Agile Methodologies In-Depth: Delivering Proven Agile, SCRUM and Kanban Practices for High-Quality Business Demands

Cover Page
Title Page
Copyright Page
Dedication Page
About the Author
About the Reviewer
Acknowledgement
Preface
Errata
Table of Contents
Introduction
1. Key Success Factors for Adopting Agile SCRUM Kanban in Any Organizations
    Introduction
    Structure
    Objectives
    1.1 Agile Manifesto
        Illustration of Agile Manifesto
    1.2 Agile Principles
        Interpretation of Agile Principles
    1.3 Key Agile Principles
    1.4 Agile Values
    1.5 Traditional Lifecycle Versus Agile Development
        Agile vs. Waterfall
        Predictive (Waterfall) Project Management
            Waterfall Model Advantages
            Disadvantages of the Waterfall Model
        Agile vs. Waterfall – Triple Constraints
        Agile vs. Waterfall – High-level Comparison
    1.6 How Agile Mapped to Traditional Practices
    1.7 Agility Versus Agile
    1.8 The State of Agility
    1.9 Three Steps to Increase Agility
    1.10 Agile Framework
        Agile Framework
    1.11 Agile Concepts
    1.12 Benefits of Agile
    1.13 Agile Contracts Nuts and Bolts
        Introduction
        Principles of Agile Contracts
        Different Types of Agile Contracts
    Contract - Illustration
    Conclusion
    Agile Contracts - Modeling a Transformation in Contracting
        Introduction to Contracts
        Triple Constraints
        Creating Agile Contracts
        Pyramid of Trust
        Moving to Outcome-based Partnerships
            Value Risk Matrix
        Traditional Contract vs. Outcome-based Contract
            Overcoming Challenges
        Conclusion
        The Co-creation Transition Model
    1.15 Backlog Management in Agile
        Portfolio Backlog
        Program Backlog
        Product Backlog
        Conclusion
    1.16 Role of Manager (People) in an Agile Organization
        Empowering Over Command
        Transparency Over Privacy
        Network Over Hierarchies
        Experimental Over Planning
        What do Agile managers do?
    1.17 Agile Estimation and Planning at Program and Portfolio Level
        Agile Estimating and Planning at Portfolio Level
        Agile Estimating and Planning at Program/Product Level
            Relative Size Estimation
            Story Points
            Ideal Days
        Conclusion
    1.18 Agile Budget Management
        SCRUM – Common Challenges
        Calculation of Velocity Per Sprint - Example
        Different Types of Planning in SCRUM
    1.19 Managing Bottlenecks with Kanban
        1.19.1 What Is a Bottleneck?
        1.19.2 Five Focusing Steps to Increase Throughput
        1.19.3 Exploit the Bottleneck
        1.19.4 Subordinate Decisions to the Bottleneck
        1.19.5 Elevate the Bottleneck
        1.19.6 Manage the Bottleneck
            Cumulative Flow Diagram Example
            Cumulative Flow Diagram
            KANBAN Board – Handling Bottlenecks
    1.20 What is Kanban?
    1.21 Kanban General Practices
        KANBAN General Practices
        KANBAN Core Practices - Example
        KANBAN Core Practices - Example 2
        KANBAN Workflow
            KANBAN – Limit WIP
        Lead Time and Cycle Time
            Cycle Time Example
            Cumulative Flow Diagram Instance
    1.22 Why Kanban
    1.23 Benefits of Kanban
    1.24 Ten Things About Kanban
    1.25 Six Forms of Proto Kanban
    1.26 Sample Kanban Board
    1.27 KANBAN Card Template
    1.28 Kanban and Incident Categorization - Example
    1.29 JIRA Ticket/User Profile
    1.30 JIRA Tool Best Practice – Dashboard
    1.31 Kanban - Critical & Emergency Events
    1.32 Enabling Agile Ways of Working Across the Organization
    1.33 The Agile SHIFT Framework
    1.34 Dynamic Systems Development Method
        Phases of DSDM
    1.35 The New Role of the Manager
    1.36 Kanban vs. SCRUM
    1.37 Conclusion
    1.38 Questions
2. Lessons Learnt and Pragmatic Approach – Agile Scrum Kanban
    Introduction
    Structure
    Objectives
    2.1 Key Secrets of Agile Leadership
    2.2 Key Questions of Personal Agility
    2.3 Categorizing Organizational Risk
    2.4 Seven Forces Preventing Getting to “pull”
    2.5 Kanban Coaching Guidance on “Where to Start” Within Large Organizations
    2.6 Define Muri, Mura, and Muda
    2.7 Order to Eliminate Muri, Mura, and Muda
    2.8 How to Achieve Elimination of Muri, Mura, and Muda?
    2.9 Draw “The Fit-for-Purpose Framework”
    2.10 Kanban - Daily Mantra for Faster Performance and Better Results
    2.11 “Iterative” vs. “Incremental” vs. “Agile”
    2.12 “Blended” vs. “Hybrid”
    2.13 “Hybrid Agile”
    2.14 When Should We Use Hybrid Approaches?
    2.15 Lessons Learnt from the Agile Leadership Team Journey
    2.16 What’s the Point of a Story Point? - Story Points and Their Interpretation
        2.16.1 Stakeholders’ Perceptions
            2.16.1.1 Team Focus
            2.16.1.2 Technical Debt
            2.16.1.3 Value Delivered
    2.17 Kanban or Scrum? – The Best FIT for Your Organization
        2.17.1 What is Scrum?
        2.17.2 What is Kanban?
        2.17.3 Kanban versus Scrum: A Thoughtful Comparison
        2.17.4 Project Recommendations
            2.17.4.1 Greenfield Projects (new)
        2.17.5 Setting Up of the Architectural Runway
            2.17.5.1 Scrum Implementation
            2.17.5.2 Kanban Implementation
        2.17.6 Clarifying the Product Roadmap
            2.17.6.1 Scrum Implementation
            2.17.6.2 Kanban Implementation
        2.17.7 Creating and Testing a Working Prototype
            2.17.7.1 Scrum Implementation
            2.17.7.2 Kanban Implementation
            2.17.7.3 Brownfield Projects (Enhancement or Maintenance)
        2.17.8 Scrum Implementation
        2.17.9 Kanban Implementation
            References
    2.18 KANBAN Push and Pull Implementations of Agile Methods
        2.18.1 Scrum Pushes
            2.18.1.1 Kanban Pulls
    2.19 Agile Impacts on QA Managers
    2.20 Recognizing the Five Symptoms of a Poor Backlog - A Two-part Solution
        2.20.1 Understanding the Backlog
        2.20.2 Five Symptoms of a Poor Backlog
            2.20.2.1 Symptom 1: Poor Planning
            2.20.2.2 Symptom 2: Not Enough Detail
            2.20.2.3 Symptom 3: More than 20% Churn in Objectives
            2.20.2.4 Symptom 4: The Customer Did Not Like the Feature
            2.20.2.5 Symptom 5: Running Out of Funds
        2.20.3 Effects of a Poor Backlog
        2.20.4 Applying a Two-part Solution
            2.20.4.1 Part 1: Set Expectations
            2.20.4.2 Part 2: Schedule Regular Backlog Grooming Sessions
        2.20.5 Conclusion
    2.21 What Agile Can and Cannot Do - A Journey Worth Understanding
        2.21.1 Scheduling
        2.21.2 Prioritizing
        2.21.3 Reducing Costs
        2.21.4 Tracking Progress
        2.21.5 Ensuring Team Satisfaction
        2.21.6 Conclusion
    2.22 Managing Releases in a Scrum Framework
        2.22.1 Ways to Successfully Deliver Production-deployable Code
            2.22.1.1 Consolidate Planning
            2.22.1.2 Define a Sprint Cadence
            2.22.1.3 Practice Continuous Integration
            2.22.1.4 Define What is Ready
            2.22.1.5 Assess Release Readiness
    2.23 Agile and Deepawali Celebrations - Implementing Kanban Unconsciously
    2.24 Address Risk with Spikes
        2.24.1 What is a Spike?
        2.24.2 What causes an Epic or Story to Form a Spike?
        2.24.3 Guidelines for Spikes
            2.24.3.1 Make Them Estimable, Demonstrable, and Acceptable
            2.24.3.2 Time the Spikes
            2.24.3.3 Consider the Exception, Not the Rule
    2.25 Benefits and Barriers to Enterprise Agility
    2.26 Multimodal Working
    2.27 Enterprise Agility and the Creation of Smaller-scale Agility
    2.28 Five Dysfunctions of a Team
    2.29 Top 3 Improvement Practices of Agile
    2.30 Example of Value Stream Mapping in Sales on Proposals
        Visualize the Work
        Value Stream Mapping
        Total Cycle Time, Activity Time, and Process Efficiency Calculation
    Conclusion
    Questions
3. Use of Agile for Students and Parents
    Introduction
    Structure
    Objectives
    3.1 Agile Learning vs. Traditional Learning
    3.2 Agile Education Manifesto
    3.3 Agile Education Principles
        Agile Education
    3.4 Agile Education Values
    3.5 Agile Education Roles
    3.6 Agile Education Meetings
    3.7 Agile Education Artefacts
    3.8 Agile Education Sample Selection Criteria During the Screening Process
    3.9 Self-directed Morning Checklists for Students Before Going to School
        Sample Task Board Showing 2 Swim Lanes
        A Daily Task List
        Parents/family Task Boards
    3.10 Exercise - Agile Learning
    Conclusion
    Questions
4. Interview Questions and Answers on Agile SCRUM KANBAN
    Introduction
    Structure
    Objectives
    Conclusion
    Conclusion
    Conclusion
    Questions
5. Glossary
    Introduction
    Structure
    Objectives
    Conclusion
    Questions
6. Quiz Session
    Introduction
    Structure
    Objectives
    Agile Quiz Session
        Answer Key
    Conclusion