Rossberg Agile Project Management using Team Foundation Server 2015

1. ed
ISBN: 978-1-4842-1870-9
Verlag: Apress
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 204 Seiten

This book will help you get started with agile project management using Microsoft's latest releases of its market-leading Team Foundation Server (TFS) 2015, and Visual Studio Team Services (VSTS). The book demonstrates agile concepts and how to implement them using TFS/VSTS.Many organizations are using agile practices today. Agility has become a key enabler for running better projects with more successful end results and high quality output. At the same time, adoption of TFS/VSTS has increased dramatically, from being just a new version control system in the very beginning to becoming the fully-featured market leader it is today.In order to benefit the most from agile practices you need an Application Lifecycle Management (ALM) toolset that supports your way of working. With TFS/VSTS, Microsoft has provided a powerful tool that is very customizable. This book shows you how you can use TFS/VSTS to implement many agile practices and how they fit into a well-thought-out ALM implementation.The book also shows how an agile product owner can work with TFS/VSTS to setup an agile project from scratch and how to continue using TFS/VSTS throughout the whole project to track progress, create and refine the backlog, and work with Kanban and Scrum Task boards.Keeping track of progress is important in any project. TFS/VSO includes many tools which will help you to track key metrics in an agile project. Many useful reports are available out of the box, and the TFS extensibility offers several ways to further customize reporting to fit your needs.
What You Will Learn:Agile Concepts and Processes
How TFS/VSO supports agile processes end to end
How you can customize TFS/VSO to better support your processes
How to set up an agile project from scratch and manage it over its lifecycle



Joachim Rossberg has authored six books for Apress. He has worked as an IT consultant since 1998. He is primarily a Product Owner, agile coach and project manager but has an extensive history as a system developer/designer. He has demonstrated his technical background with various achievements over the years and has achieved the following distinctions: MCSD, MCDBA, MCSA, and MCSE. His specialties include agile project management, ALM process, and Team Foundation Server. Joachim is now working for Solidify in Gothenburg, Sweden.

Autoren/Hrsg.

Rossberg, Joachim

Inhaltsverzeichnis

1;Contents at a Glance;6
2;Contents;8
3;About the Author;14
4;About the Technical Reviewer;16
5;Acknowledgments;18
6;Introduction;20
7;Chapter 1: Introduction to Application Lifecycle Management;21
7.1;Aspects of the ALM Process;21
7.2;Four Ways of Looking at ALM;24
7.2.1;The SDLC View;25
7.2.2;The Service Management or Operations View;26
7.2.3;The Application Portfolio Management View;26
7.2.4;The Unified View;27
7.3;Three Pillars of Traditional Application Lifecycle Management;27
7.3.1;Traceability;28
7.3.2;Automation of High-Level Processes;28
7.3.3;Visibility into the Progress of Development Efforts;29
7.4;A Brief History of ALM Tools and Concepts;29
7.4.1;Application Lifecycle Management 1.0;30
7.4.2;Application Lifecycle Management 2.0;32
7.4.3;Application Lifecycle Management 2.0+;35
7.5;DevOps;37
7.6;Summary;38
8;Chapter 2: An Overview of TFS;39
8.1;Application Lifecycle Management Overview;39
8.2;Team Foundation Server Overview;40
8.2.1;Team Foundation Server;40
8.2.2;Process Template;42
8.2.3;Visual Studio 2015 Editions;43
8.2.4;TFS Web;44
8.2.5;Microsoft Office;44
8.2.6;Integrated Development Environment (IDE) Integration;44
8.3;Traceability;45
8.3.1;The TFS Work Item Tracking System;45
8.3.1.1;Work Items;45
8.3.1.2;Configuration Management Using TFS;47
8.3.1.2.1;Version Control and Release Management in TFS 2015;47
8.3.1.2.2;Build Management;48
8.3.1.3;Automation of High-Level Processes;49
8.4;Visibility;50
8.5;Collaboration;51
8.5.1;Work Items for Collaboration;52
8.5.2;The Gap Between IT and Business;53
8.5.2.1;Office/MS Project Integration;53
8.6;Use of One Role-Based Tool;54
8.7;Extensibility;54
8.8;Differences Between TFS and VSTS;54
8.9;Summary;55
9;Chapter 3: Introduction to Scrum and Agile Concepts;56
9.1;The Scrum Framework;56
9.1.1;Empirical Process Control;57
9.1.2;Complexity in Projects;58
9.1.3;What Scrum Is;59
9.1.4;Roles in Scrum;61
9.1.4.1;The Product Owner;61
9.1.4.2;The Team;61
9.1.4.3;The Scrum Master;62
9.1.5;The Scrum Process;62
9.1.6;Definition of Done;65
9.1.7;Agile Requirements and Estimation;67
9.1.7.1;Requirements;67
9.1.7.2;Estimation;68
9.1.7.3;Backlog;69
9.1.8;During the Sprint;70
9.1.8.1;Daily Stand-Up;70
9.1.8.2;Sprint Review;71
9.1.8.3;Sprint Retrospective;71
9.2;Kanban;72
9.2.1;Start With What You Do Now;73
9.2.2;Agree to Pursue Incremental, Evolutionary Change;73
9.2.3;Respect the Current Process, Roles, Responsibilities, and Titles;73
9.2.4;The Five Core Properties;73
9.2.4.1;Visualize the Workflow;74
9.2.4.2;Limit Work in Process (WIP);75
9.2.4.3;Manage Flow;75
9.2.4.4;Make Process Policies Explicit;76
9.2.4.5;Improve Collaboratively (Using Models and the Scientific Method);76
9.2.5;Common Models Used to Understand Work in Kanban;76
9.3;Extreme Programming;77
9.4;Scaling Scrum;78
9.5;SAFe;78
9.6;Scaled Professional Scrum (SPS);80
9.7;How Agile Maps to ALM;82
9.7.1;Agile Captures Task-Based Work;82
9.7.2;Increased Frequency of Inspection;82
9.7.3;Many Tools Collect Much Information;82
9.7.4;Test Artifacts Are Important;83
9.7.5;Agile Teams Plan Frequently;83
9.8;Summary;83
10;Chapter 4: Work Items and Process Templates;84
10.1;ALM Revisited;84
10.2;Traceability;85
10.2.1;The TFS Work Item Tracking System;85
10.2.2;Work Items;86
10.2.2.1;The Work Item Form;89
10.2.2.2;Work Item Traceability;90
10.2.2.3;Work Item Queries;93
10.2.2.4;Conclusions on the Work Item Tracking System;94
10.3;The Process in TFS;95
10.3.1;Agile, CMMI, and Scrum;95
10.3.1.1;Scrum;95
10.3.1.2;Agile;97
10.3.1.3;Capability Maturity Model Integration (CMMI);99
10.3.1.4;Workflow States;101
10.3.1.5;Work Item Types For All Processes;102
10.3.1.5.1;Work Items that Support MTM;103
10.4;Summary;104
11;Chapter 5: Customizing the Process Template in TFS;105
11.1;Process Customization;105
11.1.1;Modifying the Process Template In TFS On-Premise;105
11.1.2;Common Adaptations of the Process Template;108
11.1.2.1;Work Item Types;108
11.1.2.2;Work Item Queries;109
11.1.2.3;Reports;110
11.1.2.4;Areas and Iterations;110
11.1.2.5;Modifying Work Items;111
11.1.2.5.1;How to Open the Process Template;112
11.1.2.5.2;Work Item Fields;115
11.1.2.5.3;Work Item Workflow;119
11.1.3;Modifying the Process Template in Visual Studio Team Services;120
11.1.3.1;Modifications to the Web Access;120
11.1.3.2;Modifications to the Process Templates in VSTS;124
11.2;Summary;133
12;Chapter 6: Agile Practices in TFS;134
12.1;Agile Testing;134
12.2;Acceptance Criteria;135
12.3;Evolving Tests;136
12.3.1;Clients for Managing Tests;137
12.3.1.1;Microsoft Test Manager;137
12.3.1.2;Microsoft Web Test Case Manager;138
12.4;Test-Driven Development;139
12.5;Working with Automated Tests;140
12.6;Continuous Integration;140
12.6.1;Why Continuous Integration?;141
12.7;Continuous Delivery;143
12.8;Coding Standard;144
12.9;Refactoring;145
12.10;Pair Programming;145
12.11;Summary;146
13;Chapter 7: Metrics in Agile Projects;147
13.1;Project-Management Metrics;147
13.1.1;Agile Metrics;147
13.2;Metrics for Architecture, Analysis and Design;152
13.3;Metrics for Developer Practices;152
13.3.1;Code Coverage;153
13.3.2;Code Metrics;153
13.3.3;Compiler Warnings;153
13.3.4;Code Analysis Warnings;154
13.4;Metrics for Software Testing;154
13.4.1;Example Reports;154
13.4.1.1;Bug Status Report;155
13.4.1.2;Reactivations Report;155
13.4.1.3;Bug Trend Report;156
13.5;Metrics for Release Management;157
13.5.1;Sample Reports;157
13.6;Using Charts to Monitor Metrics;159
13.7;Summary;161
14;Chapter 8: Agile Project Management in TFS;162
14.1;Case Study;162
14.1.1;Company Background;162
14.1.2;The Pilot Project;163
14.1.2.1;The People;163
14.2;Scrum Process;163
14.2.1;TFS/VSTS Web Portal;164
14.2.2;Charts and Queries;165
14.3;Project Startup Phase;167
14.3.1;PO Sets Off to Work;167
14.3.2;Building the Initial Team;168
14.4;Creating New Teams;169
14.4.1;The Backlog and Team Structure for the Fabrikam Pilot;172
14.4.2;Building the Teams;173
14.5;Adding Team Members;174
14.6;Managing VSTS Groups, Teams, and User’s Permission;176
14.7;Managing Alerts;177
14.7.1;Requirements;178
14.7.2;Building the Backlog;179
14.7.2.1;Adding Backlog Items in TFS/VSTS;179
14.7.3;Definition of Done (DoD);181
14.7.4;Estimation;182
14.7.4.1;Poker Planning/Story Points;182
14.7.4.2;Updating the PBI;183
14.7.5;Risk Assessment;183
14.7.5.1;Updating the Backlog Order;184
14.7.6;Refining the Backlog;184
14.8;Initial Velocity;184
14.8.1;Available Time;184
14.8.2;Capacity Planning in TFS;185
14.8.3;Initial Sprint Planning;186
14.8.4;Updating Backlog and PBI;187
14.8.5;Forecast in TFS;188
14.9;Release Planning;190
14.9.1;Epics;190
14.9.2;Estimated Time Plan;191
14.10;Estimated Project Cost;191
14.11;Scrum Meetings During the Sprint;191
14.11.1;Sprint Planning;192
14.11.2;Daily Stand-Up;197
14.11.3;Retrieving Data from TFS/VSTS;198
14.11.4;Backlog Refinement;200
14.11.5;Sprint Review;200
14.11.6;Sprint Retrospective;201
14.12;Summary;201
15;Index;202