实例介绍
【实例简介】
30天软件开发:告别瀑布拥抱敏捷 Software in 30 days: how agile managers beat the odds, delight their customers, and leave competitors in the dust
FFIRS03/10/201214:31:18 Page 1 SO ARE FFIRS03/10/201214:31:18Page2 FFIRS03/10/201214:31:18Page3 SOF RE How Agile Managers Beat the Odds, Delight Their Customers AYS and leave Competitors In the dust KEN SCHWABER and JEFF SUTherlanD ( WILEY John Wiley sons, Inc. FFIRS03/10/20121431:24Page4 Copyright C 2012 by Ken Schwaber and Jeff Sutherland. All rights reserved Published by John Wiley sons, Inc, Hobo ken New jersey. Published simultaneously in Canada No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc, 222 Rosewood Drive, Danvers, Ma01923,(978)750-8400,fax(978)646-8600,oronthewebatwww.copyright.comRequeststothePublisherfor permission should be addressed to the Permissions Department, John Wiley sons, Inc, 111 River Street, Hoboken, NJ 07030,(201)748-6011,fax(201)748-6008,oronlineathttp://www.wiley.com/go/permissions Limit of liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not consequential, or other damagede ora.a be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor author shall be liable for any loss of profit ly other commercial damages, including but not limited to special, incidental For general information on our other products and services or for technical support, please contact our Customer Care Department within the United States at(800)762-2974, outside the United States at( 317)572-3993 or fax(317)572-4002 Wiley publishes in a variety of print and electronic formats and by print-on-demand Some material included with standard print versions of this book may not be included in e-books or in print-on-demand. If this book refers to media such as a CD orDvdthatisnotincludedintheversionyoupurchasedyoumaydownloadthismaterialathttp://booksupport.wile comFormoreinformationaboutWileyproductsvisitwww.wiley.com Library of congress Cataloging-in-Publication data Software in 30 days: how Agile managers beat the odds, delight their customers, and leave competitors in the dust/ therany p cm. cludes index. lSBN978-1-118-20666-9(pbk);ISBN978-1-118-228548(ebk);ISBN978-1-118-24090-8(ebk); ISBN978-1-118-265741(ebk) 1. Agile software development. 2. Scrum( Computer software development)3. Computer software- Development. I. Sutherland, Jeffrey Victor. II. Title. Ill. Title: Software in thirty days QA76.76D47S32232012 005.1-dc23 Printed in the United States of america 10987654321 FFIRS03/10/20121431:24Page5 To lkujiro nonaka, Babatunde A. ogunnaike, and Hirotaka takeuchi for their inspiration and guidance FFIRS03/10/20121431:24Page6 FTOC03/05/20121:7:16Page7 Contents about the authors Acknowledgments Ⅰ traduction Section i Why every business in the world Can Produce Software in 30 Days You are probably frustrated with your software organization You would like be quicker, more flexible, understand your needs better, and help you become more profitable. We look at why you are frustrated and how to fix the problem 1 The Crisis in Software: The Wrong Process produces the wrong results Many software organizations follow a development process that guarantees waste, uncontrolled risk, unpredictability, surprises, and low value. We will investigate why this process was chosen, how it guarantees failure, and look and some organizations that have recovered from it 2 Scrum: The Right Process Produces the Right results 17 There is a process that is appropriate for software development. When you get your developers to use it, you will immediately gain productivity, quality, value control, predictability, and satisfaction. We look at how this happens in this chapter FTOC03/05/20121:7:16Page8 viii contents 3 Try It Yourself: The Pilot 33 You have read our assertion that there is a better way for you to get software developed for you. However, a lot of people have made assertions and taken a lot of your money in the past, with little or no improvement. In this chapter we show you how to prove that our approach works for no money 4 What Can I Do? 49 You learned how to do better and you' ve tried it yourself. You like the results and you know what to tell the software organization to do. In this chapter, we Look at what you can do to help what you experience in the pilot project succeed Section ii How to Produce Software in 30 Days 55 Having better software developed for your needs is not so much hard as it is different from what you are used to. In this section, we look at a progressively beneficial set of approaches to get you from where you are now to organizational agility 5 Getting Started with Scrum 57 Our secret sauce for improving your benefits from software is called Scrum. "Yes, this is the rugby event that keeps the ball moving down the field. We'll discuss Scrum, how it works, and why it works in this chapter 6 Scrum at the project level ost persistent improvement in software development starts at the project level. You can use Scrum to further prove its utility, or on critically important initiative that must succeed. We'l explore what you can tell your developers to do after reading this chapter 7 Develop a scrum capability 75 Success often breeds success. As more software initiatives using Scrum succeed, more people will want to get on the wagon. Rather than changing the entire organization, let's look at how we can set up a software development universe separate from the disappointing existing department. You can increasingly reap benefits here on an increasing number of projects and releases 【实例截图】
【核心代码】
30天软件开发:告别瀑布拥抱敏捷 Software in 30 days: how agile managers beat the odds, delight their customers, and leave competitors in the dust
FFIRS03/10/201214:31:18 Page 1 SO ARE FFIRS03/10/201214:31:18Page2 FFIRS03/10/201214:31:18Page3 SOF RE How Agile Managers Beat the Odds, Delight Their Customers AYS and leave Competitors In the dust KEN SCHWABER and JEFF SUTherlanD ( WILEY John Wiley sons, Inc. FFIRS03/10/20121431:24Page4 Copyright C 2012 by Ken Schwaber and Jeff Sutherland. All rights reserved Published by John Wiley sons, Inc, Hobo ken New jersey. Published simultaneously in Canada No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc, 222 Rosewood Drive, Danvers, Ma01923,(978)750-8400,fax(978)646-8600,oronthewebatwww.copyright.comRequeststothePublisherfor permission should be addressed to the Permissions Department, John Wiley sons, Inc, 111 River Street, Hoboken, NJ 07030,(201)748-6011,fax(201)748-6008,oronlineathttp://www.wiley.com/go/permissions Limit of liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not consequential, or other damagede ora.a be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor author shall be liable for any loss of profit ly other commercial damages, including but not limited to special, incidental For general information on our other products and services or for technical support, please contact our Customer Care Department within the United States at(800)762-2974, outside the United States at( 317)572-3993 or fax(317)572-4002 Wiley publishes in a variety of print and electronic formats and by print-on-demand Some material included with standard print versions of this book may not be included in e-books or in print-on-demand. If this book refers to media such as a CD orDvdthatisnotincludedintheversionyoupurchasedyoumaydownloadthismaterialathttp://booksupport.wile comFormoreinformationaboutWileyproductsvisitwww.wiley.com Library of congress Cataloging-in-Publication data Software in 30 days: how Agile managers beat the odds, delight their customers, and leave competitors in the dust/ therany p cm. cludes index. lSBN978-1-118-20666-9(pbk);ISBN978-1-118-228548(ebk);ISBN978-1-118-24090-8(ebk); ISBN978-1-118-265741(ebk) 1. Agile software development. 2. Scrum( Computer software development)3. Computer software- Development. I. Sutherland, Jeffrey Victor. II. Title. Ill. Title: Software in thirty days QA76.76D47S32232012 005.1-dc23 Printed in the United States of america 10987654321 FFIRS03/10/20121431:24Page5 To lkujiro nonaka, Babatunde A. ogunnaike, and Hirotaka takeuchi for their inspiration and guidance FFIRS03/10/20121431:24Page6 FTOC03/05/20121:7:16Page7 Contents about the authors Acknowledgments Ⅰ traduction Section i Why every business in the world Can Produce Software in 30 Days You are probably frustrated with your software organization You would like be quicker, more flexible, understand your needs better, and help you become more profitable. We look at why you are frustrated and how to fix the problem 1 The Crisis in Software: The Wrong Process produces the wrong results Many software organizations follow a development process that guarantees waste, uncontrolled risk, unpredictability, surprises, and low value. We will investigate why this process was chosen, how it guarantees failure, and look and some organizations that have recovered from it 2 Scrum: The Right Process Produces the Right results 17 There is a process that is appropriate for software development. When you get your developers to use it, you will immediately gain productivity, quality, value control, predictability, and satisfaction. We look at how this happens in this chapter FTOC03/05/20121:7:16Page8 viii contents 3 Try It Yourself: The Pilot 33 You have read our assertion that there is a better way for you to get software developed for you. However, a lot of people have made assertions and taken a lot of your money in the past, with little or no improvement. In this chapter we show you how to prove that our approach works for no money 4 What Can I Do? 49 You learned how to do better and you' ve tried it yourself. You like the results and you know what to tell the software organization to do. In this chapter, we Look at what you can do to help what you experience in the pilot project succeed Section ii How to Produce Software in 30 Days 55 Having better software developed for your needs is not so much hard as it is different from what you are used to. In this section, we look at a progressively beneficial set of approaches to get you from where you are now to organizational agility 5 Getting Started with Scrum 57 Our secret sauce for improving your benefits from software is called Scrum. "Yes, this is the rugby event that keeps the ball moving down the field. We'll discuss Scrum, how it works, and why it works in this chapter 6 Scrum at the project level ost persistent improvement in software development starts at the project level. You can use Scrum to further prove its utility, or on critically important initiative that must succeed. We'l explore what you can tell your developers to do after reading this chapter 7 Develop a scrum capability 75 Success often breeds success. As more software initiatives using Scrum succeed, more people will want to get on the wagon. Rather than changing the entire organization, let's look at how we can set up a software development universe separate from the disappointing existing department. You can increasingly reap benefits here on an increasing number of projects and releases 【实例截图】
【核心代码】
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