make Code and Design Decisions at the Last Responsible Moment
example of
,
Make Code and Design Decisions at the Last Responsible Moment
in Lean
,
Gain a Deeper Understanding of the Product
reducing complexity with
,
Make Code and Design Decisions at the Last Responsible Moment
team climate and
,
Incremental Design and the Holistic XP Practices
vs. one-time coding
,
Isn’t it better to prevent this sort of problem by doing good design up front, at the beginning of the project? Isn’t it safer to build the code right the first time?
reflection (XP principle)
,
Understanding the XP Principles Helps You Embrace Change
release plans
,
Adding Agile Makes a Difference
respect (Scrum value)
,
Scrum Has Its Own Set of Values
,
Is Your Company’s Culture Compatible with Scrum Values?
respect (XP value)
,
The XP Values
,
Feedback Loops
,
The XP Design, Planning, Team, and Holistic Practices Form an Ecosystem That Spurs Innovation
responding to change over following a plan
,
Responding to Change Over Following a Plan
retrospectives
as a coaching tool
,
Coaches Understand What Makes a Methodology Work
holding effective
,
Generally Accepted Scrum Practices
in Scrum
,
Scrum and Self-Organizing Teams
,
The Rules of Scrum
,
Act I: I Can Haz Scrum?
,
Act II: Status Updates Are for Social Networks!
,
Sprints, Planning, and Retrospectives
,
Generally Accepted Scrum Practices
in XP
,
Planning Practices
,
XP Principles Help You Understand Planning
instituting
,
Adding Agile Makes a Difference
purpose of
,
Individuals and Interactions Over Processes and Tools
,
Scrum and Self-Organizing Teams
sprint planning and
,
Sprints, Planning, and Retrospectives
timing of
,
The Rules of Scrum
reusable code
,
Code and Design
,
Isn’t refactoring rework? And isn’t rework one of the biggest sources of bugs?
rework
,
The XP Values Help the Team Change Their Mindset
,
Isn’t refactoring rework? And isn’t rework one of the biggest sources of bugs?
root-cause analysis
,
Feedback Loops
,
Find the Root Cause of Problems That You Discover
Five Whys technique
,
Feedback Loops
,
Find the Root Cause of Problems That You Discover
,
Pull Systems Help Teams Eliminate Constraints
Royce, Winston
,
A Fractured Perspective
rugged individualism
,
Creating Heroes and Magical Thinking
S
sandboxes
,
Integration Practices
Schwaber, Ken
,
Scrum and Self-Organizing Teams
,
Scrum Has Its Own Set of Values
,
Generally Accepted Scrum Practices
,
Lean, Eliminating Waste, and Seeing the Whole
Scrum
additional reading on
,
Act IV: Dog Catches Car
,
Is Your Company’s Culture Compatible with Scrum Values?
adopting practices without values
,
Practices Do Work Without the Values (Just Don’t Call It Scrum)
challenges of implementing
,
Act I: I Can Haz Scrum?
,
Act II: Status Updates Are for Social Networks!
,
Act III: Sprinting into a Wall
,
Act IV: Dog Catches Car
,
Act V: Not Quite Expecting the Unexpected
coaching tips for
,
Is Your Company’s Culture Compatible with Scrum Values?
Daily Scrum
(
see
Daily Scrum)
FAQs
,
Act IV: Dog Catches Car
,
Is Your Company’s Culture Compatible with Scrum Values?
founder of
,
Is Your Company’s Culture Compatible with Scrum Values?
Generally Accepted Scrum Practices (GASPs)
,
Generally Accepted Scrum Practices
hands-on practice
,
Act IV: Dog Catches Car
,
Is Your Company’s Culture Compatible with Scrum Values?
improving
,
Is Your Company’s Culture Compatible with Scrum Values?
initial practices adopted under
,
Methodologies Help You Get It All in Place at Once
key points on
,
Scrum Has Its Own Set of Values
,
How to Plan and Run an Effective Scrum Sprint
,
Generally Accepted Scrum Practices
project basic pattern
,
Scrum and Self-Organizing Teams
project ownership in
encouraging team commitment
,
How Product Owners, Scrum Masters, and team members can be better pigs
pig and chicken fable
,
Everyone Owns the Project
Product Owners
,
The Product Owner Helps the Team Understand the Value of the Software
,
No room for chickens
Scrum Master role
,
The Scrum Master Guides the Team’s Decisions
rules of
,
The Rules of Scrum
sprints
(
see
sprints)
summary of
,
Methodologies Help You Get It All in Place at Once
values in
(
see
Scrum values)
vs. Kanbam
,
Kanban, Flow, and Constantly Improving
vs. Lean
,
Lean, Eliminating Waste, and Seeing the Whole
vs. XP
,
Practices Only “Stick” When the Team Truly Believes in Them
,
The Principles of XP
"The Scrum Guide" (Schwaber and Sutherland)
,
The Rules of Scrum
Scrum Master
duties of
,
The Agile Project: Bringing All the Principles Together
,
Scrum and Self-Organizing Teams
vs. command-and-control manager
,
The Scrum Master Guides the Team’s Decisions
vs. project manager
,
Adding Agile Makes a Difference
“Scrum Metrics for Hyperproductive Teams” (Sutherland and Downey)
,
Is Your Company’s Culture Compatible with Scrum Values?
Scrum of Scrums meeting
,
Is Your Company’s Culture Compatible with Scrum Values?
Scrum teams
as self-organizing
,
Scrum and Self-Organizing Teams
avoiding distractions
,
Is Your Company’s Culture Compatible with Scrum Values?
commitment in
,
Scrum teams commit to delivering value, but give themselves options for how to do it
genuine feeling of ownership in
,
Visibility and Value
global
,
Is Your Company’s Culture Compatible with Scrum Values?
goal setting
,
Story Points and Velocity
key points on
,
How to Plan and Run an Effective Scrum Sprint
learning form mistakes
,
Scrum Values Revisited
motivating
,
Elevating goals motivate everyone on the team
options thinking and
,
Incremental design, set-based development, and other ways to give your team options
self-interest and
,
Visibility and Value
set-based development in
,
Incremental design, set-based development, and other ways to give your team options
vs. traditional teams
,
Is Your Company’s Culture Compatible with Scrum Values?
Scrum values
adopting practices without values
,
Practices Do Work Without the Values (Just Don’t Call It Scrum)
benefits of
,
Scrum Values Revisited
commitment
,
Scrum Has Its Own Set of Values
,
Is Your Company’s Culture Compatible with Scrum Values?
,
You Already Understand Many of These Values
communication
,
Feedback Loops
company culture and
,
Scrum Has Its Own Set of Values
,
Practices Do Work Without the Values (Just Don’t Call It Scrum)
courage
,
Scrum Has Its Own Set of Values
,
Is Your Company’s Culture Compatible with Scrum Values?
focus
,
Scrum Has Its Own Set of Values
,
Is Your Company’s Culture Compatible with Scrum Values?
openness
,
Scrum Has Its Own Set of Values
,
Is Your Company’s Culture Compatible with Scrum Values?
,
Feedback Loops
relationship to methodologies
,
Scrum Has Its Own Set of Values
respect
,
Scrum Has Its Own Set of Values
,
Is Your Company’s Culture Compatible with Scrum Values?
see the whole (Lean value)
,
Lean Thinking
,
See the Whole
self-determination
,
You Already Understand Many of These Values
self-organizing teams
,
Principle #11: The Best Architectures, Requirements, and Designs Emerge from Self-Organizing Teams.
,
Scrum and Self-Organizing Teams
self-reflection
,
The Principles of XP
self-similarity (XP principle)
,
Understanding the XP Principles Helps You Embrace Change
,
Act V: Final Score
separation of concerns
,
What’s the difference between a library and a framework?
set the whole value
,
Lean Thinking
set-based development
,
Commitment, Options Thinking, and Set-Based Development
,
Incremental design, set-based development, and other ways to give your team options
Seven Wastes of Software Development
,
Eliminate Waste
Shore, James
,
Methodologies Help You Get It All in Place at Once
shortcuts
,
Paved with Good Intentions
shotgun surgery
,
XP Teams Look for Code Smells and Fix Them
Shuhari learning technique
,
Coaches Understand How People Learn
simplicity
agile principle
,
The 12 Principles of Agile Software
,
Principle #10: Simplicity—the Art of Maximizing the Amount of Work Not Done—Is Essential.
and code smells
,
Code Smells and Antipatterns (or, How to Tell If You’re Being Too Clever)
and latest responsible moment
,
Make Code and Design Decisions at the Last Responsible Moment
and mental state
,
Teams Work Best When They Feel Like They Have Time to Think
frameworks vs. libraries
,
What’s the difference between a library and a framework?
unix tools philosophy of simplicity
,
Incremental Design Versus Designing for Reuse
XP value
,
The XP Values
,
Feedback Loops
-
Feedback Loops
,
XP, Simplicity, and Incremental Design
,
Code and Design
-
Code Smells and Antipatterns (or, How to Tell If You’re Being Too Clever)
,
The XP Design, Planning, Team, and Holistic Practices Form an Ecosystem That Spurs Innovation
,
Incremental Design Versus Designing for Reuse
sit together practice
,
Team Practices
slack practice
,
Planning Practices
Slack, including
,
Managing Flow with WIP Limits Naturally Creates Slack
SLAs (service level agreements)
,
Customer Collaboration Over Contract Negotiation
software crisis
,
A Fractured Perspective
software development
BRUF approach
,
A Team Lead, Architect, and Project Manager Walk into a Bar...
challenges of planning in
,
Is Your Company’s Culture Compatible with Scrum Values?
CHAOS report
,
Make Your Software Useful
code control in
,
No Silver Bullet
,
Principle #9: Continuous Attention to Technical Excellence and Good Design Enhances Agility.
,
XP and Embracing Change
cultural differences and
,
How a Fractured Perspective Causes Project Problems
good design
,
Principle #9: Continuous Attention to Technical Excellence and Good Design Enhances Agility.
key points for successful
,
Why Does a Fractured Perspective Lead to Just Better-Than-Not-Doing-It Results?
silver bullet solutions
,
No Silver Bullet
sustainable
,
Principle #8: Agile Processes Promote Sustainable Development. The Sponsors, Developers, and Users Should Be Able to Maintain a Constant Pace Indefinitely.
,
Teams Work Best When They Feel Like They Have Time to Think
waterfall process
,
Understanding Agile Values
(
see also
waterfall process)
spaghetti code
,
XP Teams Look for Code Smells and Fix Them
sprints
breaking
,
The Product Owner Makes or Breaks the Sprint
communication during
,
User Stories, Velocity, and Generally Accepted Scrum Practices
ending
,
Planning and Running a Sprint Using Stories, Points, Tasks, and a Task Board
incremental and iterative qualities of
,
Iterative or Incremental?
key points on
,
How to Plan and Run an Effective Scrum Sprint
role of Product Owner in
,
The Product Owner Makes or Breaks the Sprint
setting expectations in
,
User Stories, Velocity, and Generally Accepted Scrum Practices
sprint backlog
adjusting
,
The Rules of Scrum
definition of
,
Methodologies Help You Get It All in Place at Once
,
Scrum and Self-Organizing Teams
managing with story points
,
Story Points and Velocity
managing with user stories
,
User Stories Help Build Features Your Users Will Use
prioritizing goals
,
Is Your Company’s Culture Compatible with Scrum Values?
software vs. manual management of
,
Burndown Charts
sprint planning
basic questions for
,
Planning and Running a Sprint Using Stories, Points, Tasks, and a Task Board
burndown charts
,
Burndown Charts
challenges in
,
Sprints, Planning, and Retrospectives
changing the plan
,
How to Plan and Run an Effective Scrum Sprint
collective commitment and
,
Make Your Software Useful
concentrate on value
,
How to Plan and Run an Effective Scrum Sprint
conditions of satisfaction
,
Conditions of Satisfaction
creating useful software
,
Make Your Software Useful
examples of
,
Act IV: Dog Catches Car
function of
,
Scrum and Self-Organizing Teams
individual development tasks
,
Planning and Running a Sprint Using Stories, Points, Tasks, and a Task Board
key points for
,
Generally Accepted Scrum Practices
motivating the team
,
Elevating goals motivate everyone on the team
overview of
,
The Rules of Scrum
realistic expectations
,
How to Plan and Run an Effective Scrum Sprint
start with the users
,
How to Plan and Run an Effective Scrum Sprint
story points and velocity
,
Story Points and Velocity
task boards
,
Planning and Running a Sprint Using Stories, Points, Tasks, and a Task Board
user stories
,
User Stories Help Build Features Your Users Will Use
user stories and
,
Planning and Running a Sprint Using Stories, Points, Tasks, and a Task Board
visibility and value
,
Visibility and Value
sprint reviews
overview of
,
The Rules of Scrum
retrospectives
,
Scrum and Self-Organizing Teams
starting
,
The Rules of Scrum
timeboxing of
,
The Product Owner Makes or Breaks the Sprint
Standish Group’s CHAOS report
,
Make Your Software Useful
status reports
,
Principle #7: Working Software Is the Primary Measure of Progress.
stories practice
,
Planning Practices
stories, in XP
,
XP Principles Help You Understand Practices—and Vice Versa
story points
assigning
,
Story Points and Velocity
benefits of
,
Why story points work
predicting velocity with
,
Story Points and Velocity
software vs. manual preparation of
,
Burndown Charts
support tasks
,
Is Your Company’s Culture Compatible with Scrum Values?
sustainable pace
,
Principle #8: Agile Processes Promote Sustainable Development. The Sponsors, Developers, and Users Should Be Able to Maintain a Constant Pace Indefinitely.
,
Teams Work Best When They Feel Like They Have Time to Think
Sutherland, Jeff
,
The Rules of Scrum
,
Is Your Company’s Culture Compatible with Scrum Values?
systems thinking
,
Stories Go into the System; Code Comes Out
,
Limit Work in Progress
,
Why not make the WIP limit 1 and meet all the time? Aren’t shorter feedback loops better?
,
Emergent Behavior with Kanban
T
task boards
and options thinking
,
Scrum teams commit to delivering value, but give themselves options for how to do it
informative workspace
,
Team Practices
making planning decisions at the last responsible moment
,
Make Code and Design Decisions at the Last Responsible Moment
management of
,
Responding to Change Over Following a Plan
Scrum Master's use of
,
Adding Agile Makes a Difference
sprint planning with
,
Planning and Running a Sprint Using Stories, Points, Tasks, and a Task Board
vs. kanban boards
,
Kanban is not a software methodology or a project management system
,
Use a kanban board to visualize the workflow
tasks, estimating
,
Is Your Company’s Culture Compatible with Scrum Values?
technical debt
,
Fix Technical Debt by Refactoring Mercilessly
,
Act V: Final Score
technical excellence
,
Principle #9: Continuous Attention to Technical Excellence and Good Design Enhances Agility.
10-minute build
,
Integration Practices
test-driven development
benefits of
,
Adding Agile Makes a Difference
,
XP Helps Developers Learn to Work with Users
,
Practices Only “Stick” When the Team Truly Believes in Them
continued use of
,
Act V: Final Score
dealing with resistance to
,
Coaches Listen for Warning Signs That the Team Is Having Trouble with a Change
definition of
,
Working Software Over Comprehensive Documentation
in Lean
,
Gain a Deeper Understanding of the Product
principle of quality and
,
Feedback Loops
team climate and
,
Incremental Design and the Holistic XP Practices
unit tests in
,
Programming Practices
test-first programming
,
Programming Practices
,
Feedback Loops
,
Use Continuous Integration to Find Design Problems
theory of constraints
,
Control Bottlenecks by Limiting Work in Progress
thinking tools
(
see
Lean, thinking tools)
thrashing
,
Why not make the WIP limit 1 and meet all the time? Aren’t shorter feedback loops better?
tightly coupled code
,
Avoid Monolithic Design
timeboxing
,
Methodologies Help You Get It All in Place at Once
,
Principle #3: Deliver Working Software Frequently, from a Couple of Weeks to a Couple of Months, with a Preference to the Shorter Timescale.
,
The Rules of Scrum
,
Planning and Running a Sprint Using Stories, Points, Tasks, and a Task Board
Toyota Production System (TPS)
,
Pull Systems Help Teams Eliminate Constraints
transparency
,
Feedback and the Visibility-Inspection-Adaptation Cycle
“tribal” knowledge
,
Find a Starting Point and Evolve Experimentally from There
U
unenergized environments
,
Teams Work Best When They Feel Like They Have Time to Think
unit tests
,
Programming Practices
Unix toolset
,
Incremental Design Versus Designing for Reuse
use cases
,
Is Your Company’s Culture Compatible with Scrum Values?
user stories
assigning story points to
,
Story Points and Velocity
benefits of
,
User Stories Help Build Features Your Users Will Use
breaking down into tasks
,
Planning and Running a Sprint Using Stories, Points, Tasks, and a Task Board
examples of
,
User Stories Help Build Features Your Users Will Use
in XP
,
XP Principles Help You Understand Practices—and Vice Versa
Mad Libs-style
,
User Stories Help Build Features Your Users Will Use
managing backlog with
,
User Stories Help Build Features Your Users Will Use
purpose of
,
Adding Agile Makes a Difference
software vs. manual management of
,
Burndown Charts
structure of
,
A Fractured Perspective
task boards and
,
Responding to Change Over Following a Plan
value of
,
Individuals and Interactions Over Processes and Tools
writing
,
User Stories Help Build Features Your Users Will Use
"User Stories Applied" (Cohn)
,
Iterative or Incremental?
,
Generally Accepted Scrum Practices
V
value stream maps
,
Use a Value Stream Map to Help See Waste Clearly
,
Use an Area Chart to Visualize Work in Progress
,
Pull Systems Help Teams Eliminate Constraints
,
Every software team follows a system, whether they know it or not
value, varied concepts of
,
The Customer Is Always Right...Right?
values
,
Scrum Has Its Own Set of Values
(
see also
Lean values; Scrum values; XP values)
additional reading on
,
Where to Start with a New Methodology
,
The Agile Project: Bringing All the Principles Together
cultural differences in
,
How a Fractured Perspective Causes Project Problems
customer collaboration over contract negotiation
,
Customer Collaboration Over Contract Negotiation
,
Principle #1: Our Highest Priority Is to Satisfy the Customer Through Early and Continuous Delivery of Valuable Software.
,
Principle #5: Businesspeople and Developers Must Work Together Daily Throughout the Project.
,
Principle #10: Simplicity—the Art of Maximizing the Amount of Work Not Done—Is Essential.
,
Make Your Software Useful
in Manifesto for Agile Software Development
,
Understanding Agile Values
,
The Agile Manifesto Helps Teams See the Purpose Behind Each Practice
individuals/interactions over processes/tools
,
Individuals and Interactions Over Processes and Tools
,
Understanding the Elephant
key points on
,
Principles Over Practices
principles over practices
,
Principles Over Practices
relationship to principles
,
The Agile Project: Bringing All the Principles Together
responding to change over following a plan
,
Responding to Change Over Following a Plan
shared by various methodologies
,
Methodologies Help You Get It All in Place at Once
working software over comprehensive documentation
,
Working Software Over Comprehensive Documentation
,
Principle #7: Working Software Is the Primary Measure of Progress.
,
Make Your Software Useful
velocity
,
Story Points and Velocity
,
Burndown Charts
version control systems
,
Integration Practices
VersionOne State of Agile Development 2013 survey
,
Methodologies Help You Get It All in Place at Once
very large classes
,
XP Teams Look for Code Smells and Fix Them
visibility
,
Feedback and the Visibility-Inspection-Adaptation Cycle
visibility-inspection-adaptation cycle
,
Feedback and the Visibility-Inspection-Adaptation Cycle
,
Iterative or Incremental?
W
"walking the board" meetings
,
Use a kanban board to visualize the workflow
Warden, Shane
,
Methodologies Help You Get It All in Place at Once
waste, eliminating
,
Eliminate Waste
,
Pull Systems Help Teams Eliminate Constraints
Water-Scrum-Fall approach
,
How a Fractured Perspective Causes Project Problems
waterfall process
complex designs resulting from
,
Isn’t refactoring rework? And isn’t rework one of the biggest sources of bugs?
cultural differences in
,
How a Fractured Perspective Causes Project Problems
definition of
,
Understanding Agile Values
diagram of
,
A Team Lead, Architect, and Project Manager Walk into a Bar...
drawbacks of
,
A Team Lead, Architect, and Project Manager Walk into a Bar...
,
“Do As I Say, Not As I Said”
,
Principle #11: The Best Architectures, Requirements, and Designs Emerge from Self-Organizing Teams.
key points on
,
No Silver Bullet
original description of
,
A Fractured Perspective
planning process in
,
Feedback and the Visibility-Inspection-Adaptation Cycle
product ownership in
,
Everyone on a Scrum Team Owns the Project
successful characteristics
,
No Silver Bullet
tradeoffs in
,
Is Your Company’s Culture Compatible with Scrum Values?
weekly cycle practice
,
Planning Practices
,
Isn’t it better to prevent this sort of problem by doing good design up front, at the beginning of the project? Isn’t it safer to build the code right the first time?
whole team practice
,
Team Members Trust Each Other and Make Decisions Together
Wooden, John
,
The Principles of Coaching
work in progress (WIP)
area charts
,
Use an Area Chart to Visualize Work in Progress
cumulative flow diagram for
,
Use CFDs and WIP Area Charts to Measure and Manage Flow
limiting in Kanban
,
Limit Work in Progress
workflow visualization
,
Visualize the Workflow
working software over comprehensive documentation
,
Working Software Over Comprehensive Documentation
,
Principle #7: Working Software Is the Primary Measure of Progress.
,
Make Your Software Useful
X
XP (Extreme Programming)
additional reading on
,
Feedback Loops
,
Act V: Final Score
challenges of implementing
,
Act II: The Game Plan Changed, but We’re Still Losing
,
Act III: The Momentum Shifts
,
Act IV: Going into Overtime, Part 2: Second Overtime
coaching tips
,
Feedback Loops
,
Act V: Final Score
corollary practices
,
Feedback Loops
design decisions in
,
Make Code and Design Decisions at the Last Responsible Moment
FAQs
,
Feedback Loops
,
Act V: Final Score
feedback loops in
,
Feedback Loops
goals of
,
XP and Embracing Change
,
XP, Simplicity, and Incremental Design
hands-on practice
,
Feedback Loops
,
Act V: Final Score
holistic practices
energized work
,
Teams Work Best When They Feel Like They Have Time to Think
incremental design
,
Incremental Design and the Holistic XP Practices
interconnected nature of
,
Incremental Design and the Holistic XP Practices
whole team
,
Team Members Trust Each Other and Make Decisions Together
iterative development in
,
Isn’t it better to prevent this sort of problem by doing good design up front, at the beginning of the project? Isn’t it safer to build the code right the first time?
key points of
,
Why Teams Resist Changes, and How the Practices Help
,
Feedback Loops
,
Code Smells Increase Complexity
,
Act V: Final Score
lack of assigned roles in
,
Feedback Loops
overview of
,
Methodologies Help You Get It All in Place at Once
primary practices
categories of
,
The Primary Practices of XP
ecosystem created by
,
The XP Design, Planning, Team, and Holistic Practices Form an Ecosystem That Spurs Innovation
effect on XP teams
,
Practices Only “Stick” When the Team Truly Believes in Them
embracing change with
,
Why Teams Resist Changes, and How the Practices Help
for integration
,
Integration Practices
for planning
,
Planning Practices
for programming
,
Programming Practices
for teams
,
Team Practices
judging readiness for
,
Paved with Good Intentions
relationship to principles
,
The Principles of XP
relationship to values
,
Paved with Good Intentions
project planning in
,
XP Principles Help You Understand Planning
,
Feedback Loops
,
Code Smells and Antipatterns (or, How to Tell If You’re Being Too Clever)
three levels of maturity
,
Coaches Understand How People Learn
vs. Kanban
,
Kanban, Flow, and Constantly Improving
vs. Lean
,
Lean, Eliminating Waste, and Seeing the Whole
vs. Scrum
,
Practices Only “Stick” When the Team Truly Believes in Them
,
The Principles of XP
XP principles
approaching problems with
,
Understanding the XP Principles Helps You Embrace Change
failure
,
Use Continuous Integration to Find Design Problems
list of
,
Understanding the XP Principles Helps You Embrace Change
project planning and
,
XP Principles Help You Understand Planning
relationship to practices
,
The Principles of XP
,
XP Principles Help You Understand Practices—and Vice Versa
self-reflection goal of
,
The Principles of XP
self-similarity
,
Act V: Final Score
stories and
,
XP Principles Help You Understand Practices—and Vice Versa
XP teams
achieving flow in
,
Feedback Loops
adoption of values by
,
Paved with Good Intentions
changing mindsets of
,
The XP Values Help the Team Change Their Mindset
embracing change
,
Why Teams Resist Changes, and How the Practices Help
energized work in
,
Teams Work Best When They Feel Like They Have Time to Think
innovation spurred in
,
The XP Design, Planning, Team, and Holistic Practices Form an Ecosystem That Spurs Innovation
whole team practice
,
Team Members Trust Each Other and Make Decisions Together
working with users
,
XP Helps Developers Learn to Work with Users
XP values
challenges in adopting
,
Paved with Good Intentions
list of
,
An Effective Mindset Starts with the XP Values
simplicity
,
Make Code and Design Decisions at the Last Responsible Moment
vs. practices
,
Paved with Good Intentions
Y
YAGNI (You Ain't Gonna Need it)
,
Hooks, Edge Cases, and Code That Does Too Much
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