Questioning Scaling Agile Processes Examining Largeness Raising Large
Issues Specifying the Projects in Focus Detecting the Agile Method for
Scaling Identifying the Reader Revealing the Structure of the Book
2
Agility and Largeness
Fundamentals of Agile Processes
The Agile Manifesto Agile Methods with Respect to Largeness Magnifying
the Agile Principles Processes Masquerading As Agile Almost Extreme Programming,
by Alistair Cockburn People Shape the Process Culture of Change Adaptation
Communication Mistrust in Applicability Documentation Design Testing
Refactoring Summary
3 Agility and Large Teams
People Responsibility Respect and Acceptance Trust Team Building
Building Teams and Subteams Requirements Channels, by Stefan Roock Team
Roles Team Jelling Interaction and Communication Structures Open-Plan
Office Open-Plan Offices, by Nicolai M. Josuttis Flexible Workplace
Encouraging Communication Communication Team Trouble-Shooting Virtual
Teams Distributed Teams Distributed Teams, by David Hussman Open Source
Open Source, by Dierk Konig Summary
4 Agility and the
Process
Defining the Objectives Providing Feedback
Short Development Cycles, Iterations, and Time-Boxing Planning Result-Oriented
Planning Planning Tools Integration Integration Strategy Integration
Team Tools for Configuration Management and Version Control Retrospectives
Attendance Techniques Learning to Become Great, by Joshua Kerievsky and
Diana Larsen Getting Started with an Agile Process Learn from History
Start Small Finalizing the Architecture Grow Slowly Culture of Change
Learning and Change Processes Introducing Change Force Courage Summary
5 Agility and Technology
Architect
and Architecture Architectural Lead Simple Architecture Architecture
As a Service Avoid Bottlenecks Architecture and Largeness, by Nicolai
M. Josuttis Ownership Choosing Technology Techniques and Good Practices
Testing Refactoring Standards Summary
6 Agility
and the Company
Communication and Organization Structure
Project Planning and Controlling Planning Controlling Fixed-Price
Projects Enterprise-Wide Processes Process and Methodology Department
Formation of a Process Certification and Adaptation of a Process Enterprise-Wide
Tools and Technology Quality Assurance and Quality Control Departments
on the Edge Human Resources Legal Department Marketing Production
The Customer The Role of the Customer Integrating the Customer Company
Culture Shapes Individuals Skills Providing Training Establishing
a Learning Environment Resources Insourcing Outsourcing Full-Time
and Part-Time Project Members Summary
7 Putting It All
Together: A Project Report
The Previous History The
Customer The Team Organizational Departments Process and Methodology
Tools and Technology Quality Control and Assurance Project Planning and
Controlling Starting Off Growing the Team Learning from Previous Problems
Training Establishing Short Iterations Learning to Reflect Enabling
Communication Managing Outsourced Teams Unresolved Issues Summary
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