Being Agile

12/14/2013 · No Responses

Being Agile is your roadmap to successfully transforming your organization to an Agile culture. Veteran agile coach Mario Moreira teaches new adopters how to implement a robust Agile framework to derive from it the maximum business benefit in terms of customer value, revenue, and employee engagement.

Agile is a ubiquitous watchword in the corporate world, but only a minority of companies understand and practice what they pay lip service to. Too many content themselves with half-baked approximations such as Fragile (fragile Agile), ScrumBut (Scrum but not the practices), and Scrum Fall (mini-waterfalls in the sprints). Moreira shows maturing early adopters how to bridge the chasm between going through the motions of doing Agile and genuinely being Agile.

After a high-level synopsis of Agile’s values and principles, methodologies (including Scrum, Kanban, DSDM, Leam, VFQ, and XP), and roles, Moreira plunges into the nitty-gritty of how to apply the ready, implement, coach, and hone (RICH) deployment model to all phases of a project in such a way as to embody and inculcate agile values and principles at the team level and promote agile transformation across your organization’s culture.

What you’ll learn
Agile professionals, project managers, and middle, senior, and executive management in software engineering and development divisions and enterprises who read this book will learn how to:

Evaluate team candidates for traits, skills, behavior, and attitudes diagnostic of an Agile mindset
Set up Agile planning tools and framework
Map stakeholder engagement
Validate ongoing application of Agile best practices
Adapt Scrum teams and techniques for various needs and conditions

Who this book is for
The primary readership for this book comprises Agile professionals, product managers, and middle, senior, and executive management in software engineering and development divisions and enterprises. The secondary readership includes business analysts agile and software configuration managers.

Table of Contents
Chapter 1. Getting Started
Chapter 2. Crossing the Agile Chasm
Chapter 3. Business Benefits of Being Agile
Chapter 4. Importance of Customer Engagement
Chapter 5. Importance of Employee Engagement
Chapter 6. Foundations of Agile
Chapter 7. Ready, Implement, Coach, and Hone (RICH) Deployment Model
Chapter 8. Motivations for Moving to an Agile Culture
Chapter 9. Achieving an Agile Mindset
Chapter 10. Evaluating Executive Support and Team Willingness
Chapter 11. Treating Agile as a Transformation Project
Chapter 12. Adapting to Agile Roles and Responsibilities
Chapter 13. Evaluating Agile, Engineering, and Team Capability
Chapter 14. Establishing Agile Measures of Success
Chapter 15. Constructing a Scalable Agile Framework
Chapter 16. Establishing an Agile Education Program
Chapter 17. Creating a Customer Validation Vision
Chapter 18. Writing User Stories and Grooming the Backlog
Chapter 19. Working with Story Points, Velocity, and Burndowns
Chapter 20. Constructing Done Criteria to Promote Quality
Chapter 21. Considering Agile Tools within an ALM Framework
Chapter 22. Implementing, Coaching, and Honing Activities
Chapter 23. Adapting Governance and Performance Reviews
Chapter 24. Three Case Studies in Adopting Agile