The Art of Agile Practice

The Art of Agile Practice: A Composite Approach for Projects and Organizations

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Features

  • Presents a consistent, integrated, and strategic approach to achieving Agility in your business
  • Describes metrics that are relevant to the entire CAMS lifecycle
  • Explains how to embed Agile practices within formal process-maps in projects
  • Includes figures, case studies, and tables that illustrate key concepts

Summary

The Art of Agile Practice: A Composite Approach for Projects and Organizations presents a consistent, integrated, and strategic approach to achieving "Agility" in your business. Transcending beyond Agile as a software development method, it covers the gamut of methods in an organization—including business processes, governance standards, project management, quality management, and business analysis—to show you how to use this composite approach to enhance your ability to adapt and respond to evolving business requirements. The book is divided into three parts:

  1. Introduces Agility and identifies the challenges facing organizations in terms of development and maintenance approaches
  2. Presents Composite Agile Method and Strategy (CAMS) as a carefully constructed combination of process elements and illustrates its application to development, business management, business analysis, project management, and quality
  3. Includes two Agile case studies, a comprehensive index, definitions of key acronyms, and appendices with a current list of Agile methods and interview summaries

The book describes relevant metrics for the entire CAMS lifecycle and explains how to embed Agile practices within formal process-maps in projects. Filled with figures, case studies, and tables that illustrate key concepts, the text is ideal for a two- or three-day training course or workshop. It is also suitable for a 13-week education course for higher degree students that includes process discussions and consideration of Agile values at both software and business levels. The chapters are organized to correspond roughly to such lectures with an option to choose from the case study chapters.

Table of Contents

Introducing Agile in Practice
Objectives
Introduction
Agile in Practice—A Business Issue
     Budget and Agility
     Time and Agility
     Requirements and Agility
     Quality and Agility
Understanding Enterprise Agility
Strategy, Method, and Practice of Agile
     Conversational Model for Software Development
Agility—Art, Craft, and Engineering
Correlating Agility to Planned Processes
Agile Coverage in Organizations
Agile Organizational Methods Spaces
     Business Methods Space
     Planned Methods Space
     Pure Agile (Solution) Methods Space
     Governance Methods Space
Agile Manifesto, Principles, and Practices
Agile Methods
Composite Agile—Research Project
Conclusions
Agile in Practice: Road Map 1
Discussion Questions
References

Landscape of Agile and Planned Methods
Objectives
Introduction
Defining Agile
What Comprises Agile?
Agile Manifesto
Agile Values
Agile Principles
Agile Methods Landscape
Extreme Programming (XP)
Scrum
     Roles
     Artifacts
     Scrum Meetings
     Scrum Flow
Agile Unified Process (AUP)
Crystal
Lean
Kaizen
Adaptive Software Development/Agile Project Management
Feature-Driven Development (FDD)
Test-Driven Design (TDD)
Planned Process Life Cycles and Agile
     The Waterfall-Based SDLC
     The Spiral-Based SDLC
     The Fountain-Based SDLC
     The IIP—Iterative, Incremental, Parallel Development Process
A Practical Agile Manifesto
     Individuals and Interactions Together with Processes and Tools
     Working Software Together with Comprehensive Documentation
     Customer Collaboration Together with Contract Negotiation
     Responding to Change Together with Following a Plan
Agile Practices
     Analytical Practices
     Requirements Practices
     Development Practices
     Design Practices
     Project Management Practices
     Quality Assurance Practices
     Operational Practices
     Testing Practices
Conclusions
Agile in Practice: Road Map
Discussion Questions
Discussion Questions
References

Landscape of Agile and Planned Methods
Objectives
Introduction
Defining Agile
What Comprises Agile?
Agile Manifesto
Agile Values
Agile Principles
Agile Methods Landscape
Extreme Programming (XP)
Scrum
     Roles
     Artifacts
     Scrum Meetings
     Scrum Flow
Agile Unified Process (AUP)
Crystal
Lean
Kaizen
Adaptive Software Development/Agile Project Management
Feature-Driven Development (FDD)
Test-Driven Design (TDD)
Planned Process Life Cycles and Agile
     The Waterfall-Based SDLC
     The Spiral-Based SDLC
     The Fountain-Based SDLC
     The IIP—Iterative, Incremental, Parallel Development Process
A Practical Agile Manifesto
     Individuals and Interactions Together with Processes and Tools
     Working Software Together with Comprehensive Documentation
     Customer Collaboration Together with Contract Negotiation
     Responding to Change Together with Following a Plan
Agile Practices
     Analytical Practices
     Requirements Practices
     Development Practices
     Design Practices
     Project Management Practices
     Quality Assurance Practices
     Operational Practices
     Testing Practices
Conclusions
Agile in Practice: Road Map
Discussion Questions
References
Further Reading

Agile Challenges in Practice
Objectives
Introduction
Agile Project Challenges
Agile Organizational Challenges in Practice
Project-Specific Agile Challenges
     Matrix of Agile Challenges
     Scalability and Agile
     Project Management and Agile
     People Management and Agile
     Business Analysis and Agile
     Testing and Agile
     Metrics and Measurements in Agile
     Enterprise Architecture and Agile
     Maintenance and Agile
     Documentation and Agile
     Legal and Compliance Issues and Agile
Expanding Agile Challenges at the Organizational Level
     Strategic versus Tactical Agile
Conclusions
Agile in Practice: Road Map 3
Discussion Questions
References

COMPOSITE AGILE METHOD AND STRATEGY AND ITS APPLICATION IN PRACTICE

Composite Agile Method and Strategy (CAMS)
Objectives
Introduction
Composite Agile: Balance and Coverage
     Taxonomy of Organizational Methods and Their Agile Touch Points
     Software Agile (Development)
     Software Processes and Agile
     IT Governance and Agile
     Project Management and Agile
     Business Management and Agile
     Composite Agile Method and Strategy (CAMS)
Life Cycles as Basis for Composite
CAMS Architecture
     Initial Iteration
     Major Iteration
     Final Iteration
The CAMS Repository of Agile Practices
CAMS in Practice: Configuration
Practicing CAMS—Role-Based Execution
     Advantages and Limitations of CAMS
Conclusions
Agile in Practice: Road Map 4
Discussion Questions
References

Composite Agile and IT: Enablement, Development, and Maintenance
Objectives
Introduction
Emergent Information Technologies: Agile Enablers
     Cloud Computing
     Mobile Technologies
     Business Intelligence
     Web Services and SOA
     Applications Integration
     Social Media
IT Areas of Work and Agile
     Development and Agility
     Configuration and Agility
     Integration and Agility
     Conversion and Agility
     Deployment, Training, and Agility
     Maintenance and Agility
Architecture, Design, and Quality
Requirements (Functional, Nonfunctional, and Interface)
Agile Practices and CAMS Process Maps
     Enterprise Architecture Process Map
     System Architecture Process Map
     Nonfunctional (Operational) Requirements and Architecture (Enterprise and System)
     System Design Process Map
     Implementation Process Map
     Deployment Process Map
     Deliverables
Conclusions
Agile in Practice: Road Map 5
Discussion Questions
References

Collaborative-Agile Business Management
Objectives
Introduction
Agile Business Management
Composite Agile Method and Strategy (CAMS)
     Business Agility and CAMS
     Six Sigma in Composite Agile
     Kaizen in Composite Agile
     Kanban in Composite Agile
Agility in Learning Organizations
Collaboration and Agility
     Collaborative Business Processes and Agility
     Collaborative Cluster Formation
     Business Size and Collaboration
     Characteristics of Collaborative-Agile Business
     Customer Experience through Collaboration
     Knowledge Management Collaborations and Agility
     Enterprise Risk Management (ERM) with Collaborative Agile
     Market Expansion through Collaboration
     Global Trade and Agility
     Organizational Leanness and Restructuring
     Outsourcing and Offshoring with Collaborative Agile
     Legal Compliance and Tax Management with Collaborative Agile
     Carbon Consciousness and Lean-Agile
Evolving Complexities in Collaborative-Agile Business
     Types of Collaboration
     Reaching Collaborative Intelligence in Agile Business
     Reaching Collaborative Business Process
Business Evaluation Process Map
     Roles in Business Evaluation
     Deliverables
     Activities and Tasks in Business Evaluation
     SWOT Analysis
     PESTLE Analysis
     Cost–Benefit Analysis
Change Management in Agile Business
     External Changes
     Internal Changes
     Risks and Challenges in Collaborative-Agile Business
Conclusions
Agile in Practice: Road Map 6
Discussion Questions
References

Business Analysis and Composite Agile
Objectives
Introduction
What Is Business Analysis?
Business Analysis and Agility
     Handling Agile Challenges in the Context of Business Analysis
BA and Agile Practices in CAMS
Business Analysis Frameworks and Agility
SFIA, IIBA (BABOK"), AIBA Frameworks
SFIA and Agile BA
     BA-SFIA Levels 1–4
     BA-SFIA Levels 4–6
     BA-SFIA Levels 6–7
Comparing SFIA and IIBA with Agile
Business Process Management and Agility
Business Process Reengineering (BPR)
Processes: Individual, Organizational, and Collaborative
Customer-Driven Analysis and Agility
Requirements Modeling Process Map
     Roles in Requirements Modeling
     Deliverables
Activities and Tasks in Requirements Modeling
Conclusions
Agile in Practice: Road Map 7
Discussion Questions
References

CAMS Project Management and ICT Governance
Objectives
Introduction
Planning and Agility in CAMS
Declaration of Interdependence and Agile Project Management
Organizing Composite Agile Projects
Project Management Process Map
     Roles in Project Management Process Map
     Deliverables in the Project Management Process Map
     Activities and Tasks in the Project Management Process Map
Leadership and People Management in Agile Projects
Soft Issues and Subjective Skills
Agile Team Formation
IT Governance and Business Agility
The IT Governance Frameworks
     Control Objectives for Information and Related Technology (CoBIT)
     Information Technology Infrastructure Library (ITIL)
Conclusions
Agile in Practice: Road Map 8
Discussion Questions
References
Further Reading

Composite Agile—Quality, Testing, and Metrics
Objectives
Introduction
Quality Context: Management, Assurance, and Control
     Quality Management Process Map
     Quality Assurance Process Map
     Quality Techniques and Agile Practices
     Quality Control Process Map
Organizing Testing
     Test Data
     Analyzing Risks in Testing Risks: Analyzing
Composite Agile Metrics and Measurements
     Challenges of Agile Projects Metrics
     Fundamentals of CAMS Estimation
     CAMS Metrics in Practice
     Planning Metrics
     Requirements Metrics
     Development Metrics
     Testing and Release Metrics
     Role-Based CAMS Metrics
Applying Estimation and Metrics in CAMS
Conclusions
Agile in Practice: Road Map 9
Discussion Questions
References
Further Reading

AGILE Adoption in Organizations
Objectives
Introduction
Organizational Adoption of Agility and Business Transformation
     Adopting of CAMS: Reasons and Value
     CAMS Organizational Adoption—High-Level Road Map
Agile Business Transformation—Internal and External Factors
     External Influencing Factors
     Internal Factors and Responses
Organizational Focus Areas in Agile Business Transformation
     Business Transformation Process and Organizational Focus Areas
     Work Areas for ABT
Varying Influence of ABT
CAMS and Center of Excellence
Configuring, Training, and Upskilling in Agile Business Transformation
     Money
     Technology
     Process
     People
CAMS and Process Maturity—The CMM Standards in an Agile Environment
Conclusions
Agile in Practice: Road Map 10
Discussion Questions
References

CASE STUDIES IN CAMS

Case Study—Outsourced Project
Objectives
Introduction
Outline of the Case Study "MITS"—An Outsourced Project
Composite Agile Road Map for an Outsourced Project
Understanding the Project
Extent of Agility in Configuring CAMS
CAMS Process-Map-Based Activities in an Outsourced Project
Creating CAMS-Based Project Iterations
Use of CAMS Metrics in Outsourced Projects
Overcoming the Challenges of Outsourced Projects with CAMS
Uncertainty in the Scope of Work
Leadership and Direction
Payment Contracts Based on Delivery
Determining Correct Iterations and Releases to Deliver the Product
Service Level Agreements After Delivery
Formal Requirements Modeling
Iterative and Incremental Implementation of Solution Design
Quality Control and User Acceptance Testing
Ongoing Maintenance of the Solution
Conclusions and Lessons Learnt
Discussion Questions
References

Case Study: Organizational CAMS in an Insurance Business
Objectives
Introduction
Hartford Insurance Company (HIC) Case Study Outline
Goals of Agile Business Transformation
Composite Agile Road Map
     Diagnose (0–3 months)
     Plan (4–6 months)
     Enact (7–12/15 months)
     Review and Manage (15–18 months)
Configuring Composite Agile
HIC and Collaborative-Agile Business
Balancing HIC’s ABT Enactment
Conclusions and Lessons Learnt
Discussion Questions
References

Appendix I Agile Interview Summaries
Business Analysis and CAMS
Project Management and CAMS
Development with CAMS
Testing and CAMS
Architecture and CAMS
Metrics and Estimates in CAMS
References

Appendix II Business-Analysis-Related Associations and Standards
Appendix III Role-Based CAMS Metrics
Project Manager
     CAMS Task: Planning—Requirement Prioritization
     CAMS Activity: Risk Management—Collaborative
Business Analyst
     CAMS Activity: Requirement—Collaborative
     CAMS Activity: Change Management—Negotiable Requirement
Architect
     CAMS Activity: Design—User Feedback
Programmer
     CAMS Activity: Coding/Implementation—Pair Programming
Tester
     CAMS Activity: Testing—Continuous

Appendix IV Telecom User Stories in Tabular Format

Index

Author Bio(s)

Bhuvan Unhelkar (BE, MDBA, MSc, PhD; FACS) has spent close to three decades in the information and communication technologies (ICT) industry as a strategist as well as a hands-on professional. As the founder of MethodScience.com, he has demonstrated consulting and training expertise in business analysis, software engineering, Agile processes, mobile business, and Green IT (environment) in banking, financial, insurance, government, and telecom verticals. He is an adjunct associate professor with the University of Western Sydney, Australia (where he had formed the Mobile Internet Research and Applications Group—MIRAG) and a visiting faculty at the University of Technology, Sydney, MS University, Baroda, India, and Rensselaer Polytechnic Institute (Hartford Graduate Campus), CT, USA. He has authored 17 books and several executive reports (Cutter, Boston, USA), supervised numerous PhD students, and has extensively presented and published papers and case studies. Dr. Unhelkar is a Fellow of the Australian Computer Society, life member of Computer Society of India, president of the Rotary Club in St. Ives, Sydney (and a Paul Harris Fellow), a Discovery volunteer at NSW parks and wildlife, and a previous TiE mentor.

Dr. Unhelkar obtained the PhD degree in the area of "object orientation" from the University of Technology, Sydney, in 1997. Subsequently, he has designed and delivered course units such as Global Information Systems, Object Oriented Analysis and Design, Business Process Reengineering, and IT Project Management to the industry as well as across universities in Australia, China, and India.

Other CRC Press (T&F) Books by the author:

  • Mobile Enterprise Transition and Management, 2009
    After the Y2K Fireworks,1999
    Green IT Strategies & Applications, 2011

Editorial Reviews

Bhuvan rightfully does not provide a silver bullet in this book because there are none. Rather, he uses Agile together with proven business practices to provide a best of breed approach. … the book gives a balanced view of Agile in the practical world. Whether you are a business analyst, developer, project manager, executive, or playing any other role within your organization, I am sure you will enjoy reading this book and find it relevant to your work.
—Steve Blais, PMP, Solutions Architect, Sarasota, Florida