By Craig Larman
Lean and Agile improvement for Large-Scale items: Key Practices for Sustainable aggressive luck
Increasingly, huge product-development agencies are turning to lean pondering, agile rules and practices, and large-scale Scrum to sustainably and quick convey worth and innovation. Drawing on their lengthy adventure best and guiding lean and agile adoptions for big, multisite, and offshore product improvement, across the world famous advisor and best-selling writer Craig Larman and previous chief of the agile transformation at Nokia Networks Bas Vodde percentage the foremost motion instruments wanted for success.
- Frameworks for large-scale Scrum for multihundred-person product groups
- Testing and development caliber in
- Product administration and the tip of the “contract online game” among enterprise and R&D
- Envisioning a wide unlock, and making plans for multiteam development
- Low-quality legacy code: why it’s created, and the way to prevent it
- Continuous integration in a wide multisite context
- Agile architecting
- Multisite or offshore development
- Contracts and outsourced development
In a aggressive surroundings that calls for ever-faster cycle instances and bigger innovation, the practices encouraged by way of lean pondering and agile ideas are ever-more proper. Practices for Scaling Lean & Agile improvement may help humans observe a lean enterprise—and convey at the major merits of agility.
In addition to the motion instruments during this textual content, see the better half ebook Scaling Lean & Agile improvement: considering and Organizational instruments for Large-Scale Scrum for complementary origin tools.
Read Online or Download Practices for Scaling Lean & Agile Development: Large, Multisite, and Offshore Product Development with Large-Scale Scrum PDF
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Extra resources for Practices for Scaling Lean & Agile Development: Large, Multisite, and Offshore Product Development with Large-Scale Scrum
We do not believe it is easy or common. Still, focus on preventing defects. “Zero tolerance on open defects” is a guideline used by one of our clients. If they find a defect, they fix it as soon as possible. This prevents ❑ effort spent on tracking many defects ❑ effort spent on prioritization ❑ delaying the learning that happens when fixing a defect ❑ spending extra time on fixing because the developers do not remember the code anymore 39 From the Library of Robert Ryan 3 — Test Delaying the fixing of bugs is a false economy inasmuch as they need to be fixed anyway and the cost will be higher.
Organizations should be able to at least integrate their ‘functional’ testing with the development teams when starting Scrum. We do promote incremental improvement, but integrating 31 From the Library of Robert Ryan 3 — Test development and testing is the minimal baby-step an organization should take for their journey to a lean and agile development. Avoid…Test department In Scrum, the Team is cross-functional consisting of at minimum developers and testers. Déjà vu? These are frequently recurring topics.
Also: See “Avoid…Separate analysis or specialist groups” on p. 234. A product group we coached in India had two separate testing groups—an “end to end” testing group and a non-functional one. When adopting Scrum, they dissolved the end-to-end testing group and merged them into the cross-functional teams. However, even after six months, they were still unable to disband the non-functional testing group, because of its narrow specialization, interrelated work, and lack of automation. Last time we visited the product group, they were automating the non-functional tests and doing pair testing to broaden their skills; they estimated it would take another six months before they could dissolve the non-functional testing group.