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The Art of Agile Practice

A Composite Approach for Projects and Organizations

By Bhuvan Unhelkar

Auerbach Publications – 2012 – 527 pages

Series: Advanced & Emerging Communications Technologies

Purchasing Options:

  • Add to CartHardback: $83.95
    978-1-43-985118-0
    November 26th 2012

Description

The Art of Agile Practice: A Composite Approach for Projects and Organizationspresents 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:

  1. Introduces Agility and identifies the challenges facing organizations in terms of development and maintenance approaches
  2. 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
  3. 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.

Reviews

Bhuvan rightfully does not provide a silver bullet in this book because there are none. Rather, he uses Agile together with proven business practices to provide a best of breed approach. … the book gives a balanced view of Agile in the practical world. Whether you are a business analyst, developer, project manager, executive, or playing any other role within your organization, I am sure you will enjoy reading this book and find it relevant to your work.

—Steve Blais,PMP, Solutions Architect, Sarasota, Florida

Contents

Introducing Agile in Practice

Objectives

Introduction

Agile in Practice—A Business Issue

Budget and Agility

Time and Agility

Requirements and Agility

Quality and Agility

Understanding Enterprise Agility

Strategy, Method, and Practice of Agile

Conversational Model for Software Development

Agility—Art, Craft, and Engineering

Correlating Agility to Planned Processes

Agile Coverage in Organizations

Agile Organizational Methods Spaces

Business Methods Space

Planned Methods Space

Pure Agile (Solution) Methods Space

Governance Methods Space

Agile Manifesto, Principles, and Practices

Agile Methods

Composite Agile—Research Project

Conclusions

Agile in Practice: Road Map 1

Discussion Questions

References

Landscape of Agile and Planned Methods

Objectives

Introduction

Defining Agile

What Comprises Agile?

Agile Manifesto

Agile Values

Agile Principles

Agile Methods Landscape

Extreme Programming (XP)

Scrum

Roles

Artifacts

Scrum Meetings

Scrum Flow

Agile Unified Process (AUP)

Crystal

Lean

Kaizen

Adaptive Software Development/Agile Project Management

Feature-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 Process

A 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 Plan

Agile Practices

Analytical Practices

Requirements Practices

Development Practices

Design Practices

Project Management Practices

Quality Assurance Practices

Operational Practices

Testing Practices

Conclusions

Agile in Practice: Road Map

Discussion Questions

Discussion Questions

References

Landscape of Agile and Planned Methods

Objectives

Introduction

Defining Agile

What Comprises Agile?

Agile Manifesto

Agile Values

Agile Principles

Agile Methods Landscape

Extreme Programming (XP)

Scrum

Roles

Artifacts

Scrum Meetings

Scrum Flow

Agile Unified Process (AUP)

Crystal

Lean

Kaizen

Adaptive Software Development/Agile Project Management

Feature-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 Process

A 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 Plan

Agile Practices

Analytical Practices

Requirements Practices

Development Practices

Design Practices

Project Management Practices

Quality Assurance Practices

Operational Practices

Testing Practices

Conclusions

Agile in Practice: Road Map

Discussion Questions

References

Further Reading

Agile Challenges in Practice

Objectives

Introduction

Agile Project Challenges

Agile Organizational Challenges in Practice

Project-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 Agile

Expanding Agile Challenges at the Organizational Level

Strategic versus Tactical Agile

Conclusions

Agile in Practice: Road Map 3

Discussion Questions

References

COMPOSITE AGILE METHOD AND STRATEGY AND ITS APPLICATION IN PRACTICE

Composite Agile Method and Strategy (CAMS)

Objectives

Introduction

Composite Agile: Balance and Coverage

Taxonomy of Organizational Methods and Their Agile Touch Points

Software Agile (Development)

Software Processes and Agile

IT Governance and Agile

Project Management and Agile

Business Management and Agile

Composite Agile Method and Strategy (CAMS)

Life Cycles as Basis for Composite

CAMS Architecture

Initial Iteration

Major Iteration

Final Iteration

The CAMS Repository of Agile Practices

CAMS in Practice: Configuration

Practicing CAMS—Role-Based Execution

Advantages and Limitations of CAMS

Conclusions

Agile in Practice: Road Map 4

Discussion Questions

References

Composite Agile and IT: Enablement, Development, and Maintenance

Objectives

Introduction

Emergent Information Technologies: Agile Enablers

Cloud Computing

Mobile Technologies

Business Intelligence

Web Services and SOA

Applications Integration

Social Media

IT Areas of Work and Agile

Development and Agility

Configuration and Agility

Integration and Agility

Conversion and Agility

Deployment, Training, and Agility

Maintenance and Agility

Architecture, Design, and Quality

Requirements (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

Deliverables

Conclusions

Agile in Practice: Road Map 5

Discussion Questions

References

Collaborative-Agile Business Management

Objectives

Introduction

Agile Business Management

Composite Agile Method and Strategy (CAMS)

Business Agility and CAMS

Six Sigma in Composite Agile

Kaizen in Composite Agile

Kanban in Composite Agile

Agility in Learning Organizations

Collaboration 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-Agile

Evolving Complexities in Collaborative-Agile Business

Types of Collaboration

Reaching Collaborative Intelligence in Agile Business

Reaching Collaborative Business Process

Business Evaluation Process Map

Roles in Business Evaluation

Deliverables

Activities and Tasks in Business Evaluation

SWOT Analysis

PESTLE Analysis

Cost–Benefit Analysis

Change Management in Agile Business

External Changes

Internal Changes

Risks and Challenges in Collaborative-Agile Business

Conclusions

Agile in Practice: Road Map 6

Discussion Questions

References

Business Analysis and Composite Agile

Objectives

Introduction

What Is Business Analysis?

Business Analysis and Agility

Handling Agile Challenges in the Context of Business Analysis

BA and Agile Practices in CAMS

Business Analysis Frameworks and Agility

SFIA, IIBA (BABOK"), AIBA Frameworks

SFIA and Agile BA

BA-SFIA Levels 1–4

BA-SFIA Levels 4–6

BA-SFIA Levels 6–7

Comparing SFIA and IIBA with Agile

Business Process Management and Agility

Business Process Reengineering (BPR)

Processes: Individual, Organizational, and Collaborative

Customer-Driven Analysis and Agility

Requirements Modeling Process Map

Roles in Requirements Modeling

Deliverables

Activities and Tasks in Requirements Modeling

Conclusions

Agile in Practice: Road Map 7

Discussion Questions

References

CAMS Project Management and ICT Governance

Objectives

Introduction

Planning and Agility in CAMS

Declaration of Interdependence and Agile Project Management

Organizing Composite Agile Projects

Project Management Process Map

Roles in Project Management Process Map

Deliverables in the Project Management Process Map

Activities and Tasks in the Project Management Process Map

Leadership and People Management in Agile Projects

Soft Issues and Subjective Skills

Agile Team Formation

IT Governance and Business Agility

The IT Governance Frameworks

Control Objectives for Information and Related Technology (CoBIT)

Information Technology Infrastructure Library (ITIL)

Conclusions

Agile in Practice: Road Map 8

Discussion Questions

References

Further Reading

Composite Agile—Quality, Testing, and Metrics

Objectives

Introduction

Quality Context: Management, Assurance, and Control

Quality Management Process Map

Quality Assurance Process Map

Quality Techniques and Agile Practices

Quality Control Process Map

Organizing Testing

Test Data

Analyzing Risks in Testing Risks: Analyzing

Composite Agile Metrics and Measurements

Challenges of Agile Projects Metrics

Fundamentals of CAMS Estimation

CAMS Metrics in Practice

Planning Metrics

Requirements Metrics

Development Metrics

Testing and Release Metrics

Role-Based CAMS Metrics

Applying Estimation and Metrics in CAMS

Conclusions

Agile in Practice: Road Map 9

Discussion Questions

References

Further Reading

AGILE Adoption in Organizations

Objectives

Introduction

Organizational Adoption of Agility and Business Transformation

Adopting of CAMS: Reasons and Value

CAMS Organizational Adoption—High-Level Road Map

Agile Business Transformation—Internal and External Factors

External Influencing Factors

Internal Factors and Responses

Organizational Focus Areas in Agile Business Transformation

Business Transformation Process and Organizational Focus Areas

Work Areas for ABT

Varying Influence of ABT

CAMS and Center of Excellence

Configuring, Training, and Upskilling in Agile Business Transformation

Money

Technology

Process

People

CAMS and Process Maturity—The CMM Standards in an Agile Environment

Conclusions

Agile in Practice: Road Map 10

Discussion Questions

References

CASE STUDIES IN CAMS

Case Study—Outsourced Project

Objectives

Introduction

Outline of the Case Study "MITS"—An Outsourced Project

Composite Agile Road Map for an Outsourced Project

Understanding the Project

Extent of Agility in Configuring CAMS

CAMS Process-Map-Based Activities in an Outsourced Project

Creating CAMS-Based Project Iterations

Use of CAMS Metrics in Outsourced Projects

Overcoming the Challenges of Outsourced Projects with CAMS

Uncertainty in the Scope of Work

Leadership and Direction

Payment Contracts Based on Delivery

Determining Correct Iterations and Releases to Deliver the Product

Service Level Agreements After Delivery

Formal Requirements Modeling

Iterative and Incremental Implementation of Solution Design

Quality Control and User Acceptance Testing

Ongoing Maintenance of the Solution

Conclusions and Lessons Learnt

Discussion Questions

References

Case Study: Organizational CAMS in an Insurance Business

Objectives

Introduction

Hartford Insurance Company (HIC) Case Study Outline

Goals of Agile Business Transformation

Composite Agile Road Map

Diagnose (0–3 months)

Plan (4–6 months)

Enact (7–12/15 months)

Review and Manage (15–18 months)

Configuring Composite Agile

HIC and Collaborative-Agile Business

Balancing HIC’s ABT Enactment

Conclusions and Lessons Learnt

Discussion Questions

References

Appendix I Agile Interview Summaries

Business Analysis and CAMS

Project Management and CAMS

Development with CAMS

Testing and CAMS

Architecture and CAMS

Metrics and Estimates in CAMS

References

Appendix II Business-Analysis-Related Associations and Standards

Appendix III Role-Based CAMS Metrics

Project Manager

CAMS Task: Planning—Requirement Prioritization

CAMS Activity: Risk Management—Collaborative

Business Analyst

CAMS Activity: Requirement—Collaborative

CAMS Activity: Change Management—Negotiable Requirement

Architect

CAMS Activity: Design—User Feedback

Programmer

CAMS Activity: Coding/Implementation—Pair Programming

Tester

CAMS Activity: Testing—Continuous

Appendix IV Telecom User Stories in Tabular Format

Index

Author Bio

Bhuvan Unhelkar (BE, MDBA, MSc, PhD; FACS) has spent close 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 Managementto 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, 2009

    After the Y2K Fireworks,1999

    Green IT Strategies & Applications, 2011

Name: The Art of Agile Practice: A Composite Approach for Projects and Organizations (Hardback)Auerbach Publications 
Description: By Bhuvan Unhelkar. The Art of Agile Practice: A Composite Approach for Projects and Organizationspresents a consistent, integrated, and strategic approach to achieving "Agility" in your business. Transcending beyond Agile as a software development method, it...
Categories: Software Engineering & Systems Development, Management of IT, Information / Knowledge Management