- Capa comum: 158 páginas
- Editora: Prentice Hall; Edição: 1 (21 de outubro de 2001)
- Idioma: Inglês
- ISBN-10: 0130676349
- ISBN-13: 978-0130676344
- Dimensões do produto: 14,7 x 1 x 22,4 cm
- Peso de envio: 272 g
- Avaliação média: Seja o primeiro a avaliar este item
Agile Software Development with Scrum (Inglês)
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Descrições do Produto
Arguably the most important book about managing technology and systems development efforts, this book describes building systems using the deceptively simple process, Scrum. Readers will come to understand a new approach to systems development projects that cuts through the complexity and ambiguity of complex, emergent requirements and unstable technology to iteratively and quickly produce quality software.BENEFITS
- Learn how to immediately start producing software incrementally regardless of existing engineering practices or methodologies
- Learn how to simplify the implementation of Agile processes
- Learn how to simplify XP implementation through a Scrum wrapper
- Learn why Agile processes work and how to manage them
- Understand the theoretical underpinnings of Agile processes
Sobre o Autor
Ken Schwaber is president of Advanced Development Methods (ADM), a company dedicated to improving the software development practice. He is an experienced software developer, product manager, and industry consultant. Schwaber initiated the process management product revolution of the early 1990's and also worked with Jeff Sutherland to formulate the initial versions of the Scrum development process.
Mike Beedle, an experienced software development practitioner, is the founder and CEO of e-Architects, Inc., a management and technical consulting company that helps its clients develop software in record time. Beedle has contributed to thousands of software projects for the last 20 years, and has used, recommended, and guided others to implement Scrum since 1995.
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Scrum is more then just morning meetings or backlog lists. It is a process control system and every part of it is essential. Saying you "do Scrum": but only have morning meetings or backlogs is like saying you have a foundry control system with no feedback sensors. If you don't crash and burn, its just luck that is saving you.
Here's a radical proposal: why don't we just say that we're going to do (and then do) what we were going to do anyway? That's Scrum. It's built around short time-scales, a month or so, the kind where forecasting has a chance to work. It counts on simple plans with unambiguous goals, to be completed within those timeframes. It demands that people just go ahead and do what needs to be done, even if a few rules get bent, things that people would have done anyway. The difference lies in doing them with head held high, not as midnight missions intended to sneak success into fundamentally broken plans, in spite of counter-productive rules.
The consequences of the approach are far-reaching. For one, it outlaws the plus-one disease, or mission creep, or feature-itis, or whatever you call it. This plain-spoken approach makes promises and works to keep them - having the content of the promise changed by fiat, halfway through, is outlawed. There's a time and a place new commitements to be made, and that is not in the heat of the development moment. "Scrum" uses many sports analogies, and moving the goalposts (or having them moved) is not part of its game.
There's a lot more too it, of course, and that's why describing Scrum takes a whole book. It has a lot to like, including an emphasis on personal responsibility and even bravery - things that many work environments punish brutally. I don't go along with the authors' revival tent true-believerism. Despite that, there's enough good sense in this book to soften even doubts as solidified as mine.
My big complaint is the physical quality of the pages. First, the text is very light. The pages are so thin, you can see text from the flip side through it obscuring what you're reading. The figures and tables are amateurish at best. Very hard to physically reads this book.