Agile!: The Good, the Hype and the Ugly by Bertrand Meyer

By Bertrand Meyer

Are you attracted through the guarantees of agile tools yet do away with by means of the fanaticism of many agile texts? do you want to understand which agile options paintings, which of them don't topic a lot, and which of them will damage your initiatives? then you definately want Agile!: the 1st exhaustive, aim assessment of agile ideas, suggestions and tools.

Agile tools are some of the most vital advancements in software program over the last a long time, but in addition a stunning mixture of the easiest and the worst. in the past each undertaking and developer needed to deal with the nice principles from the undesirable through themselves. This ebook spares you the soreness. It deals either a radical descriptive presentation of agile options and a perceptive research in their advantages and limitations.

Agile! serves first as a primer on agile improvement: one bankruptcy each one introduces agile rules, roles, managerial practices, technical practices and artifacts. A separate bankruptcy analyzes the 4 significant agile tools: severe Programming, Lean software program, Scrum and Crystal.

The accompanying serious research explains what you need to continue and discard from agile principles. it really is in response to Meyer’s thorough knowing of software program engineering, and his wide own event of programming and venture administration. He highlights the restrictions of agile tools in addition to their really superb contributions — even these to which their very own authors don't do complete justice.

Three very important chapters precede the middle dialogue of agile rules: an summary, serving as a focus of the full booklet; a dissection of the highbrow units utilized by agile authors; and a overview of classical software program engineering options, resembling specifications research and lifecycle versions, which agile equipment criticize.

The ultimate chapters describe the precautions corporation may still take in the course of a transition to agile improvement and current an total evaluation of agile ideas.

This is the 1st publication to debate agile equipment, past the brouhaha, within the common context of recent software program engineering. it's a key source for tasks that are looking to mix the simplest of confirmed effects and agile recommendations.

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Additional info for Agile!: The Good, the Hype and the Ugly

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3 Intimidation: labeling anyone who does not buy the agile gospel, chapter and verse, as a reactionary control freak. 4 Catastrophism: pretending that software development as currently practiced is a disaster (so that only your agile method can save it). 5 All-or-nothing. promoting an extremist method, not practicable in its entirety, so that project successes can be ascribed to agile techniques and failures to their incomplete application. 6 Cover-your-behind: advocating radical prescriptions; then as a footnote stating that they may not after all be always applicable; but never saying precisely when they should be used and when not.

S — whose full name was either “Schwaber” or “Sutherland”, although it might have been “Scrum” or perhaps “Sprint”, as some of the details of the story are missing — opened up the document at the spot where he had left it the evening before. Like many a good author, he had postponed finalizing the introduction to the last moment. Until now inspiration had failed him and his coauthor: it is always so hard to discover how best to begin! Over the past months, working together in long Skype discussions from wherever each happened to be, they had tried many different variants, often simultaneously editing their shared Google Docs draft.

The study finds much good to report about Scrum; are you surprised? Agile seems to induce so much fever as to make such an organization as IBM, usually more responsible, toss all methodological caution to the wind. Do not toss yours. Some company environments are truly messed up. Under-appreciated developers spend their time on repetitive tasks, subject to the whims of incompetent managers. Then a team that suddenly gains the confidence of upper management, the opportunity to try fashionable new ideas, and the benefit of an excellent agile coach, can almost overnight turn from torpor to torpedo.

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