Muutke küpsiste eelistusi

Practical Approach to Large-Scale Agile Development, A: How HP Transformed LaserJet FutureSmart Firmware [Pehme köide]

3.84/5 (112 hinnangut Goodreads-ist)
, ,
  • Formaat: Paperback / softback, 208 pages, kõrgus x laius x paksus: 228x181x11 mm, kaal: 336 g
  • Sari: Agile Software Development Series
  • Ilmumisaeg: 06-Dec-2012
  • Kirjastus: Addison-Wesley Educational Publishers Inc
  • ISBN-10: 0321821726
  • ISBN-13: 9780321821720
Teised raamatud teemal:
Practical Approach to Large-Scale Agile Development, A: How HP Transformed LaserJet FutureSmart FirmwareSuurem pilt
  • Formaat: Paperback / softback, 208 pages, kõrgus x laius x paksus: 228x181x11 mm, kaal: 336 g
  • Sari: Agile Software Development Series
  • Ilmumisaeg: 06-Dec-2012
  • Kirjastus: Addison-Wesley Educational Publishers Inc
  • ISBN-10: 0321821726
  • ISBN-13: 9780321821720
Teised raamatud teemal:
Püsilink: https://www.kriso.ee/db/9780321821720.html
Märksõnad:
Today, even the largest development organizations are turning to agile methodologies, seeking major productivity and quality improvements. However, large-scale agile development is difficult, and publicly available case studies have been scarce. Now, three agile pioneers at Hewlett-Packard present a candid, start-to-finish insiders look at how theyve succeeded with agile in one of the companys most mission-critical software environments: firmware for HP LaserJet printers.

This book tells the story of an extraordinary experiment and journey. Could agile principles be applied to re-architect an enormous legacy code base? Could agile enable both timely delivery and ongoing innovation? Could it really be applied to 400+ developers distributed across four states, three continents, and four business units? Could it go beyond delivering incremental gains, to meet the stretch goal of 10x developer productivity improvements?

It could, and it didbut getting there was not easy.

Writing for both managers and technologists, the authors candidly discuss both their successes and failures, presenting actionable lessons for other development organizations, as well as approaches that have proven themselves repeatedly in HPs challenging environment. They not only illuminate the potential benefits of agile in large-scale development, they also systematically show how these benefits can actually be achieved.

Coverage includes: Tightly linking agile methods and enterprise architecture with business objectives Focusing agile practices on your worst development pain points to get the most bang for your buck Abandoning classic agile methods that dont work at the largest scale Employing agile methods to establish a new architecture Using metrics as a conversation starter around agile process improvements

Leveraging continuous integration and quality systems to reduce costs, accelerate schedules, and automate the delivery pipeline Taming the planning beast with light-touch agile planning and lightweight long-range forecasting Implementing effective project management and ensuring accountability in large agile projects Managing tradeoffs associated with key decisions about organizational structure Overcoming U.S./India cultural differences that can complicate offshore development Selecting tools to support quantum leaps in productivity in your organization Using change management disciplines to support greater enterprise agility
Foreword xiii
Preface xv
Chapter 1 Agile Principles versus Practices
1(8)
The Principles of the Agile Manifesto
2(1)
Our Take on Agile/Lean Principles
3(3)
A Quick Tutorial: Agile versus Waterfall
6(2)
Summary
8(1)
Chapter 2 Tuning Agile to Your Business Objectives
9(8)
Background: HP FutureSmart Firmware Case Study
10(1)
Cost and Cycle-Time Drivers Prior to HP FutureSmart Firmware
11(2)
Value Proposition of Re-Architecting the HP FutureSmart Firmware and Processes
13(2)
Establish Development Objectives from the Business Analysis
15(1)
Summary
16(1)
Chapter 3 Aligning Architecture with Business Objectives
17(10)
Challenges with Existing Architecture
18(1)
Architecting for the Business: Dynamic Variability and Forward Compatibility
19(3)
Keeping an Architecture Current and Sustainable
22(3)
Summary
25(2)
Chapter 4 How to Establish a New Architecture Using Agile Concepts
27(8)
Re-Architecting Iteratively
28(1)
Making Progress
28(2)
The Thin-Slice Model
30(1)
Creating Cultural Shifts Through Architectural Demos
31(2)
Summary
33(2)
Chapter 5 The Real Secret to Success in Large-Scale Agile
35(10)
Change for People's Sake
36(2)
Metrics Are a Conversation Starter
38(1)
Iterative Model of Agile Management
39(1)
Mini-Milestone Objectives
40(1)
Cascading Objectives to Track Progress
41(1)
Conversations
42(1)
Learning
43(1)
Agile Adjustments
44(1)
Summary
44(1)
Chapter 6 Continuous Integration and Quality Systems
45(22)
Reducing Build Resources and Build Time: Continuous Integration
46(9)
Achieving High Quality with CI: Automated Multilevel Testing
55(5)
L0 Testing
57(1)
L1 Testing
58(1)
L2 Testing
58(1)
L3 Testing
59(1)
L4 Testing
60(1)
Continuous Improvement of the Deployment Pipeline
60(1)
Productivity Results of Our Automated Delivery Pipeline
61(2)
Special Considerations for Enterprise Software Systems
63(2)
Summary
65(2)
Chapter 7 Taming the Planning Beast
67(24)
Predict by Ballparking and Trend Watching
69(1)
Ballpark Prediction: R&D Early Response to High-Level Initiatives
70(1)
Trend Watching: Quick Response to All Feature Requestors (Where They're Likely to Land)
70(3)
Clear Prioritization
73(3)
Just-in-Time User Story Definition
76(1)
Invest in System Engineering
77(3)
Put Marketing in Charge of a Unified 1-N List
80(1)
Involve the Technology Architects
81(1)
Use Project Managers as "Feature Leads"
81(1)
Reuse Requirements and Test Tags for Scalability
82(1)
Commit by Delivering, Not by Estimating
83(3)
Convincing the Business: Agile Planning Is Okay
86(2)
Summary
88(3)
Chapter 8 Unique Challenges of Estimating Large Innovations
91(10)
Waterfall Approach and Challenges
92(1)
Agile Approach
92(3)
Challenging Situations with the Agile Approach: Large Architectural Efforts
95(3)
Change Management and Integrating with the Business
98(2)
Summary
100(1)
Chapter 9 Our Take on Project Management for Large-Scale Agile
101(6)
Oversight and Priority: Program Managers
102(1)
Accountability: Section Managers
103(1)
Robustness and Scalability: Architects
104(1)
Putting It All Together
104(1)
Summary
105(2)
Chapter 10 Organizational Approach: Managing to Disadvantages
107(10)
Test Ownership Organization
108(3)
Component versus Feature Organization
111(3)
Traditionally Managed Project Teams versus Self-Managed Scrum Teams
114(2)
Summary
116(1)
Chapter 11 Effective Agile Development across U.S. and Indian Cultures
117(10)
Lesson 1 Permission to Ask
118(1)
Lesson 2 Ensure Time to Explore
119(1)
Lesson 3 Have Small Wins First
119(1)
Lesson 4 Exploit the Time Difference
120(1)
Lesson 5 Take Time to Train---Always
121(1)
Lesson 6 Remember a Team Is about People
121(1)
Organizing for the Highest Leverage of Offshore Teams
122(3)
Summary
125(2)
Chapter 12 The Right Tools: Quantum Leaps in Productivity
127(14)
Common Development Environment
128(1)
Simulation and Emulation Environment for Automated Testing
129(2)
Test Architecture for Scalability: Common Test Framework (CTF)
131(2)
The Most Important Part of Test Automation: Virtual Machine Provisioning System (VMPS)
133(3)
Real-Time Metrics and Tracking
136(1)
Integrated Toolset
137(1)
Cool Toys Worth Investing In
138(1)
Summary
139(2)
Chapter 13 Real World Agile Results: HP FutureSmart Firmware
141(8)
Resources Moved from Overhead to Innovation
142(2)
R&D and Developer Productivity
144(2)
Improvement in Current Product Support
146(1)
Summary
147(2)
Chapter 14 Change Management in Moving Toward Enterprise Agility
149(10)
Impacts on Other R&D Groups and System Qualification
150(1)
Impacts on Product Program Teams
151(3)
Impacts on Non-R&D Product Generation Activities/Teams
154(1)
Where to Draw Boundaries with Coordinating Organizational Agility
155(1)
Change Management of the HP FutureSmart Firmware Transformation
156(2)
Summary
158(1)
Chapter 15 Differences in Our Perspective on Scaling Agile
159(8)
A Difference in Perspective
160(1)
Focusing on Agility Rather Than Team Operations
161(1)
Changing the Deployment Pipeline
162(1)
Embracing the Uncertainty of Agile
163(1)
Enterprisewide Tracking and Incremental Improvements
164(1)
Summary
164(3)
Chapter 16 Taking the First Step
167(6)
Figuring Out First Steps
168(1)
What's Next for FutureSmart?
169(2)
Determining Your First Steps
171(1)
Summary
172(1)
Appendix A Twelve Principles of Agile Software 173(2)
Bibliography 175(2)
Index 177
Gary Gruver is formerly the Director of Engineering for HPs LaserJet Core Firmware Lab, and he worked at HP for 22 years. He is currently VP of Release, QA, and Operations at macys.com. Any major initiative needs a true business sponsorsomeone who has truly caught the vision of agile, and who can make the business and financial decisions necessary to get huge breakthroughs to happen. Gary has also been able to bring a manage to metrics approach that rallies everyone to common measurable objectives without requiring lots of meeting and coordination overhead. Of course, his most critical role is buying lunch during particularly busy sprints for anyone working weekends to finish off key features. His favorite hobbies are cycling and skiing with family (hes married with two daughters).

Mike Young is the program manager directing day-to-day efforts across our many distributed teams at HPs LaserJet Core Firmware Lab. Mike has been involved in development of HP LaserJet Printers for 18 years, and he previously designed satellite control systems for Hughes Aircraft Company. He also is one of the strongest advocates of agile approaches and helped get the organization started down this path before anyone really knew we were doing agile. His hobbies are family (hes married, with two daughters and two sons) and playing racquetball. In agile, weve found that a program manager should spend most of his/her time watching the metrics and quietly coordinating behind-the-scenes to cater to the bottleneck. In our sprint checkpoints, we tend to minimize slideware and maximize problem solving and demos of new user stories.

Pat Fulghum is architect of the HP LaserJet FutureSmart firmware and its development teams agile toolset. Pats been at HP for 24 years. He found out during the past few years that his favorite escape is scuba diving in Maui with his family (he is married and has a son and a daughter). A large-scale agile initiative requires a central architect who can help maintain architectural integrity amid many pressures to do otherwise (which keeps the system enabled for the future) and who has the vision for making sure the architecture supports both firmware development and qualification. Pat still loves to get in and dig deep to solve vexing technical challenges. He also loves to find developer productivity improvements (build time, triage time) and has been the passion behind our 10x productivity improvement vision.