Succeeding with Agile: Software Development Using Scrum
Format: PDF / Kindle (mobi) / ePub
Proven, 100% Practical Guidance for Making Scrum and Agile Work in Any Organization
This is the definitive, realistic, actionable guide to starting fast with Scrum and agile–and then succeeding over the long haul. Leading agile consultant and practitioner Mike Cohn presents detailed recommendations, powerful tips, and real-world case studies drawn from his unparalleled experience helping hundreds of software organizations make Scrum and agile work.
Succeeding with Agile is for pragmatic software professionals who want real answers to the most difficult challenges they face in implementing Scrum. Cohn covers every facet of the transition: getting started, helping individuals transition to new roles, structuring teams, scaling up, working with a distributed team, and finally, implementing effective metrics and continuous improvement.
Throughout, Cohn presents “Things to Try Now” sections based on his most successful advice. Complementary “Objection” sections reproduce typical conversations with those resisting change and offer practical guidance for addressing their concerns. Coverage includes
Practical ways to get started immediately–and “get good” fast
Overcoming individual resistance to the changes Scrum requires
Staffing Scrum projects and building effective teams
Establishing “improvement communities” of people who are passionate about driving change
Choosing which agile technical practices to use or experiment with
Leading self-organizing teams
Making the most of Scrum sprints, planning, and quality techniques
Scaling Scrum to distributed, multiteam projects
Using Scrum on projects with complex sequential processes or challenging compliance and governance requirements
Understanding Scrum’s impact on HR, facilities, and project management
Whether you've completed a few sprints or multiple agile projects and whatever your role–manager, developer, coach, ScrumMaster, product owner, analyst, team lead, or project lead–this book will help you succeed with your very next project. Then, it will help you go much further: It will help you transform your entire development organization.
the individual team members who work through the issues of discovering how Scrum will work best within their organization. Key to any successful adoption of Scrum will be combining elements of both bottom-up and top-down change. The End State Is Unpredictable Perhaps you’ve read a book on Extreme Programming and have decided that is the right approach for your company. Or maybe you attended a Certified ScrumMaster training course and think Scrum sounds good. Or maybe you read a book on a
time to grieve. Listen and accept their losses without arguing. Loss is personal and subjective. You will never convince people who are grieving that they are overreacting and that what was lost wasn’t “that important.” So don’t try. Don’t discredit the past. In describing the transition and the brave, new agile world you are moving to, do not downplay or discredit the past. Whatever development process existed until now helped the organization succeed to the extent it has. It deserves our
vehicle was word of mouth. The staff who worked on an agile team praised the process—greater team ownership, more predictability, less wasted effort and crunch time. Others heard and wanted to be part of it.” Matt Truxaw, a development manager and agile advocate at First American CoreLogic, had a similar experience. I liken the agile process to a whirlpool that builds over time, sucking in new people and groups as it builds. We started with limited buy-in from the developers themselves. By
Scrum. If a company is adopting Scrum organization-wide, the ETC should include senior people from 1 The acronym ETC is consistent with Ken Schwaber’s in The Enterprise in Scrum, although he refers to it as the “Enterprise Transition team” (2007). Download from www.wowebook.com 64 Chapter 4 Iterating Toward Agility engineering or development plus vice presidents of groups such as product management, marketing, sales, operations, human resources, and so on. For a departmental adoption of
reasons was “I don’t think this change is a good idea.” Yes, of course, there will be some in the organization who think shifting to Scrum is a bad idea, but there will be more who resist for other, more personal reasons—the social aspects of change mentioned at the start of this chapter. In every conversation with others, spend more time listening than talking. For each person who resists the transition, see if you can complete this sentence for them: “I can’t do Scrum because it means I….”