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

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: Introduces Agility and identifies the challenges facing organizations in terms of development and maintenance approaches 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 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.

Introducing Agile in PracticeObjectivesIntroductionAgile in Practice—A Business Issue Budget and Agility Time and Agility Requirements and Agility Quality and AgilityUnderstanding Enterprise AgilityStrategy, Method, and Practice of Agile Conversational Model for Software DevelopmentAgility—Art, Craft, and EngineeringCorrelating Agility to Planned ProcessesAgile Coverage in OrganizationsAgile Organizational Methods Spaces Business Methods Space Planned Methods Space Pure Agile (Solution) Methods Space Governance Methods SpaceAgile Manifesto, Principles, and PracticesAgile MethodsComposite Agile—Research ProjectConclusionsAgile in Practice: Road Map 1 Discussion QuestionsReferencesLandscape of Agile and Planned MethodsObjectivesIntroductionDefining AgileWhat Comprises Agile?Agile ManifestoAgile ValuesAgile PrinciplesAgile Methods LandscapeExtreme Programming (XP)Scrum Roles Artifacts Scrum Meetings Scrum FlowAgile Unified Process (AUP)CrystalLeanKaizenAdaptive Software Development/Agile Project ManagementFeature-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 ProcessA 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 PlanAgile Practices Analytical Practices Requirements Practices Development Practices Design Practices Project Management Practices Quality Assurance Practices Operational Practices Testing PracticesConclusionsAgile in Practice: Road MapDiscussion QuestionsDiscussion QuestionsReferencesLandscape of Agile and Planned MethodsObjectivesIntroductionDefining AgileWhat Comprises Agile?Agile ManifestoAgile ValuesAgile PrinciplesAgile Methods LandscapeExtreme Programming (XP)Scrum Roles Artifacts Scrum Meetings Scrum FlowAgile Unified Process (AUP)CrystalLeanKaizenAdaptive Software Development/Agile Project ManagementFeature-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 ProcessA 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 PlanAgile Practices Analytical Practices Requirements Practices Development Practices Design Practices Project Management Practices Quality Assurance Practices Operational Practices Testing PracticesConclusionsAgile in Practice: Road MapDiscussion QuestionsReferencesFurther ReadingAgile Challenges in PracticeObjectivesIntroductionAgile Project ChallengesAgile Organizational Challenges in PracticeProject-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 AgileExpanding Agile Challenges at the Organizational Level Strategic versus Tactical AgileConclusionsAgile in Practice: Road Map 3Discussion QuestionsReferences COMPOSITE AGILE METHOD AND STRATEGY AND ITS APPLICATION IN PRACTICEComposite Agile Method and Strategy (CAMS)ObjectivesIntroductionComposite Agile: Balance and Coverage Taxonomy of Organizational Methods and Their Agile Touch PointsSoftware Agile (Development) Software Processes and Agile IT Governance and Agile Project Management and Agile Business Management and AgileComposite Agile Method and Strategy (CAMS)Life Cycles as Basis for CompositeCAMS Architecture Initial Iteration Major Iteration Final IterationThe CAMS Repository of Agile PracticesCAMS in Practice: ConfigurationPracticing CAMS—Role-Based Execution Advantages and Limitations of CAMSConclusionsAgile in Practice: Road Map 4Discussion QuestionsReferencesComposite Agile and IT: Enablement, Development, and MaintenanceObjectivesIntroductionEmergent Information Technologies: Agile Enablers Cloud Computing Mobile Technologies Business Intelligence Web Services and SOA Applications Integration Social MediaIT Areas of Work and Agile Development and Agility Configuration and Agility Integration and Agility Conversion and Agility Deployment, Training, and Agility Maintenance and AgilityArchitecture, Design, and QualityRequirements (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 DeliverablesConclusionsAgile in Practice: Road Map 5Discussion QuestionsReferences Collaborative-Agile Business ManagementObjectivesIntroductionAgile Business ManagementComposite Agile Method and Strategy (CAMS) Business Agility and CAMS Six Sigma in Composite AgileKaizen in Composite Agile Kanban in Composite AgileAgility in Learning OrganizationsCollaboration 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-AgileEvolving Complexities in Collaborative-Agile Business Types of Collaboration Reaching Collaborative Intelligence in Agile Business Reaching Collaborative Business ProcessBusiness Evaluation Process Map Roles in Business Evaluation Deliverables Activities and Tasks in Business Evaluation SWOT Analysis PESTLE Analysis Cost–Benefit AnalysisChange Management in Agile Business External Changes Internal Changes Risks and Challenges in Collaborative-Agile BusinessConclusionsAgile in Practice: Road Map 6Discussion QuestionsReferences Business Analysis and Composite AgileObjectivesIntroductionWhat Is Business Analysis?Business Analysis and Agility Handling Agile Challenges in the Context of Business AnalysisBA and Agile Practices in CAMSBusiness Analysis Frameworks and AgilitySFIA, IIBA (BABOK"), AIBA FrameworksSFIA and Agile BA BA-SFIA Levels 1–4 BA-SFIA Levels 4–6 BA-SFIA Levels 6–7Comparing SFIA and IIBA with AgileBusiness Process Management and AgilityBusiness Process Reengineering (BPR)Processes: Individual, Organizational, and CollaborativeCustomer-Driven Analysis and AgilityRequirements Modeling Process Map Roles in Requirements Modeling DeliverablesActivities and Tasks in Requirements ModelingConclusionsAgile in Practice: Road Map 7Discussion QuestionsReferencesCAMS Project Management and ICT GovernanceObjectivesIntroductionPlanning and Agility in CAMSDeclaration of Interdependence and Agile Project ManagementOrganizing Composite Agile ProjectsProject Management Process Map Roles in Project Management Process Map Deliverables in the Project Management Process Map Activities and Tasks in the Project Management Process MapLeadership and People Management in Agile ProjectsSoft Issues and Subjective SkillsAgile Team FormationIT Governance and Business AgilityThe IT Governance Frameworks Control Objectives for Information and Related Technology (CoBIT) Information Technology Infrastructure Library (ITIL)ConclusionsAgile in Practice: Road Map 8Discussion QuestionsReferencesFurther ReadingComposite Agile—Quality, Testing, and MetricsObject

Bhuvan Unhelkar (BE, MDBA, MSc, PhD; FACS) has spentclose 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, 2009After the Y2K Fireworks,1999Green IT Strategies & Applications, 2011