book

The Art of Agile Development, 2nd Edition

by James Shore, Shane Warden

October 2021

Beginner

537 pages

17h 47m

English

O'Reilly Media, Inc.

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For the PragmatistsWhat’s New in the Second EditionWho This Book Is ForAbout the Guest AuthorsConventions Used in This BookUsing Code ExamplesO’Reilly Online LearningHow to Contact UsAcknowledgements
Agile’s GenesisBorn Out of CrisisThe Agile ManifestoThe Essence of AgileAdaptive rather than predictivePeople-oriented rather than process-orientedWhy Agile WonWhy Agile WorksWhy Agile Fails
Practicing AgileThe Road to MasteryHow to BeginJoining an Agile TeamIntroducing AgileImproving Existing Agile TeamsApplying Individual Agile Practices
The Agile Fluency ModelFocusing ZoneDelivering ZoneOptimizing ZoneStrengthening ZoneChoose Your Zones
Make Time for LearningIf there’s no time for learning…If there’s no budget for help…Choose or Create Agile TeamsIf you can’t dedicate people to their teams…If team members don’t get along…If you can’t create long-lived teams…If you can’t get the business, customer, or user expertise you need…If you can’t get all the developer skills you need…Choose Agile CoachesIf you can’t hire the coaches you need…Delegate Authority and Responsibility to TeamsIf work must be assigned to individuals…If tools don’t support team-based work…If teams have to use a corporate tracking tool…If teams don’t have access to stakeholders…If Delivering teams don’t have control over their release processes…If Optimizing teams don’t have control over their product plans and spending…Change Team Management StyleIf managers have trouble letting go…Create Team RoomsIf a team is remote…If you can’t create a physical team room for an in-person team…Establish a Learning-Friendly Purpose for Each TeamIf there’s an important deadline…If there’s no valuable green-field work to do…Replace Waterfall Governance AssumptionsIf waterfall governance is required…Change Harmful HR PoliciesIf HR policies are set in stone…Address Security ConcernsIf there’s no flexibility around security requirements…If you’re required to have a separate code review step…
Understanding ChangeLarge-Scale ChangeMaking ChangesGet Management Buy-In1. Start with a Conversation2. Get the Economic Buyer’s Approval3. Make a Formal ProposalIf this sounds like too much work…If management thinks they’re already Agile…If management isn’t supportive…Get Team Buy-InIf team members are skeptical…If a few team members refuse…If the majority of the team refuses…If people lie about their acceptance…Get Stakeholder Buy-InIf concrete commitments are required…If stakeholders don’t buy in…Further Reading
Scaling FluencyOrganizational CapabilityCoaching CapabilityTeam CapabilityScaling Products and PortfoliosScaling VerticallyScaling HorizontallyScaling Vertically and HorizontallyMy Recommendation
Welcome to the Focusing ZoneAchieving Focusing Fluency

Customer SkillsDevelopment SkillsCoaching SkillsGeneralizing SpecialistsStaffing the TeamTeam SizeA Team of PeersThe Hole Team RevisitedQuestionsPrerequisitesIndicatorsAlternatives and ExperimentsFurther Reading
Secrets of CollaborationPhysical Team RoomsVirtual Team RoomsQuestionsPrerequisitesIndicatorsAlternatives and ExperimentsFurther Reading
Understanding Psychological SafetyHow to Create SafetyLeaders’ RoleQuestionsPrerequisitesIndicatorsAlternatives and ExperimentsFurther Reading
Start With the VisionIdentify the PurposeDocument the PurposeCharter the PurposePromote the PurposeIterate the PurposeQuestionsPrerequisitesIndicatorsAlternatives and ExperimentsFurther Reading
Chartering ContextIterating ContextQuestionsPrerequisitesIndicatorsAlternatives and Experiments
Chartering AlignmentIterating AlignmentAdhering to AgreementsQuestionsPrerequisitesIndicatorsAlternatives and Experiments
How to Be EnergizedSupporting Energized WorkTaking BreaksQuestionsPrerequisitesIndicatorsAlternatives and ExperimentsFurther Reading
How to Create a StoryCustomer ValueSplitting and Combining StoriesSpecial StoriesQuestionsPrerequisitesIndicatorsAlternatives and Experiments
Valuable IncrementsFocus on One Increment at a TimeSlice Your IncrementsRelease Early, Release OftenYour First IncrementAdapt Your PlansHow to Create Your PlanBalancing Adaptability and PredictabilityAdaptive Planning and Organizational CultureQuestionsPrerequisitesIndicatorsAlternatives and ExperimentsFurther Reading
Who Plans?Cluster MappingBreaking Down IncrementsImpact MappingProspective AnalysisStory MappingIterating the Visual PlanQuestionsPrerequisitesIndicatorsAlternatives and ExperimentsFurther Reading
How to PlayKeep Your Options OpenHow to Win the Planning GamePrioritizing Development DecisionsFacing RealityIterating the Planning GameQuestionsPrerequisitesIndicatorsAlternatives and Experiments
Personal DevelopmentPlatform DevelopmentIn-House Custom DevelopmentOutsourced Custom DevelopmentVertical-Market SoftwareHorizontal-Market SoftwareQuestionsPrerequisitesResultsExperiments and Alternatives
The Living Requirements DocumentWhen Experts Aren’t Part of the TeamWork IncrementallyDocumentationQuestionsPrerequisitesIndicatorsAlternatives and ExperimentsFurther Reading
CadenceCreating TasksVisual TrackingCross-Team DependenciesMaking and Meeting Iteration CommitmentsIncomplete StoriesEmergency RequestsYour First WeekQuestionsPrerequisitesIndicatorsAlternatives and ExperimentsFurther Reading
Yesterday’s WeatherCapacity and the Iteration TimeboxStabilizing CapacityEstimating StoriesWhen Estimating Is DifficultDefending EstimatesYour Initial CapacityHow to Improve CapacityCapacity Is Not ProductivityQuestionsPrerequisitesIndicatorsAlternatives and Experiments
How Much Slack?How to Use SlackQuestionsPrerequisitesIndicatorsAlternatives and ExperimentsFurther Reading
How to Hold the Daily Stand-UpBe BriefQuestionsPrerequisitesIndicatorsAlternatives and ExperimentsFurther Reading
Subtle CuesBig Visible ChartsImprovement ChartsGamingQuestionsPrerequisitesIndicatorsAlternatives and ExperimentsFurther Reading
DescribeDemonstrateDevelopQuestionsPrerequisitesIndicatorsAlternatives and ExperimentsFurther Reading
How to Be “Done Done”Making TimeOrganizational ConstraintsQuestionsPrerequisitesIndicatorsAlternatives and Experiments
Show Some HustleShow Some EmpathyDeliver on CommitmentsManage ProblemsRespect Customer GoalsMake Stakeholders Look GoodBe HonestQuestionsPrerequisitesIndicatorsAlternatives and ExperimentsFurther Reading
Feedback LoopsThe Demo CadenceHow to Conduct a Stakeholder DemoBe PreparedWhen Things Go WrongQuestionsPrerequisitesIndicatorsAlternatives and Experiments
Uncertainty and RiskPredefined Release DatesFeasibility ForecastsDate and Scope ForecastsQuestionsPrerequisitesIndicatorsAlternatives and ExperimentsFurther Reading
Agile GovernanceOption 1: Just the FactsOption 2: General DirectionOption 3: Date and Approximate ScopeOption 4: Detailed Plans and PredictionsCorporate Tracking ToolsWhen Your Roadmap Isn’t Good EnoughQuestionsPrerequisitesIndicatorsAlternatives and ExperimentsFurther Reading
Theory X and Theory YThe Role of Agile ManagementMeasurement DysfunctionWhy Measurement Dysfunction is InevitableDelegatory ManagementWhen Metrics Are RequiredQuestionsPrerequisitesIndicatorsAlternatives and ExperimentsFurther Reading
Types of RetrospectivesHow to Conduct a Heartbeat RetrospectiveStep 1: The Prime Directive (5 minutes)Step 2: Brainstorming (20 minutes)Step 3: Mute Mapping (15 minutes)Step 4: Generate Insights (10–30 minutes)Step 5: Retrospective Objective (10–20 minutes)Follow ThroughQuestionsPrerequisitesIndicatorsAlternatives and ExperimentsFurther Reading
What Makes a Team?Team DevelopmentCommunication, Collaboration, and InteractionShared LeadershipToxic BehaviorQuestionsPrerequisitesIndicatorsAlternatives and ExperimentsFurther Reading
Identifying ImpedimentsCircles and SoupQuestionsPrerequisitesIndicatorsAlternatives and ExperimentsFurther Reading
Welcome to the Delivering ZoneAchieving Delivering Fluency
Making Collective Ownership WorkEgoless ProgrammingCollaborating Without ConflictWorking with Unfamiliar CodeBenefits to ProgrammersQuestionsPrerequisitesIndicatorsAlternatives and Experiments
Why Pair?Pairing StationsHow to PairEffective NavigatingTeaching Through PairingChallengesQuestionsPrerequisitesIndicatorsAlternatives and ExperimentsFurther Reading
How to MobWhy Mobbing WorksThe Mobbing StationMaking Mobbing WorkQuestionsPrerequisitesIndicatorsAlternatives and ExperimentsFurther Reading
The Domain Expertise ConundrumSpeak the Same LanguageHow to Create a Ubiquitous LanguageQuestionsPrerequisitesIndicatorsAlternatives and ExperimentsFurther Reading
One-Second FeedbackKnow Your EditorReproducible BuildsFive-Minute IntegrationControl ComplexityAutomate EverythingAutomate IncrementallyAutomating Legacy CodeQuestionsPrerequisitesIndicatorsAlternatives and Experiments
Continuous Integration Is a Practice, Not a ToolThe Many Flavors of Continuous IntegrationThe Continuous Integration DanceContinuous Integration Without a CI ServerSynchronous Versus Asynchronous IntegrationMultistage Integration BuildsPull Requests and Code ReviewsQuestionsPrerequisitesIndicatorsAlternatives and ExperimentsFurther Reading
Why TDD WorksHow to Use TDDEat the Onion from the Inside OutA TDD ExampleQuestionsPrerequisitesIndicatorsAlternatives and ExperimentsFurther Reading
Rely on Narrow Unit TestsTest Outside Interactions with Narrow Integration TestsSimulate Nonlocal DependenciesControl Global StateWrite Sociable TestsSeparate Infrastructure and LogicUse Broad Tests Only as a Safety NetAdding Tests to Existing CodePrerequisitesIndicatorsAlternatives and ExperimentsFurther Reading
How to RefactorRefactoring in ActionQuestionsPrerequisitesIndicatorsAlternatives and ExperimentsFurther Reading
Quick QuestionsThird-Party DependenciesDesign ExperimentsMaking Time for SpikesQuestionsPrerequisitesIndicatorsAlternatives and Experiments
Never Stop DesigningHow Incremental Design WorksLevels of DesignRisk-Driven ArchitectureQuestionsPrerequisitesIndicatorsAlternatives and ExperimentsFurther Reading
YAGNI: You Aren’t Gonna Need ItOnce and Only OnceCoupling and CohesionThird-Party ComponentsFail FastSelf-Documenting CodePublished InterfacesPerformance OptimizationQuestionsPrerequisitesIndicatorsAlternatives and ExperimentsFurther Reading
How Reflective Design WorksReflective Design in PracticeReverse-Engineering the DesignIdentifying ImprovementsCode SmellsIncrementally RefactorQuestionsPrerequisitesIndicatorsAlternatives and ExperimentsFurther Reading
Threat ModelingConfigurationSecretsParanoiac TelemetryLoggingMetrics and ObservabilityMonitoring and AlertingQuestionsPrerequisitesIndicatorsAlternatives and ExperimentsFurther Reading
KeystonesFeature FlagsPrerequisitesIndicatorsAlternatives and ExperimentsFurther Reading
How to Use Continuous DeploymentDetecting Deployment FailuresResolving Deployment FailuresIncremental ReleasesData MigrationPrerequisitesIndicatorsAlternatives and ExperimentsFurther Reading
Are You Really Gonna Need It?Aim for SimplicityControlling ComplexityRefactoring System ArchitecturePrerequisitesIndicatorsAlternatives and ExperimentsFurther Reading
Don’t Play the Bug Blame GameHow to Build Quality InFix Bugs ImmediatelyTesters’ Role‘TudeQuestionsPrerequisitesIndicatorsAlternatives and Experiments
Validated LearningExploratory TestingChaos EngineeringPenetration Testing and Vulnerability AssessmentsQuestionsPrerequisitesIndicatorsAlternatives and Experiments
The Nature of FailureConducting the AnalysisOrganizational LearningIncident AccountabilityQuestionsPrerequisitesIndicatorsAlternatives and ExperimentsFurther Reading
Welcome to the Optimizing ZoneAchieving Optimizing Fluency
Business ExpertiseBusiness DecisionsAccountability and OversightFundingExperiments and Further Reading
Validated LearningAdaptabilityExperiments and Further Reading

Content preview from The Art of Agile Development, 2nd Edition

References

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[Ambler2006] Ambler, Scott, and Pramodkumar Sadalage. 2006. Refactoring Databases: Evolutionary Database Design. Boston: Addison-Wesley Professional.

[Anderson2010] Anderson, David. 2013. Kanban. Blue Hole Press Inc.

[Austin1996] Austin, Robert D. 1996. Measuring and Managing Performance in Organizations. New York: Dorset House Publishing Co.

[Bache2018] Bache, Emily. 2018. “Introducing the Gilded Rose kata and writing test cases using Approval Tests.” YouTube. Video series. Eficode Praqma. https://www.youtube.com/watch?v=zyM2Ep28ED8; https://www.youtube.com/watch?v=OJmg9aMxPDI; https://www.youtube.com/watch?v=NADVhSjeyJA.

[Beck2000a] Beck, Kent. 2000. Extreme Programming Explained: Embrace Change, 1st ed. Boston: Addison-Wesley.

[Beck2000b] Beck, Kent, and Martin Fowler. 2000. Planning Extreme Programming. Boston: Addison-Wesley Professional.

[Beck2001] Beck, Kent et al. 2001. “Manifesto for Agile Software Development.” http://agilemanifesto.org.

[Beck2002] Beck, Kent. 2002. Test-Driven Development: By Example. Boston: Addison-Wesley Professional.

[Beck2004] Beck, Kent. 2004. Extreme Programming Explained, 2nd ed. Boston: Addison-Wesley Professional.

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ISBN: 9781492080688Errata Page Supplemental Content

The Art of Agile Development, 2nd Edition

by James Shore, Shane Warden

References

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References

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You might also like

Agile Practice Guide (ENGLISH)

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Publisher Resources

Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
and much more.