AGILE in Practice
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Description
Contents
Reviews
Language
English
ISBN
9789389423440
Cover Page
Title Page
Copyright Page
Dedication Page
About the Author
About the Reviewer
Acknowledgement
Preface
Errata
Table of Contents
Introduction
1. Tricky Real-world Agile Scrum and Kanban Case Studies, Demos, and Tools
Introduction
Structure
Objectives
1.1 Implementing Agile for Law Enforcement Agencies (LEAs)
1.1.1 Agile best practices for LEA customers
1.2 Agile methods adoption on software development – A pilot review
1.3 Agile metrics
1.4 Applying Agile principles to our software insurance implementation project
1.4.1 Applying Agile principles to our insurance software implementation project
1.4.1.1 Our highest priority is to satisfy the customer through early and continuous delivery of valuable software
1.4.1.2 Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage
1.4.1.3 Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale
1.4.1.4 Business people and developers must work together daily throughout the project
1.4.1.5 Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done
1.4.1.6 Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely
1.4.1.7 Working software is the primary measure of progress
1.4.1.8 The most efficient and effective method of conveying information to and within a development team is face-to-face conversation
1.4.1.9 Continuous attention to technical excellence and good design enhances agility
1.4.1.10 Simplicity — The art of minimizing the amount of work not done is essential
1.4.1.11 The best architecture, requirements, and design emerge from self–organizing teams
1.4.1.2 At regular intervals, the team reflects how to become more effective, then tunes and adjusts its behavior accordingly
1.4.2 Conclusion
1.5 From non-IT standpoints, applying Agile principles in industries across technologies
1.5.1 Generalizing Agile principles
1.5.2 Summary
1.6 Human resource management and Agility
1.7 Demo in Jira tool
1.7.1 How to create an issue in Jira?
1.7.2 How to create a sprint in Jira?
1.7.3 How to create issue types in Jira?
1.7.4 How to generate reports in Jira?
1.8 Kanban replenishment process with process orders and MRP
1.9 Kanban – In-house production
1.9.1 Introduction to the Kanban concept
Kanban concept
1.9.2 Kanban card
Kanban card
1.9.3 Push principle/Pull principle comparison
Kanban – Pull/Push principle
1.9.4 Advantages of Kanban
1.9.5 Kanban in SAP
1.9.6 Master data for Kanban
1.9.7 Kanban – With in-house production
1.9.8 Master data
1.9.9 Production supply area setup (PK05)
1.9.10 Kanban – Control cycle creation
1.9.11 Kanban board – Display (PK13n)
1.9.12 Kanban status changes
1.9.13 Kanban – Status EMPTY to FULL
1.9.14 Kanban – Status FULL to EMPTY
1.9.14.1 Transaction list
1.9.15 Configuration
1.9.16 Note to the reader
1.10 Distributed Agile Kanban implementation in a large multinational aviation organization – A case study
1.10.1 Kanban deployment framework
1.10.2 Why adopt Kanban - Daily management system?
1.10.3 The Kanban board
Kanban board – Expedite lane
Kanban board – Workflow
1.10.4 Kanban in mainframe, Java, testing and data-stage applications
1.10.5 The journey so far
1.10.6 Kanban card template used
Kanban card – Template
1.10.7 Kanban daily mantra
1.10.8 Kanban explicit policies implemented
1.10.9 Kanban key benefits
Kanban benefits – Average lead time per month
Kanban benefits – Spectral analysis
Completed CR/PRs
1.10.10 Kanban value stream mapping (Example)
Kanban – Wait time and activity time
Kanban – Cumulative flow diagram
Kanban – Engagement metrics
1.11 Scrum implementation in a large multinational tobacco organization – A case study
Introduction
Client overview
Business challenge
Managed Service Provider (MSP) role
Business benefits
Organization
Financials
Process
Scrum monitoring
Scrum monitoring tools/burndown chart
High-level scrum process
E2E Scrum lifecycle
Conceptual model
1.12 Difference between Kanban and MRP
1.13 Kanban procedure
1.13.1 Classic Kanban
1.13.2 Classic Kanban process
1.13.3 Master data for Kanban
Material Master
1.13.4 BOM
1.13.5 Routing
1.13.6 Production version
1.13.7 Supply area
1.13.8 Control cycle
1.13.9 Demo - Creation of a control cycle for classic Kanban
1.13.10 Replenishment strategies
1.13.11 Demo - IMG setup for in-house production
1.13.12 Demo - IMG setup for external procurement
1.13.13 Demo - IMG setup for stock transfer
1.13.14 Demo - External Kanban with scheduling agreements
1.13.15 Demo - Internal Kanban with repetitive manufacturing
1.13.16 Demo - Kanban with stock transfer
1.13.17 Status of Kanban signals
1.13.18 Kanban corrections from Kanban board in SAP
1.13.19 Printing and circulating Kanbans in SAP
See business requirement and accordingly amend it
Conclusion
Questions
Answers
2. Agile Scrum KANBAN Maturity Assessment Nuts and Bolts
Introduction
Structure
Objectives
Agile maturity dashboard
Agile maturity
2.1 Agile – Maturity assessment
Assessment
Analysis
2.2 Kanban – Maturity assessment
Kanban maturity model
Kanban maturity model – Evolving fit-for-purpose organizations
Kanban maturity model
Organizational maturity levels
KMM in a CMMI context
KMM in a CMMI context
Kanban maturity sample self-assessment
Visualize
Limit work-in-progress
Manage flow
Make policies explicit - All policies must be current (known and actually used)
Implement feedback loops
Improve
Effects (seeing evidence of…)
Team information
Radar chart
Conclusion
Questions
Answers
3. Useful Tips and Techniques for Successful Agile Transformation in any Organization and the Art of Agile Development
Introduction
Structure
Objectives
3.1 Corporate culture in failed Agile transformations
3.1.1 C-level management
3.1.2 A comparison of middle-management types
3.2 How to facilitate organizational transformation
3.2.1 Raise awareness about the need for improvement
3.2.2 Set a goal for value creation
3.2.3 Implement the transformation for value realization
3.2.4 Learn to adapt
3.2.5 Enhance by continuous improvement
3.3 How can a project manager supervise an Agile transformation?
3.3.1 Top five challenges of an Agile adaptation
3.3.2 Eight ways the project manager can improve Agile transformation
3.3.2.1 Embrace rolling-wave planning and unlearn up-front planning
3.3.2.2 Achieve an Agile mindset through coaching and training
3.3.2.3 Focus on timely value delivery
3.3.2.4 Learn ways of working over forms and processes
3.3.2.5 Embrace iterative and incremental value delivery and unlearn phased working
3.3.2.6 Build cross-functional teams
3.3.2.7 Collaborate with the team to empower it
3.3.2.8 Make goals that are "people and culture" transformations
3.4 Where is the use of Agile not appropriate?
3.5 Successful Agile transitions key enablers
Conclusion
Questions
Answers
4. Common Agile, Scrum, Kanban Misconceptions
Introduction
Structure
Objectives
4.1 Challenges commonly present in daily stand-up meetings and how to tackle them
4.2 Our team's challenges
4.2.1 Some members were not willing to attend or didn't attend regularly
4.2.2 Some members were not providing proper updates to the team
4.2.2.1 Some members were not paying attention in the stand-up meeting
4.2.2.2 Some members were not accountable for their tasks
4.2.3 Conclusion
4.3 We are Agile, but we are using Scrum-but
4.3.1 We are Agile and using Scrum! But…
4.3.2 No full-time Scrum master
4.3.3 No product owner
4.3.4 No timeboxed iterations
4.3.5 Don't follow all ceremonies and activities
4.3.5.1 Sprint retrospectives
4.3.5.2 Sprint reviews
4.3.5.3 Daily stand-ups
4.3.6 No backlog of prioritized items
4.3.7 No dedicated team members
4.3.8 Don't deliver done stories in every sprint
4.3.9 We do not plan, we are Agile
4.3.10 We do not design, we are Agile
4.3.11 We do not do documentation, we are Agile
4.4 Five common stand-up malpractices
4.5 Common sprint review anti-patterns
4.6 Common sprint retrospective anti-patterns
Contingency plan
4.7 Common daily Scrum anti-patterns
Contingency plan
4.8 Common velocity anti-patterns
Contingency plan
4.9 Anti-patterns of product backlog grooming
Contingency plan
4.10 Some causes of undone work and long releases
Symptoms and consequences
Typical causes
4.11 Some challenges of becoming a cross-functional team
4.12 Anti-patterns of task estimates
4.13 Anti-patterns of Agile – Traps of Agilefall
Overcoming challenges
Buy-in from management and stakeholders
Recruiting experience from both Agile and Waterfall
Increase the probability of success
4.14 Common Scrum master anti-patterns
Scrum master as a link to the organization
Key Scrum master responsibilities
4.15 Common Scrum ceremonies myths and misconceptions
Myth #1: Isn't sprint planning just for the internal team?
Myth #2: Isn't the daily stand-up meeting just a status call?
Key takeaways on the daily stand-up meeting
Myth #3: Isn't the sprint review just for the internal team to show the business demo?
Myth #4: Isn’t the product backlog grooming done with no business value defined or without defining any acceptance criteria?
Product backlog DEEP structure
Conclusion
Questions
Answers
5. Key Takeaways
Introduction
Structure
Objectives
5.1 Kanban key takeaways
Key takeaways
Kanban maturity model values
Key takeaways
Key takeaways
5.2 Scrum key takeaways
5.2.1 Different failure modes of a Scrum team
5.2.2 Golden field rules of Scrum for a better outcome
5.2.3 Best practices of retrospective cadence
5.2.4 Tips and traps of Scrum
Mistake no. 1: Too many tasks in progress
Mistake no. 2: Behavior-oriented management
Mistake no. 3: Not having a clear goal
Mistake no. 4: Making decisions for the team
Mistake no. 5: Focusing only on efficiency
Mistake no. 6: Trying to centralize control
Mistake no. 7: Missing visualization
Mistake no. 8: No team-building activities
Mistake no. 9: No environment in which to fail
Mistake no. 10: Forgetting about quality
5.2.5 Key enablers to build organizational resilience
Golden rules
5.2.6 Key strategies to beat Covid-19 pandemic and for crisis management
5.2.7 Portfolio/upstream Kanban implementations lessons learnt
Conclusion
Questions
Answers
6. Test Your Knowledge
Introduction
Structure
Objectives
6.1 Agile questions and answers – Part 1
Answers
6.2 Agile questions and answers – Part 2
Answers
Conclusion
Index
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$19.95
$19.95
