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The Agile codexre-inventing Agile th...

McCormick, Michael.

The Agile codexre-inventing Agile through the science of invention and assembly /

Record Type:	Electronic resources : Monograph/item
Title/Author:	The Agile codexby Michael McCormick.
Reminder of title:	re-inventing Agile through the science of invention and assembly /
Author:	McCormick, Michael.
Published:	Berkeley, CA :Apress :2021.
Description:	vii, 159 p. :ill., digital ;24 cm.
Contained By:	Springer Nature eBook
Subject:	Agile software development.
Online resource:	https://doi.org/10.1007/978-1-4842-7280-0
ISBN:	9781484272800$q(electronic bk.)

The Agile codexre-inventing Agile through the science of invention and assembly /
McCormick, Michael.

The Agile codexre-inventing Agile through the science of invention and assembly /[electronic resource] :by Michael McCormick. - Berkeley, CA :Apress :2021. - vii, 159 p. :ill., digital ;24 cm.

Chapter 1: Clear Ownership -- Chapter 2: Small Independent Units of Work -- Chapter 3: Sized- Chapter 4: Sequenced -- Part 2: Agile Codex Practices -- Chapter 5: Inputs Transition Criteria Outputs -- Chapter 6: Stakeholder Approval -- Chapter 7: The Problem -- Chapter 8: The Codex -- Chapter 9: The Agile -- Chapter 10: Benefits -- Chapter 11: From Invention to Assembly Line -- Chapter 12: Team Functions -- Chapter 13: Software Development Lifecyle -- Chapter 14: Risk Management -- Chapter 15: Building Blocks -- Chapter 16: Workflow -- Chapter 17: Metrics -- Chapter 18: Teaching the Teams -- Chapter 19: What's Next? -- Chapter 20: Conclusion.

Apply the industrial engineering science of invention and assembly to how software is described, planned, and built, allowing you to be free to flex your practices according to your needs, putting principle over habit and rules. Reading about Agile practices is like reading diet advice. Everything sounds unique and good; everything starts with good intentions. Then reality sets in. Organizations adapt their practices, but lose sight of grounding principles. A bias toward ceremonies, metrics, and recipes comes at the expense of efficiently getting the real work done. Managers and developers are incentivized to game the system. Organizational metrics become detached from the reality of what is being delivered and how. The Agile Codex shows you how to describe a software project as an acyclic dependency tree of sized work items, scoped to be operated on by one software engineer each and completed within a week. It provides Open Source tooling to help you visualize, sequence and assign these work items to account for risk and increase predictability in your delivery times. You'll see the value of doing this as it applies to efficiently planning and adjusting software projects in the face of learning and change. Finally, the book covers the collaborative agile principles required to bring this skill set and practice to a software team. Throughout the book you'll be reminded that software engineering is not a rote task - it is primarily a skilled, creative act. As such, you'll see that we need to account for the space needed to research, plan, create, and adjust. The Agile practices serving the codex deal with this intersection between the engineering problem of software delivery flow, and the human reality of how work is described, owned, executed, and transitioned from one state to another. Everything an agile team does must serve the codex. The creation and the care and feeding of this structured tree of work sets the frame in which all other team actions take place and against which all successes or failures can be evaluated.

ISBN: 9781484272800$q(electronic bk.)

Standard No.: 10.1007/978-1-4842-7280-0doiSubjects--Topical Terms:

306567
Agile software development.

LC Class. No.: QA76.76.D47

Dewey Class. No.: 005.1112

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505 0 $a Chapter 1: Clear Ownership -- Chapter 2: Small Independent Units of Work -- Chapter 3: Sized- Chapter 4: Sequenced -- Part 2: Agile Codex Practices -- Chapter 5: Inputs Transition Criteria Outputs -- Chapter 6: Stakeholder Approval -- Chapter 7: The Problem -- Chapter 8: The Codex -- Chapter 9: The Agile -- Chapter 10: Benefits -- Chapter 11: From Invention to Assembly Line -- Chapter 12: Team Functions -- Chapter 13: Software Development Lifecyle -- Chapter 14: Risk Management -- Chapter 15: Building Blocks -- Chapter 16: Workflow -- Chapter 17: Metrics -- Chapter 18: Teaching the Teams -- Chapter 19: What's Next? -- Chapter 20: Conclusion.
520 $a Apply the industrial engineering science of invention and assembly to how software is described, planned, and built, allowing you to be free to flex your practices according to your needs, putting principle over habit and rules. Reading about Agile practices is like reading diet advice. Everything sounds unique and good; everything starts with good intentions. Then reality sets in. Organizations adapt their practices, but lose sight of grounding principles. A bias toward ceremonies, metrics, and recipes comes at the expense of efficiently getting the real work done. Managers and developers are incentivized to game the system. Organizational metrics become detached from the reality of what is being delivered and how. The Agile Codex shows you how to describe a software project as an acyclic dependency tree of sized work items, scoped to be operated on by one software engineer each and completed within a week. It provides Open Source tooling to help you visualize, sequence and assign these work items to account for risk and increase predictability in your delivery times. You'll see the value of doing this as it applies to efficiently planning and adjusting software projects in the face of learning and change. Finally, the book covers the collaborative agile principles required to bring this skill set and practice to a software team. Throughout the book you'll be reminded that software engineering is not a rote task - it is primarily a skilled, creative act. As such, you'll see that we need to account for the space needed to research, plan, create, and adjust. The Agile practices serving the codex deal with this intersection between the engineering problem of software delivery flow, and the human reality of how work is described, owned, executed, and transitioned from one state to another. Everything an agile team does must serve the codex. The creation and the care and feeding of this structured tree of work sets the frame in which all other team actions take place and against which all successes or failures can be evaluated.
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