Breaking the Addiction to Process will give you a clear understanding of the way Agile works and how it can improve your business practices. It explains how Agile will help you to improve your relationships with your customers, to work more efficiently with your colleagues and to develop more streamlined and successful working practices, saving you time and money.
Cover
Title Page
Copyright
Preface
About the Author
Acknowledgements
Contents
Introduction
Clinging to the old ways
Why do projects fail?
There’s a better way to run projects
Breaking the addiction to process
Chapter 1: Satisfy the Customer Through Early and Continuous Delivery
The failure of traditional project management
Welcome to the flexible world of Agile
Delivering in increments
Chapter 2: Welcome Changing Requirements
No plan survives contact with the enemy
This is the way it used to happen
Planning in an Agile world
How is Agile planning implemented?
Tasks are estimated collaboratively
It’s essential to get the backlog right
Why we went Agile
Chapter 3: Deliver Working Software Frequently
Produce code increments during a sprint
How much work has your team done?
Sprint retrospective
Transitioning a company to Agile
Chapter 4: Business People and Developers Work Together Daily
A continuous conversation
Collaborative management
Chapter 5: Build Projects Around Motivated Individuals
Engineers choose their own work
Giving up control
Management must be serious about Agile
Chapter 6: Convey Information via Face-to-Face Conversation
Jargon Blitz
The Agile answer to death by PowerPoint®
Where does the scrum fit in the Agile world?
The location of teams
Chapter 7: Working Software is the Primary Measure of Progress
Measuring results
Not so many bottlenecks in Agile
Ways to implement the new approach
Chapter 8: Maintain a Constant Pace Indefinitely
Projects don’t have to be perfect
Managing time in Agile mode
Shorten the time between planning and delivery
Chapter 9: Give Continuous Attention to Technical Excellence
Test-driven development
There might still be last-minute panic
Other areas need continuous attention, too
Chapter 10: Simplify – Maximise the Amount of Work Not Done
Minimal engineering
Remove activity that adds no value
Reduce bureaucracy
Chapter 11: Teams Self-Organise
The office is a social environment
Don’t manage like it’s 1959
Simplify decision making
Chapter 12: Teams Hold Retrospectives and Tune Their Behaviours
Breaking the Addiction to Process will give you a clear understanding of the way Agile works and how it can improve your business practices. It explains how Agile will help you to improve your relationships with your customers, to work more efficiently with your colleagues and to develop more streamlined and successful working practices, saving you time and money.
Table of contents
Cover
Title Page
Copyright
Preface
About the Author
Acknowledgements
Contents
Introduction
Clinging to the old ways
Why do projects fail?
There’s a better way to run projects
Breaking the addiction to process
Chapter 1: Satisfy the Customer Through Early and Continuous Delivery
The failure of traditional project management
Welcome to the flexible world of Agile
Delivering in increments
Chapter 2: Welcome Changing Requirements
No plan survives contact with the enemy
This is the way it used to happen
Planning in an Agile world
How is Agile planning implemented?
Tasks are estimated collaboratively
It’s essential to get the backlog right
Why we went Agile
Chapter 3: Deliver Working Software Frequently
Produce code increments during a sprint
How much work has your team done?
Sprint retrospective
Transitioning a company to Agile
Chapter 4: Business People and Developers Work Together Daily
A continuous conversation
Collaborative management
Chapter 5: Build Projects Around Motivated Individuals
Engineers choose their own work
Giving up control
Management must be serious about Agile
Chapter 6: Convey Information via Face-to-Face Conversation
Jargon Blitz
The Agile answer to death by PowerPoint®
Where does the scrum fit in the Agile world?
The location of teams
Chapter 7: Working Software is the Primary Measure of Progress
Measuring results
Not so many bottlenecks in Agile
Ways to implement the new approach
Chapter 8: Maintain a Constant Pace Indefinitely
Projects don’t have to be perfect
Managing time in Agile mode
Shorten the time between planning and delivery
Chapter 9: Give Continuous Attention to Technical Excellence
Test-driven development
There might still be last-minute panic
Other areas need continuous attention, too
Chapter 10: Simplify – Maximise the Amount of Work Not Done
Minimal engineering
Remove activity that adds no value
Reduce bureaucracy
Chapter 11: Teams Self-Organise
The office is a social environment
Don’t manage like it’s 1959
Simplify decision making
Chapter 12: Teams Hold Retrospectives and Tune Their Behaviours
Facebook
Twitter
Linkedin
Whatsapp