Preface xiii Acknowledgments xvii About the Authors xix Chapter 1: The History and Value of Agile Software Development 1 The Beginnings of Software Development as Methodology 2 Cayman Design 8 Conclusion 8 Summary 9 Interview with Robert Martin (Uncle Bob) 9 References and Further Reading 12 Review Questions 13 Chapter 2: Organizational Culture Considerations with Agile 15 What Is Organizational Culture, and Why Does It Matter? 16 The Team Members' Viewpoint 16 A Manager's Viewpoint 27 An Executive's Viewpoint 34 Conclusion 42 Summary 42 Interview with Scott Ambler 44 References and Further Reading 45 Review Questions 47 Chapter 3: Understanding the Different Types of Agile 49 Extreme Programming (XP) 50 Scrum 54 Feature-Driven Development 56 Dynamic Systems Development Method 57 Lean Software Development 59 Kanban Method 60 Crystal Family 62 Certification 64 Implementing Tools and Techniques at Cayman Design 66 Conclusion 66 Summary 66 Interview with Alistair Cockburn 67 References and Further Reading 70 Review Questions 70 Chapter 4: Describing the Different Roles 73 Deep Dive into Scrum Roles 74 Roles in Other Methodologies 95 Kanban 99 Practical Examples of Roles 99 Conclusion 103 Summary 103 Interview with Roman Pichler 105 Interview with Lyssa Adkins 107 References and Further Reading 109 Review Questions 111 Chapter 5: The New Way to Collect and Document Requirements 113 Old Form of Requirements Gathering 114 Agile Requirements in Scrum 114 Additions and Considerations from the Other Methodologies 124 Enhancing Requirements 126 From User Stories to Deliverables 129 Communication 132 Lean Product Development and the Minimum Viable Product (MVP) 137 Conclusion 139 Summary 139 Interview with Ellen Gottesdiener and Mary Gorman 141 References and Further Reading 144 Review Questions 146 Chapter 6: Grooming and Planning 149 Product Backlog (Scrum and XP) 150 Prioritization of Stories 152 Estimating 155 Scrum: Product Backlog Grooming 160 Scrum: Sprint Planning 165 Extreme Programming: XP Planning Game 167 Maintenance of Legacy Code 168 Triple Constraints 169 Kanban 171 Conclusion 171 Summary 171 Interview with Mike Cohn 173 References and Further Reading 176 Review Questions 177 Chapter 7: Testing, Quality, and Integration 179 Quality 180 Refactored Code 182 Conclusion 203 Summary 203 Interview with Tim Ottinger 204 References and Further Reading 208 Review Questions 208 Chapter 8: Tracking and Reporting 211 Kanban 212 Tracking 216 Meetings or Ceremonies 226 Measuring Success in Agile 230 Conclusion 231 Summary 231 Interview with Kent McDonald 233 References and Further Reading 235 Review Questions 236 Chapter 9: Agile beyond IT 239 Products beyond Software Development 240 Speaking to the Market with Agility 248 Agile in Other Organizations 251 Conclusion 255 Summary 256 Interview with Travis Arnold 258 References and Further Reading 260 Review Questions 261 Appendix: John Deere Case Study 263 Glossary 273 Index 289