Agile Software Development with SCRUM: United States Edition (Anglais) Broché – 11 octobre 2001
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Description du produit
Revue de presse
"Agile development methods are key to the future of flexible software systems. Scrum is one of the vanguards of the new way to buy and manage software development when business conditions are changing. This book distills both the theory and practice and is essential reading for anyone who needs to cope with software in a volatile world." ― Martin Fowler, industry consultant and CTO, ThoughtWorks
"Most executives today are not happy with their organization's ability to deliver systems at reasonable cost and timeframes. Yet, if pressed, they will admit that they don't think their software developers are not competent. If it's not the engineers, then what is it that prevents fast development at reasonable cost? Scrum gives the answer to the question and the solution to the problem. ― Alan Buffington, industry consultant, former Present, Fidelity Systems Company
Présentation de l'éditeur
eXtreme Programming is an ideal many software shops would love to reach, but with the constant pressures to produce software quickly, they cannot actually implement it. The Agile software process allows a company to implement eXtreme Programming quickly and immediately-and to begin producing software incrementally in as little as 30 days! Implementing eXtreme Programming is easier said than done. The process can be time consuming and actually slow down current software projects that are in process. This book shows readers how to use SCRUM, an Agile software development process, to quickly and seamlessly implement XP in their shop-while still producing actual software. Using SCRUM and the Agile process can virtually eliminate all downtime during an XP implementation.
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Scrum is more then just morning meetings or backlog lists. It is a process control system and every part of it is essential. Saying you "do Scrum": but only have morning meetings or backlogs is like saying you have a foundry control system with no feedback sensors. If you don't crash and burn, its just luck that is saving you.
Here's a radical proposal: why don't we just say that we're going to do (and then do) what we were going to do anyway? That's Scrum. It's built around short time-scales, a month or so, the kind where forecasting has a chance to work. It counts on simple plans with unambiguous goals, to be completed within those timeframes. It demands that people just go ahead and do what needs to be done, even if a few rules get bent, things that people would have done anyway. The difference lies in doing them with head held high, not as midnight missions intended to sneak success into fundamentally broken plans, in spite of counter-productive rules.
The consequences of the approach are far-reaching. For one, it outlaws the plus-one disease, or mission creep, or feature-itis, or whatever you call it. This plain-spoken approach makes promises and works to keep them - having the content of the promise changed by fiat, halfway through, is outlawed. There's a time and a place new commitements to be made, and that is not in the heat of the development moment. "Scrum" uses many sports analogies, and moving the goalposts (or having them moved) is not part of its game.
There's a lot more too it, of course, and that's why describing Scrum takes a whole book. It has a lot to like, including an emphasis on personal responsibility and even bravery - things that many work environments punish brutally. I don't go along with the authors' revival tent true-believerism. Despite that, there's enough good sense in this book to soften even doubts as solidified as mine.