Product Description

Agile and iterative methods have emerged as the most popular approaches to software development, and with good reason. Research (examined and cited in detail within this book) shows that iterative methods reduce the risk of failure, compared to traditional models of development. This book is an efficient introduction for both managers and practitioners that need a distilled and carefully organized learning aid for the hands-on practices from planning to requirements to testing and the values that define these methods. The author also provides evidence of the value of switching to agile and iterative methods. By studying this book, the reader will learn to apply the key ideas in agile and iterative development, the details and comparison of four influential iterative methods (Scrum, Extreme Programming, Evo, and the Unified Process), answers to frequently asked questions, and important related management skills. The book's goal is quality information that can be quickly understood and applied.

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Product Details

• Amazon Sales Rank: #115110 in Books
• Published on: 2003-08-21
• Original language: English
• Number of items: 1
• Binding: Paperback
• 368 pages

Features

• ISBN13: 9780131111554
• Condition: NEW
• Notes: Brand New from Publisher. No Remainder Mark.
• Click here to view our Condition Guide and Shipping Prices

From the Back Cover

Agile/iterative methods: From business case to successful implementation

This is the definitive guide for managers and students to agile and iterative development methods: what they are, how they work, how to implement them—and why you should.

Using statistically significant research and large-scale case studies, noted methods expert Craig Larman presents the most convincing case ever made for iterative development. Larman offers a concise, information-packed summary of the key ideas that drive all agile and iterative processes, with the details of four noteworthy iterative methods: Scrum, XP, RUP, and Evo. Coverage includes:

• Compelling evidence that iterative methods reduce project risk
• Frequently asked questions
• Agile and iterative values and practices
• Dozens of useful iterative and agile practice tips
• New management skills for agile/iterative project leaders
• Key practices of Scrum, XP, RUP, and Evo

Whether you're an IT executive, project manager, student of software engineering, or developer, Craig Larman will help you understand the promise of agile/iterative development, sell it throughout your organizationaeand transform the promise into reality.

About the Author

CRAIG LARMAN is known throughout the international software community as an expert and passionate advocate for object-oriented technologies and development, and iterative and agile development methods. He serves as Chief Scientist at Valtech, a global consulting and skills transfer company, where he has led the adoption of iterative and agile methods. Larman also authored Applying UML and Patterns, the world's best-selling text on object-oriented analysis and design, and iterative development.

Excerpt. © Reprinted by permission. All rights reserved.

Introduction

Overview

• What's in this book?
• Predictable versus new product development.

What value will you get from studying this book, an introduction to iterative and agile methods?

First, you will know the key practices of four noteworthy methods, Scrum, Extreme Programming (XP), the Unified Process (UP), and Evo (one of the original iterative methods). This is a "Cliffs Notes" summary, each chapter has something useful to you as a manager, developer, or student of development methods.

Second, your learning curve will be shortened, as this is a distilled learning aid. The four method chapters have the same structure, to speed comprehension and compare-contrast. There's a FAQ chapter, a "tips" chapter of common practices, and plenty of margin pointers to related pages—paper hyperlinks.

Third, you will know motivation and evidence. Some organizations accept the value of iterative development, but others are still reluctant. If you need to make a case for an iterative project experiment, you will find in this book the key reasons, research, examples of large projects, standards-body acceptance, a business case, and promotion by well-known thought leaders through the decades. The research and history sections are also of value to students of software engineering methods.

Note that agile methods are a subset of iterative methods; this book covers both types.

The chapters may be read in any order; the big picture is this:

1. Introduction, and predictable vs. inventive development.

2. Basic iterative and evolutionary method practices.

3. Summary of agile principles and methods.

4. An agile project story to pull some ideas together.

5-6. Motivation and evidence chapters for iterative and agile methods; useful for some.

7-10. Four method summaries on Scrum, XP, UP, and Evo. Note: practices can be mixed.

11. A tips chapter that expands on some of the method practices, plus others.

12. A frequently asked questions (FAQ) chapter.

Finally, people trump process. Every process book should probably include this standard disclaimer:

Process is only a second-order effect. The unique people, their feelings, qualities, and communication are more influential.Some problems are just hard, some people are just difficult. These methods are not salvation.

Software Is New Product Development

Consider building mobile phones on an assembly line: It is possible to unambiguously define the specifications and construction steps. After building some phones and measuring things, it is possible to reliably estimate and schedule the building of future phones.

A different problem: Build a custom house. The owner wants to use new environmentally friendly materials and methods, but isn't exactly sure what they want, and is going to change or clarify their decisions as they see the house, costs, and weeks unfold.

At one end of the spectrum, such as manufacturing phones, there are problems with low degrees of novelty or change, and high rates of repeated identical or near-identical creation—mass manufacturing or predictable manufacturing.

At the other end, there are problems with high degrees of novelty, creativity, and change, and no previous identical cases from which to derive estimates or schedules. This is the realm of new product development or inventive projects.

The development process, management values, planning and estimation models appropriately associated with these two domains are different (Table 1.1).

Of course, the point is,

Most software is not a predictable or mass manufacturing problem. Software development is new product development.

Plus, many projects use new and buggy technologies that exacerbate the degree of novelty and unpredictability. Note also it is a new product for the inexperienced even if it has been done before.

Since predictable manufacturing is the wrong paradigm for software, practices and values rooted in it are not helpful.

This mismatch lies at the heart of many of the challenges associated with traditional approaches to running a software project.A "waterfall" lifecycle, big up-front specifications, estimates, and speculative plans applicable to predictable manufacturing have been misapplied to software projects, a domain of inventive, high-change, high-novelty work.

Factors CP86 preventing reliable up-front specifications include:

• The clients or users are not sure what they want.
• They have difficulty stating all they want and know.
• Many details of what they want will only be revealed during development.
• The details are overwhelmingly complex for people.
• As they see the product develop, they change their minds.
• External forces (such as a competitor's product or service) lead to changes or enhancements in requests.

This deep appreciation—that building software is complex, new product development with high change rates, and not predictable manufacturing—is at the heart of the motivation for agile and iterative methods.

Certainly, another driving force is the desire to compete and win. Iterative and agile methods foster flexibility and maneuverability—a competitive advantage. In Agile Competitors and Virtual Organizations GNP97 the authors examine the limitations of the mass manufacturing model and the need for agility:

Agility ... is about succeeding and about winning: about succeeding in emerging competitive arenas, and about winning profits, market share, and customers in the very center of the competitive storms many companies now fear.

What's Next?

The next two chapters summarize basic practices and ideas of iterative, evolutionary, and agile methods. After that, a story chapter illustrates these practices with a concrete scenario.

Web Resources

Related book or journal article suggestions are given in their respective chapters. Web resource suggestions include:

Broad Link or Article Sites

www.agilealliance.com — Collects many articles specifically related to agile methods, plus links.

www.cetus-links.org — The Cetus Links site has specialized for years in object technology (OT). Under "OO Project Management—OOA/D Methods" it has many links to iterative and agile methods, even though they are not directly related to OT.

www.bradapp.net — Brad Appleton maintains a large collection of links on software engineering, including iterative methods.

www.iturls.com — The Chinese front page links to an English version, with a search engine referencing iterative and agile articles.

More Specific Sites

c2.com/cgi/wiki?FindPage — This important, vast Wiki site was the home ground where many of the agile leaders (and design pattern leaders) held their original discussions on XP and other agile methods.

www.extremeprogramming.org — Don Wells' (an early XP leader) introduction to XP.

www.xprogramming.com — Ron Jeffries' (an early XP leader) introduction to XP.

www.agilemodeling.com — Scott Ambler's site contains many articles related to agile modeling practices.

sunset.usc.edu — Associated with the work of Dr. Barry Boehm, a long-time researcher into iterative (e.g., Spiral) methods. Articles related to iterative methods.

www.cutter.com — Cutter's site has an Agile Project Management specialty area.

www.martinfowler.com — Martin Fowler is an early agile methods thought leader (XP method). Articles and links.

www.jimhighsmith.com — Jim Highsmith is an early agile methods thought leader (Adaptive Software Development method). Articles and links.

alistair.cockburn.us — Alistair Cockburn is an early agile methods thought leader (Crystal methods). Articles and links.

www.controlchaos.com — Ken Schwaber is an early agile methods thought leader (Scrum method). Articles and links.

jeffsutherland.com — Jeff Sutherland is an early agile methods thought leader (Scrum method). Articles and links.

www.gilb.com — Tom Gilb is one of the very earliest iterative and evolutionary thought leaders (Evo method). Articles and links.

www.craiglarman.com — My site. Articles and links.

www.objectmentor.com — Company led by Robert C. Martin, an early agile thought leader (XP related). Articles and links.

www.nebulon.com — Company led by Jeff De Luca, an early agile thought leader (Feature-Driven Development method). Articles and links.

www.dsdm.org — Official site for the DSDM method.

www.rational.com — Official site for the Rational Unified Process (RUP) iterative method.

name.case.unibz.it — Network for Agile Methodologies Experience (NAME). A European site that describes research into agile methods, and with links to other sites.

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Customer Reviews

Exhaustive look at proven methods
If ever there is a book that should be part of a college-level software engineering curriculum as well as carefully read by software engineering development and project managers this is it. Every major iterative development methodology is covered in complete detail, with an emphasis on Agile methods, and a solid business and technical case is provided for the general approach.

Why make a case for? As difficult as it may be to believe, the waterfall method is still prevalent despite the large body of literature on rapid, iterative development SDLCs. Indeed, I have worked in environments that claimed to embrace the RUP as the enterprise methodology in principle, yet in practice projects were planned and managed using the waterfall SDLC. Why the disconnect? Managers were set in their ways and had no true understanding of the mechanics or value of Agile and iterative development methods.

This book can change that because each major approach is carefully described using the following format for easy comparison and to clearly show strengths and weaknesses:
Method Overview
Lifecycle
Workproducts, Roles, and Practices
Values
Common Mistakes and Misunderstandings
Sample Projects
Process Mixtures
Adoption Strategies
Fact versus Fantasy
Strengths versus "Other"

More importantly, these approaches are placed in the context of the benefits of incremental delivery, with clearly presented evidence of the benefits, which is provided in Chapter 6.

Regardless of biases or preferences, any objective reader will come away with a clear sense of the meaning of 'Agile' and the power and value of iterative development. You will also come away with a good frame of reference with which to compare your own organization's approach to development and delivery, and how to improve it.

Finally. Evidence.
I was expecting a lot from this book, having read and enjoyed Larman's prior work. On the other hand, I expected it to be somewhat simplistic as the title implied the target group being managers, which I am not. One of these expectations was correct.

Larman's latest presents a wonderful introduction into what iterative and evolutionary development is about. The word "agile" in the title seems a bit displaced as the text mostly discusses about "iterative" and "evolutionary" rather than "agile", but that really is no big deal because what's inside the covers is pure gold for any one.

After a thorough introduction to the theory, Larman drops a bomb on the table; the chapter titled "Evidence" is worth the salt alone. Larman has collected an impressive list of references to early, large projects employing iterative and evolutionary development. He also reminds us how the creators of predictive planning based methods have themselves preferred an iterative approach from day one.

The book also packs nice descriptions of four iterative and evolutionary processes, namely XP, Scrum, UP, and Evo. The descriptions are clear but, to some degree, repetitive.

Although the chapter on evidence is definitely the gold chip, the last 70 pages proved to be a very pleasant surprise. Larman presents a list of practical tips and tricks for adopting and running iterative processes, as well as answers the toughest questions in a Q/A section.

Highly recommended. Have your boss read it as well.

Adios Waterfall
Yes, indeed, Finally. Abundant proof in one book that the traditional waterfall approach is a terrible way to manage software projects, and is therefore slowly being displaced by agile and iterative approaches. Larman does a devastatingly thorough job of debunking waterfall once and for all.

The book cogently and painstakingly explains how several of waterfall's practices have been conclusively linked to project failures, and how, on the other hand, the practices of Agile and iterative methods like Scrum and XP reduce project risk. Larman summarizes research findings encompassing thousands of projects, and quotes the supporting opinions of standards bodies and industry thought-leaders. The net effect is compelling, to say the least.

If you are an Agile skeptic, this book may rattle your conviction. If you are fence-sitter, it may convince you. And if you already have Agile fire in the belly, then certainly this book will stoke that fire. After reading it, I am left wondering how intelligent, experienced software development management can justify the continued use of a process that has wasted so much money and caused so much pain.