Unhelkar The Art of Agile Practice

A Composite Approach for Projects and Organizations
Erscheinungsjahr 2013
ISBN: 978-1-4665-8869-1
Verlag: Taylor & Francis
Format: EPUB
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 527 Seiten

Reihe: Advanced & Emerging Communications Technologies

The Art of Agile Practice: A Composite Approach for Projects and Organizations presents a consistent, integrated, and strategic approach to achieving "Agility" in your business. Transcending beyond Agile as a software development method, it covers the gamut of methods in an organization—including business processes, governance standards, project management, quality management, and business analysis—to show you how to use this composite approach to enhance your ability to adapt and respond to evolving business requirements. The book is divided into three parts:

- Introduces Agility and identifies the challenges facing organizations in terms of development and maintenance approaches

- Presents Composite Agile Method and Strategy (CAMS) as a carefully constructed combination of process elements and illustrates its application to development, business management, business analysis, project management, and quality

- Includes two Agile case studies, a comprehensive index, definitions of key acronyms, and appendices with a current list of Agile methods and interview summaries

The book describes relevant metrics for the entire CAMS lifecycle and explains how to embed Agile practices within formal process-maps in projects. Filled with figures, case studies, and tables that illustrate key concepts, the text is ideal for a two- or three-day training course or workshop. It is also suitable for a 13-week education course for higher degree students that includes process discussions and consideration of Agile values at both software and business levels. The chapters are organized to correspond roughly to such lectures with an option to choose from the case study chapters.

Zielgruppe

IT management, software engineers, systems development professionals, business analysts, QA managers, and academics and researchers.

Autoren/Hrsg.

Unhelkar, Bhuvan

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Management Projektmanagement
• Mathematik | Informatik EDV | Informatik Programmierung | Softwareentwicklung Software Engineering Agile Softwareentwicklung

Inhaltsverzeichnis

Introducing Agile in Practice
Objectives
Introduction
Agile in Practice—A Business Issue Budget and Agility Time and Agility Requirements and Agility Quality and Agility
Understanding Enterprise Agility
Strategy, Method, and Practice of Agile Conversational Model for Software Development
Agility—Art, Craft, and Engineering
Correlating Agility to Planned Processes
Agile Coverage in Organizations
Agile Organizational Methods Spaces Business Methods Space Planned Methods Space Pure Agile (Solution) Methods Space Governance Methods Space
Agile Manifesto, Principles, and Practices
Agile Methods
Composite Agile—Research Project
Conclusions
Agile in Practice: Road Map 1

Discussion Questions
References

Landscape of Agile and Planned Methods
Objectives
Introduction
Defining Agile
What Comprises Agile?
Agile Manifesto
Agile Values
Agile Principles
Agile Methods Landscape
Extreme Programming (XP)
Scrum Roles Artifacts Scrum Meetings Scrum Flow
Agile Unified Process (AUP)
Crystal
Lean
Kaizen
Adaptive Software Development/Agile Project Management
Feature-Driven Development (FDD)
Test-Driven Design (TDD)
Planned Process Life Cycles and Agile The Waterfall-Based SDLC The Spiral-Based SDLC The Fountain-Based SDLC The IIP—Iterative, Incremental, Parallel Development Process
A Practical Agile Manifesto Individuals and Interactions Together with Processes and Tools Working Software Together with Comprehensive Documentation Customer Collaboration Together with Contract Negotiation Responding to Change Together with Following a Plan
Agile Practices Analytical Practices Requirements Practices Development Practices Design Practices Project Management Practices Quality Assurance Practices Operational Practices Testing Practices
Conclusions
Agile in Practice: Road Map
Discussion Questions
Discussion Questions
References

Landscape of Agile and Planned Methods
Objectives
Introduction
Defining Agile
What Comprises Agile?
Agile Manifesto
Agile Values
Agile Principles
Agile Methods Landscape
Extreme Programming (XP)
Scrum Roles Artifacts Scrum Meetings Scrum Flow
Agile Unified Process (AUP)
Crystal
Lean
Kaizen
Adaptive Software Development/Agile Project Management
Feature-Driven Development (FDD)
Test-Driven Design (TDD)
Planned Process Life Cycles and Agile The Waterfall-Based SDLC The Spiral-Based SDLC The Fountain-Based SDLC The IIP—Iterative, Incremental, Parallel Development Process
A Practical Agile Manifesto Individuals and Interactions Together with Processes and Tools Working Software Together with Comprehensive Documentation Customer Collaboration Together with Contract Negotiation Responding to Change Together with Following a Plan
Agile Practices Analytical Practices Requirements Practices Development Practices Design Practices Project Management Practices Quality Assurance Practices Operational Practices Testing Practices
Conclusions
Agile in Practice: Road Map
Discussion Questions
References
Further Reading

Agile Challenges in Practice
Objectives
Introduction
Agile Project Challenges
Agile Organizational Challenges in Practice
Project-Specific Agile Challenges Matrix of Agile Challenges Scalability and Agile Project Management and Agile People Management and Agile Business Analysis and Agile Testing and Agile Metrics and Measurements in Agile Enterprise Architecture and Agile Maintenance and Agile Documentation and Agile Legal and Compliance Issues and Agile
Expanding Agile Challenges at the Organizational Level Strategic versus Tactical Agile
Conclusions
Agile in Practice: Road Map 3
Discussion Questions
References

COMPOSITE AGILE METHOD AND STRATEGY AND ITS APPLICATION IN PRACTICE

Composite Agile Method and Strategy (CAMS)
Objectives
Introduction
Composite Agile: Balance and Coverage Taxonomy of Organizational Methods and Their Agile Touch Points Software Agile (Development) Software Processes and Agile IT Governance and Agile Project Management and Agile Business Management and Agile Composite Agile Method and Strategy (CAMS)
Life Cycles as Basis for Composite
CAMS Architecture Initial Iteration Major Iteration Final Iteration
The CAMS Repository of Agile Practices
CAMS in Practice: Configuration
Practicing CAMS—Role-Based Execution Advantages and Limitations of CAMS
Conclusions
Agile in Practice: Road Map 4
Discussion Questions
References

Composite Agile and IT: Enablement, Development, and Maintenance
Objectives
Introduction
Emergent Information Technologies: Agile Enablers Cloud Computing Mobile Technologies Business Intelligence Web Services and SOA Applications Integration Social Media
IT Areas of Work and Agile Development and Agility Configuration and Agility Integration and Agility Conversion and Agility Deployment, Training, and Agility Maintenance and Agility
Architecture, Design, and Quality
Requirements (Functional, Nonfunctional, and Interface)
Agile Practices and CAMS Process Maps Enterprise Architecture Process Map System Architecture Process Map Nonfunctional (Operational) Requirements and Architecture (Enterprise and System) System Design Process Map Implementation Process Map Deployment Process Map Deliverables
Conclusions
Agile in Practice: Road Map 5
Discussion Questions
References

Collaborative-Agile Business Management
Objectives
Introduction
Agile Business Management
Composite Agile Method and Strategy (CAMS) Business Agility and CAMS Six Sigma in Composite Agile Kaizen in Composite Agile Kanban in Composite Agile
Agility in Learning Organizations
Collaboration and Agility Collaborative Business Processes and Agility Collaborative Cluster Formation Business Size and Collaboration Characteristics of Collaborative-Agile Business Customer Experience through Collaboration Knowledge Management Collaborations and Agility Enterprise Risk Management (ERM) with Collaborative Agile Market Expansion through Collaboration Global Trade and Agility Organizational Leanness and Restructuring Outsourcing and Offshoring with Collaborative Agile Legal Compliance and Tax Management with Collaborative Agile Carbon Consciousness and Lean-Agile
Evolving Complexities in Collaborative-Agile Business Types of Collaboration Reaching Collaborative Intelligence in Agile Business Reaching Collaborative Business Process
Business Evaluation Process Map Roles in Business Evaluation Deliverables Activities and Tasks in Business Evaluation SWOT Analysis PESTLE Analysis Cost–Benefit Analysis
Change Management in Agile Business External Changes Internal Changes Risks and Challenges in Collaborative-Agile Business
Conclusions
Agile in Practice: Road Map 6
Discussion Questions
References
Business Analysis and Composite Agile
Objectives
Introduction
What Is Business Analysis?
Business Analysis and Agility Handling Agile Challenges in the Context of Business Analysis
BA and Agile Practices in CAMS
Business Analysis Frameworks and Agility
SFIA, IIBA (BABOK"), AIBA Frameworks
SFIA and Agile BA BA-SFIA Levels 1–4 BA-SFIA Levels 4–6 BA-SFIA Levels 6–7
Comparing SFIA and IIBA with Agile
Business Process Management and Agility
Business Process Reengineering (BPR)
Processes: Individual, Organizational, and Collaborative
Customer-Driven Analysis and Agility
Requirements Modeling Process Map Roles in Requirements Modeling Deliverables
Activities and Tasks in Requirements Modeling
Conclusions
Agile in Practice: Road Map 7
Discussion Questions
References

CAMS Project Management and ICT Governance
Objectives
Introduction
Planning and Agility in CAMS
Declaration of Interdependence and Agile Project Management
Organizing Composite Agile Projects
Project Management Process Map Roles in Project Management Process Map Deliverables in the Project Management Process Map Activities and Tasks in the Project Management Process Map
Leadership and People Management in Agile Projects
Soft Issues and Subjective Skills
Agile Team Formation
IT Governance and Business Agility
The IT Governance Frameworks Control Objectives for Information and Related Technology (CoBIT) Information Technology Infrastructure Library (ITIL)
Conclusions
Agile in Practice: Road Map 8
Discussion Questions
References
Further Reading

Composite Agile—Quality, Testing, and Metrics
Objectives
Introduction
Quality Context: Management, Assurance, and Control Quality Management Process Map Quality Assurance Process Map Quality Techniques and Agile Practices Quality Control Process Map
Organizing Testing Test Data Analyzing Risks in Testing Risks: Analyzing
Composite Agile Metrics and Measurements Challenges of Agile Projects Metrics Fundamentals of CAMS Estimation CAMS Metrics in Practice Planning Metrics Requirements Metrics Development Metrics Testing and Release Metrics Role-Based CAMS Metrics
Applying Estimation and Metrics in CAMS
Conclusions
Agile in Practice: Road Map 9
Discussion Questions
References
Further Reading

AGILE Adoption in Organizations
Objectives
Introduction
Organizational Adoption of Agility and Business Transformation Adopting of CAMS: Reasons and Value CAMS Organizational Adoption—High-Level Road Map
Agile Business Transformation—Internal and External Factors External Influencing Factors Internal Factors and Responses
Organizational Focus Areas in Agile Business Transformation Business Transformation Process and Organizational Focus Areas Work Areas for ABT
Varying Influence of ABT
CAMS and Center of Excellence
Configuring, Training, and Upskilling in Agile Business Transformation Money Technology Process People
CAMS and Process Maturity—The CMM Standards in an Agile Environment
Conclusions
Agile in Practice: Road Map 10
Discussion Questions
References

CASE STUDIES IN CAMS
Case Study—Outsourced Project
Objectives
Introduction
Outline of the Case Study "MITS"—An Outsourced Project
Composite Agile Road Map for an Outsourced Project
Understanding the Project
Extent of Agility in Configuring CAMS
CAMS Process-Map-Based Activities in an Outsourced Project
Creating CAMS-Based Project Iterations
Use of CAMS Metrics in Outsourced Projects
Overcoming the Challenges of Outsourced Projects with CAMS
Uncertainty in the Scope of Work
Leadership and Direction
Payment Contracts Based on Delivery
Determining Correct Iterations and Releases to Deliver the Product
Service Level Agreements After Delivery
Formal Requirements Modeling
Iterative and Incremental Implementation of Solution Design
Quality Control and User Acceptance Testing
Ongoing Maintenance of the Solution
Conclusions and Lessons Learnt
Discussion Questions
References

Case Study: Organizational CAMS in an Insurance Business
Objectives
Introduction
Hartford Insurance Company (HIC) Case Study Outline
Goals of Agile Business Transformation
Composite Agile Road Map Diagnose (0–3 months) Plan (4–6 months) Enact (7–12/15 months) Review and Manage (15–18 months)
Configuring Composite Agile
HIC and Collaborative-Agile Business
Balancing HIC’s ABT Enactment
Conclusions and Lessons Learnt
Discussion Questions
References
Appendix I Agile Interview Summaries
Business Analysis and CAMS
Project Management and CAMS
Development with CAMS
Testing and CAMS
Architecture and CAMS
Metrics and Estimates in CAMS
References

Appendix II Business-Analysis-Related Associations and Standards
Appendix III Role-Based CAMS Metrics
Project Manager CAMS Task: Planning—Requirement Prioritization CAMS Activity: Risk Management—Collaborative
Business Analyst CAMS Activity: Requirement—Collaborative CAMS Activity: Change Management—Negotiable Requirement
Architect CAMS Activity: Design—User Feedback
Programmer CAMS Activity: Coding/Implementation—Pair Programming
Tester CAMS Activity: Testing—Continuous

Appendix IV Telecom User Stories in Tabular Format

Index

Über Autor(innen)

Bhuvan Unhelkar (BE, MDBA, MSc, PhD; FACS) has spent close to three decades in the information and communication technologies (ICT) industry as a strategist as well as a hands-on professional. As the founder of MethodScience.com, he has demonstrated consulting and training expertise in business analysis, software engineering, Agile processes, mobile business, and Green IT (environment) in banking, financial, insurance, government, and telecom verticals. He is an adjunct associate professor with the University of Western Sydney, Australia (where he had formed the Mobile Internet Research and Applications Group—MIRAG) and a visiting faculty at the University of Technology, Sydney, MS University, Baroda, India, and Rensselaer Polytechnic Institute (Hartford Graduate Campus), CT, USA. He has authored 17 books and several executive reports (Cutter, Boston, USA), supervised numerous PhD students, and has extensively presented and published papers and case studies. Dr. Unhelkar is a Fellow of the Australian Computer Society, life member of Computer Society of India, president of the Rotary Club in St. Ives, Sydney (and a Paul Harris Fellow), a Discovery volunteer at NSW parks and wildlife, and a previous TiE mentor.
Dr. Unhelkar obtained the PhD degree in the area of "object orientation" from the University of Technology, Sydney, in 1997. Subsequently, he has designed and delivered course units such as Global Information Systems, Object Oriented Analysis and Design, Business Process Reengineering, and IT Project Management to the industry as well as across universities in Australia, China, and India.

Other CRC Press (T&F) Books by the author:

- Mobile Enterprise Transition and Management, 2009
After the Y2K Fireworks,1999
Green IT Strategies & Applications, 2011