| Description |
xxxv, 518 pages : illustrations ; 24 cm |
| Series |
The Agile software development series |
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Agile software development series.
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| Contents |
Contents note continued: Activities: Cadence-Based Review, Discussion, and Peer Rating -- Prioritization and Rating System -- Weighted Rating and Decision Criteria -- Pull from Transition to Analysis -- Work-in-Process Limits -- 3.Analysis -- Activities -- Collaboration with Development -- Collaboration with the Business: Solution Management, Product Management, Business Analysts -- Work-in-Process Limits -- Architectural Epic Business Case Template -- Decision Authority -- 4.Implementation -- Implementation Path A Transition to Development -- Implementation Path B Create a New Team -- Implementation Path C Outsourced Development -- Implementation Path D Purchase a Solution -- Work in Process Limits -- Summary -- ch. 22 Moving to Agile Portfolio Management -- Portfolio Management -- When Agile Teams Meet the PMO: Two Ships Pass in the Night -- Legacy Mind-Sets Inhibit Enterprise Agility -- The Problem is Not "Theirs"; It is "Ours" -- Legacy Mind-Sets in Portfolio Management -- |
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Contents note continued: Automated Acceptance Testing Example: The FIT Approach -- Unit and Component Testing -- Unit Testing -- Component Testing -- Summary -- ch. 11 Role of the Product Owner -- Is This a New Role? -- Perspectives on Dual Roles of Product Owner and Product Manager -- The Name Game: Experimenting with the Product Owner Role/Title -- Our Conclusion: Apply the Dual Roles -- Responsibilities of the Product Owner in the Enterprise -- Managing the Backlog -- Just-in-Time Story Elaboration -- Driving the Iteration -- The Problem of Technical Debt and the Value Stream -- Co-planning the Release -- Five Essential Attributes of a Good Product Owner -- Collaboration with Product Managers -- Product Owner Bottlenecks: Part-Time Product Owners, Product Owner Proxies, Product Owner Teams -- Product Owner Proxies -- Product Owner Teams -- Seeding the Product Owner Role in the Enterprise -- TradeStation Technologies -- CSG Systems -- Symbian Software Limited -- |
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Contents note continued: Discount Tire -- Summary -- ch. 12 Requirements Discovery Toolkit -- The Requirements Workshop -- Preparing for the Workshop -- Setting the Agenda -- Running the Workshop -- Brainstorming -- Idea Generation -- Idea Reduction -- Idea Prioritization -- Interviews and Questionnaires -- Context-Free Questions -- Solutions-Context Questions -- The Moment of Truth: The Interview -- Compiling the Needs Data -- A Note on Questionnaires -- User Experience Mock-Ups -- Forming a Product Council -- Competitive Analysis -- Customer Change Request Systems -- Defect Logs -- Use-Case Modeling -- Summary -- pt. III Agile Requirements for the Program -- ch. 13 Vision, Features, and Roadmap -- Vision -- Expressing the Vision -- A Vision Document -- The Advanced Data Sheet Approach -- The Preliminary Press Release Approach -- The "Feature Backlog with Briefing" Approach -- Communicating Nonfunctional Requirements (System Qualities) -- Features -- |
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Contents note continued: Eight Recommendations for Moving to Agile Portfolio Management -- Rethinking Investment Funding -- Rethinking Change Management -- Rethinking Governance and Oversight -- Summary: On to Agile Portfolio Planning -- ch. 23 Investment Themes, Epics, and Portfolio Planning -- Investment Themes -- Communicating Investment Themes -- Why Investment Mix Rather Than Backlog Priority? -- Epics -- Subepics -- Expressing Epics -- Discriminating Epics, Features, and Stories -- Types of Epics -- Identifying and Prioritizing Business Epics: A Kanban System for Portfolio Planning -- Overview -- State Diagram View -- The Funnel: Problem/Solution Needs Identification -- Backlog -- Analysis -- Implementation -- Summary -- ch. 24 Conclusion -- Further Information |
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Contents note continued: Exercise Part 1 Relative Estimating -- Exercise Part 2 Estimating Real Work with Planning Poker -- How Much Time Should We Spend Estimating? -- A Parable of Estimating Caution: A Story within a Story -- Distributed Estimating with Online Planning Poker -- An Alternate Technique: Tabletop Relative Estimation -- From Scope Estimates to Team Velocity -- Exercise Part 3 Establishing Velocity -- Caveats on the Relative Estimating Model -- Another Parable: Increasing Velocity, Be Careful What You Ask For -- From Velocity to Schedule and Cost -- Estimating Schedule -- Estimating Cost -- Estimating with Ideal Developer Days -- A Hybrid Model -- Normalizing Velocity -- Summary -- ch. 9 Iterating, Backlog, Throughput, and Kanban -- Iterating: The Heartbeat of Agility -- Iteration Length -- Iteration Pattern: Plan, Execute, Review, and Retrospective -- Team Backlog -- Planning the Iteration -- Iteration Commitment -- Executing the Iteration -- |
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Contents note continued: Expressing Features in User Voice Form -- Estimating Features -- Estimating Effort -- Estimating Cost -- Estimating Development Time -- Testing Features -- Prioritizing Features -- Value/Effort as an ROI Proxy: A First Approximation -- What's Wrong with Our Value/Effort ROI Proxy? -- Prioritizing Features Based on the Cost of Delay -- Introducing Cost of Delay (CoD) -- Estimating the Cost of Delay -- Feature Prioritization Evaluation Matrix -- All Prioritizations are Local and Temporal -- Achieving Differential Value: The Kano Model of Customer Satisfaction -- The Roadmap -- On Confidence and Commitments for Release Next, Next + 1, and More -- Summary -- ch. 14 Role of the Product Manager -- Product Manager, Business Analyst? -- Responsibilities of the Product Manager in a Product Company -- Business Responsibilities of the Role in the IT/IS Shop -- Responsibility Summary -- Phases of Product Management Disillusionment in the Pre-Agile Enterprise -- |
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Contents note continued: Levels of Stakeholder Involvement -- Building Stakeholder Trust -- Stakeholder Interactions -- Identifying Stakeholders -- Identifying Project Stakeholders -- Identifying System Stakeholders -- Classifying System Stakeholders -- Understanding System Stakeholder Needs -- Stakeholder/Product Owner Team? -- User Personas -- Primary and Secondary User Personas -- Finding Personas with User Story Role Modeling -- Agile and User Experience Development -- The User Experience Problem -- Low-Fidelity Options for User Interface Development -- User Experience Story Spikes -- Centralized User Experience Development -- Distributed, Governed User Experience Development Model -- Summary -- ch. 8 Agile Estimating and Velocity -- Introduction -- There's a Method to This Madness -- The Goal is the Same: More Reliable Estimates -- Why Estimate? The Business Value of Estimating -- Estimating Scope with Story Points -- Understanding Story Points: An Exercise -- |
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Contents note continued: Phase 1 Unbridled Enthusiasm -- Phase 2 False Sense of Security -- Phase 3 Rude Awakening -- Phase 4 Resetting Expectations -- Phase 5 The Season of Perpetual Mistrust -- Exiting the Season of Perpetual Mistrust -- Evolving Product Management in the Agile Enterprise -- Understanding Customer Need -- Documenting Requirements -- Scheduling -- Prioritizing Requirements -- Validating Requirements -- Managing Change -- Assessing Status -- Responsibilities of the Agile Product Manager -- Own the Vision and Release Backlog -- Managing Release Content -- Maintaining the Roadmap -- Building an Effective Product Manager/Product Owner Team -- Summary -- ch. 15 The Agile Release Train -- Introduction to the Agile Release Train -- Rationale for the Agile Release Train -- Principles of the Agile Release Train -- Driving Strategic Alignment -- Institutionalizing Product Development Flow -- Designing the Agile Release Train -- Planning the Release -- |
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Contents note continued: Planning Retrospective -- Final Instructions to Teams -- Stretch Goals -- Summary -- ch. 17 Nonfunctional Requirements -- Modeling Nonfunctional Requirements -- Expressing Nonfunctional Requirements as User Stories -- Exploring Nonfunctional Requirements -- Usability -- Reliability -- Performance -- Supportability (Maintainability) -- Design Constraints -- Persisting Nonfunctional Requirements -- Testing Nonfunctional Requirements -- Usability -- Reliability -- Security -- Performance -- Supportability and Design Constraints -- Template for an NFR Specification -- Summary -- ch. 18 Requirements Analysis Toolkit -- Activity Diagrams -- Sample Reports -- Pseudocode -- Decision Tables and Decision Trees -- Finite State Machines -- Message Sequence Diagrams -- Limitations of MSDs -- Entity-Relationship Diagrams -- Use-Case Modeling -- Summary -- ch. 19 Use Cases -- The Problems with User Stories and Backlog Items -- Five Good Reason to Still Use Use Cases -- |
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Contents note continued: Principle #5 The Bigger the System, the Longer the Runway -- Principle #6 System Architecture is a Role Collaboration -- Principle #7 There is No Monopoly on Innovation -- Principle #8 Implement Architectural Flow -- Implementing Architectural Epics -- Case A Big, but Incremental; the System Always Runs -- Case B Big, but Not Entirely Incremental; the System Takes an Occasional Break -- Case C Really Big and Not Incremental; the System Runs When Needed; do No Harm -- Splitting Architecture Epics -- Summary -- ch. 21 Rearchitecting with Flow -- Architectural Epic Kanban System -- Objectives of the Kanban System -- Overview of the Architectural Epic Kanban System -- Queue Descriptions -- Architecture Epic State Descriptions -- 1.The Funnel: Problem/Solution Needs Identification -- Sources of New Architectural Epics -- Activities: Ranking the Epic -- Work-in-Process Limits -- Decision Authority -- 2.Backlog -- |
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Contents note continued: Real Quality in Real Time -- Summary -- ch. 4 Agile Requirements for the Program -- Introduction to the Program Level -- Organizing Agile Teams at Scale -- Feature and Component Teams -- The System Team -- The Release Management Team -- Product Management -- Vision -- Features -- New Features Build the Program Backlog -- Testing Features -- Nonfunctional Requirements -- Nonfunctional Requirements as Backlog Constraints -- Testing Nonfunctional Requirements -- The Agile Release Train -- Releases and Potentially Shippable Increments -- Release Planning -- Roadmap -- Summary -- ch. 5 Agile Requirements for the Portfolio -- Introduction to the Portfolio Level -- Investment Themes -- Portfolio Management Team -- Epics and the Portfolio Backlog -- Portfolio Backlog -- Epics, Features, and Stories -- Architectural Runway and Architectural Epics -- Implementing Architectural Epics -- Architectural Runway: Portfolio, Program, and Project -- Summary -- |
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Contents note continued: Summary of the Full, Enterprise Requirements Information Model -- Interlude Case Study: Tendril Platform -- Background for the Case Study -- System Context Diagram -- pt. II Agile Requirements for the Team -- ch. 6 User Stories -- Introduction -- User Story Overview -- User Stories Help Bridge the Developer-Customer Communication Gap -- User Stories are not Requirements -- User Story Form -- Card, Conversation, and Confirmation -- User Story Voice -- User Story Detail -- User Story Acceptance Criteria -- INVEST in Good User Stories -- Independent -- Negotiable ... and Negotiated -- Valuable -- Estimable -- Small -- Testable -- Splitting User Stories -- Spikes -- Technical Spikes and Functional Spikes -- Guidelines for Spikes -- Story Modeling with Index Cards -- Summary -- ch. 7 Stakeholders, User Personas, and User Experiences -- Stakeholders -- System Stakeholders -- Project Stakeholders -- Voice of the Stakeholder: Product Owner -- |
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Contents note continued: Tracking and Adjustment -- Review and Retrospective -- Feature Preview -- Backlog, Lean, and Throughput -- Backlog Maturity, Lean, and Little's Law -- A Blog Story: Is That Well-Formed Product Backlog Decreasing Your Team's Agility? -- Little's Law and an Agile Team's Backlog -- Applying Little's Law to Increase Agility and Decrease Time to Market -- Readers React -- Managing Throughput by Controlling Backlog Queue Length -- Software Kanban Systems -- Kanban System Properties -- Classes of Service in Kanban -- Summary -- ch. 10 Acceptance Testing -- Why Write About Testing in an Agile Requirements Book? -- Agile Testing Overview -- What is Acceptance Testing? -- Story Acceptance Tests -- Characteristics of Good Story Acceptance Tests -- They Test Good User Stories -- They are Relatively Unambiguous and Test All the Scenarios -- They Persist -- Acceptance Test-Driven Development -- Acceptance Test Template -- Automated Acceptance Testing -- |
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Contents note continued: Use Case Basics -- Use Case Actors -- Use Case Structure -- A Step-by-Step Guide to Building the Use Case Model -- A Use Case Example -- Applying Use Cases -- Tips for Applying Use Cases in Agile -- Use Cases in the Agile Requirements Information Model -- Summary -- pt. IV Agile Requirements for the Portfolio -- ch. 20 Agile Architecture -- Introduction to the Portfolio Level of the Big Picture -- Systems Architecture in Enterprise-Class Systems -- Does All Architecture Emerge in Agile? -- The Need for Intentional Architecture -- Business Drivers for Architectural Epics -- Role of the System Architect in the Agile Enterprise -- Eight Principles of Agile Architecture -- Principle # 1 The Teams That Code the System Design the System -- Principle #2 Build the Simplest Architecture That Can Possibly Work -- Principle #3 When in Doubt, Code or Model it Out -- Principle #4 They Build it, They Test it -- |
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Contents note continued: ch. 2 The Big Picture of Agile Requirements -- The Big Picture Explained -- Big-Picture Highlights -- Big Picture: Team Level -- The Agile Team -- Roles in the Agile Team -- Iterations -- User Stories and the Team Backlog -- Big Picture: Program Level -- Releases and Potentially Shippable Increments -- Vision, Features, and the Program Backlog -- Release Planning -- The Roadmap -- Product Management -- Big-Picture Elements: Portfolio Level -- Investment Themes -- Epics and the Portfolio Backlog -- Architectural Runway -- Summary -- ch. 3 Agile Requirements for the Team -- Introduction to the Team Level -- Why the Discussion on Teams? -- Eliminating the Functional Silos -- Agile Team Roles and Responsibilities -- Product Owner -- Scrum Master/Agile Master -- Developers -- Testers -- Other Team/Program Roles -- User Stories and the Team Backlog -- Backlog -- User Stories -- User Story Basics -- Tasks -- Acceptance Tests -- Unit Tests -- |
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Contents note continued: Release Objectives -- Tracking and Managing the Release -- Release Retrospective -- Measuring Release Predictability -- Release Objectives Process Control Band -- Releasing -- Releasing on the ART Cadence -- Releasing Less Frequently Than the ART Cadence -- Releasing More Frequently Than the ART Cadence -- Summary -- ch. 16 Release Planning -- Preparing for Release Planning -- Release Planning Domain -- Planning Attendance -- Release Planning Facilitator -- Release Planning Checklist -- Release Planning Narrative, Day 1 -- Opening -- Business Context -- Solution Vision -- Architecture Vision -- Team Planning Breakouts -- Draft Plan Review -- Managers' Review and Problem Solving Meeting -- Release Planning Narrative, Day 2 -- Opening -- Planning Adjustments: A United Front -- Planning Continues: Team Planning Breakouts Session II -- Establishing Release Objectives -- Final Release Plans Review -- Addressing Risks and Impediments -- The Commitment -- |
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Machine generated contents note: pt. I Overview: The Big Picture -- ch. 1 A Brief History of Software Requirements Methods -- Software Requirements in Context: Decades of Advancing Software Process Models -- Predictive, Waterfall-Like Processes -- Problems with the Model -- Requirements in the Waterfall Model: The Iron Triangle -- And Yet, the Waterfall Model is Still Amongst Us -- Iterative and Incremental Processes -- Spiral Model -- Rapid Application Development -- Rational Unified Process -- Requirements in Iterative Processes -- Adaptive (Agile) Processes -- The Agile Manifesto -- Extreme Programming (XP) -- Scrum -- Requirements Management in Agile is Fundamentally Different -- Goodbye Iron Triangle -- Agile Optimizes ROI Through Incremental Value Delivery -- Enterprise-Scale Adaptive Processes -- Introduction to Learn Software -- The House of Lean Software -- A Systems View of Software Requirements -- Kanban: Another Software Method Emerges -- Summary -- |
| Summary |
This text includes comprehensive solutions, proven processes and real-world insights for capturing requirements at the right level of detail without compromising agility |
| Notes |
Formerly CIP. Uk |
| Bibliography |
Includes bibliographical references and index |
| Subject |
Agile software development.
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| Author |
Widrig, Don.
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| LC no. |
2010041221 |
| ISBN |
0321635841 (hardcover : alk. paper) |
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9780321635846 (hardcover : alk. paper) |
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