By Bertrand Meyer

ISBN-10: 3319051555

ISBN-13: 9783319051550

Are you attracted by means of the guarantees of agile tools yet get rid of via the fanaticism of many agile texts? do you want to grasp which agile recommendations paintings, which of them don't topic a lot, and which of them will damage your tasks? then you definitely desire Agile!: the 1st exhaustive, aim evaluate of agile rules, strategies and tools.

Agile equipment are the most very important advancements in software program over the last many years, but additionally a shocking mixture of the simplest and the worst. in the past each undertaking and developer needed to deal with the great rules from the undesirable through themselves. This e-book spares you the discomfort. It deals either an intensive descriptive presentation of agile options and a perceptive research in their merits and limitations.

Agile! serves first as a primer on agile improvement: one bankruptcy every one introduces agile ideas, roles, managerial practices, technical practices and artifacts. A separate bankruptcy analyzes the 4 significant agile equipment: severe Programming, Lean software program, Scrum and Crystal.

The accompanying severe research explains what you might want to keep and discard from agile rules. it truly is in response to Meyer’s thorough realizing of software program engineering, and his broad own adventure of programming and venture administration. He highlights the constraints of agile equipment in addition to their actually amazing contributions — even these to which their very own authors don't do complete justice.

Three vital chapters precede the middle dialogue of agile principles: an summary, serving as a focus of the total publication; a dissection of the highbrow units utilized by agile authors; and a evaluate of classical software program engineering concepts, resembling necessities research and lifecycle versions, which agile equipment criticize.

The ultimate chapters describe the precautions corporation may still take in the course of a transition to agile improvement and current an total evaluation of agile ideas.

This is the 1st e-book to debate agile equipment, past the brouhaha, within the common context of recent software program engineering. it's a key source for tasks that are looking to mix the easiest of validated effects and agile options.

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Extra resources for Agile!: The Good, the Hype and the Ugly

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We may call it the Columbus syndrome: people thought Christopher Columbus’s project absurd, and he was onto something big; you think that my idea is rubbish, so I must be onto something big. Or as Calvin put it in his decisive argument (Einstein again): CALVIN AND HOBBES © 1988 Watterson. Reprinted with permission of UNIVERSAL UCLICK. All rights reserved. One of the main arguments in Denning’s paper is a textbook case of the Columbus syndrome: over four paragraphs, he recalls the story of the discovery by John Harrison, in the eighteenth century, of how to measure longitude precisely by building better clocks; but: The scientists refused to concede that they had been wrong and give John Harrison his well-deserved prize.

2 Slander by association An effective — if not too commendable — way to criticize an idea is to associate it, in the reader’s mind, with one that everyone dislikes. The positive counterpart of this technique is honorable: choose for your own ideas a name that connotes a pleasant feeling, and leave it to your audience to get the opposite feeling for the opposing ideas, or just different ones. This is smart marketing, which one can only admire; as noted in the preface of this book, the choice of the word “agile” is brilliant.

G. 2 Agile criticism of upfront requirements The agile school rejects the idea of upfront requirements. The rejection is common to all agile variants. Beck, arguing for XP, writes: Requirements gathering isn’t a phase that produces a static document, but an activity producing detail, just before it is needed, throughout development. Cohn, in the Scrum context and as part of a broad-encompassing rejection of Big-Upfront-Anything: [Beck 2005], page 137. 2 REQUIREMENTS ENGINEERING Scrum projects do not have an upfront analysis or design phase; all work occurs within the repeated cycle of sprints.

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Agile!: The Good, the Hype and the Ugly by Bertrand Meyer

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