Agile Software Development in the Large: Diving into the Deep

I bought this after seeing a very good conference presentation on the topic by the author. In both the presentation and in the book, she argues persuasively that Agile processes can indeed be scaled to large projects, and provides excellent guidance in accomplishing this. As she notes early in the book, "the main reason for project failure is almost always a problem with, or lack of, communication". The difficulty of communication and thus the probability of failure can only increase with team size. Jutta describes many patterns for organizing a large project team into subteams using Agile practices, for facilitating communications between these smaller teams, and for establishing the "culture of learning" essential in adopting an Agile process and adapting it to scale for a large project. The book contains a clear and concise summary of Agile principles and practices that is valuable even for small teams. If you're tackling a large project with an Agile process, I think this book is essential.

Most other titles on Agile Software Development repeat the mantra about lightweight processes and how they are only applicable for small teams of a dozen or so. This book is different. It sets out to offer the advice of someone who has been running software projects with over hundred people using an agile process -- to help others succeed in the same. While there aren't any hard numbers and the like, a formula to make a silver bullet, there's plenty of sound advice starting from structures to help scale up an agile process, the challenges one will encounter while scaling, and the peopleware issues evident in large, often distributed projects as well as large companies in general, with all the associated bureaucracy and policies. The discussions about building teams around features versus components, for example, and the division into domain teams and technical service teams are useful reading for someone facing such decisions. Also, this book does not expect you to know the slang of agile software development. It's written so that a manager familiar with software development -- but not necessarily agile software development -- has no problem understanding what the author is trying to pass on. What's missing from this book -- something one might wish to get support for, facing a larger than usual agile project -- is the deeper coverage of techniques to facilitate things like emergent architecture across a distributed development team. The project report from a 170-member software project was not quite as detailed as I would've hoped. Detailed case studies are something I am personally very interested in reading. In summary, while the advice in this book is relatively abstract, and you might think it doesn't have that much to offer if you are already familiar with Agile Software Development in general, I would certainly not dare to risk a large project by NOT reading this book.

Agile Software Development In The Large is a guide especially for career professional computer software developers seeking to adapt their code and techniques to the revolutions that agile, or "lightweight" processes have brought to the software development industry. These faster, more efficient development processes enable developers to adapt more readily to requirement changes, better focus on the human factor, deliver working software in more frequent iterations, and more. An in-depth resource written by an experienced field professional, Agile Software Development In The Large is an absolute must-have for any expert striving to keep current and improvements.

I am crazy about this book. I think it's the best, most readable and understandable explanation I've read about using Agile software development approaches. It's message is accessible to both technical and non-technical readers. The practices are described in a way that works, whether in large, scaled-up environments or small, intimate ones. Since it became available, I have been telling my non-Agile and toe-in-the-Agile-water clients and colleagues about it every chance I get.

1) This book provides an excellent perspective on the issues and challenges of adapting "Agile Processes" for use on large programs. To date, most literature addressing use of eXtreme Programming (XP), for example, state that this method is intended for use by small development teams. Note that this book doesn't focus on XP as "the only way" to do Agile Development; the book is intended to be "method neutral" and it achieves this end. The summaries at the end of each chapter provide valuable reinforcement for the lessons-learned in that chapter. 2) The introduction provides some interesting philosphical discussion regarding how one might consider approaching Agile Development on large teams, and provides initial thoughts on how to scale up proven agile processes for large teams. 3) Chapter 2, "Agility and Largeness", discusses a number of "generalities" that must be considered when trying to work a large project with a large team, using Agile methods. The author identifies several important issues that must be addressed (e.g., communication issues in large teams that cannot be co located). In addition, this chapter contains an excellent discussion of factoring. 4) Chapter 3, "Agility and Large Teams" addresses the "people issues" associated with scaling Agile methods to large projects. gain, communication is addressed, along with team building. Suggestions are provided about how to implement "virtual teams" on a large, agile project. 5) Chapter 4, "Agility and the Process" seems to be, to an ex process engineer at least, the heart of this book. Objectives, feedback, and planning are discussed in depth, and the use of regular retrospectives is suggested (in contrast to an end-of the-project "post-mortem). Tips are given to help you get started, and the importance of a "culture of change" is identified and discussed. 6) Chapter 5, "Agility and Technology" provides some interesting thoughts on how state-of-the-art technology can be a hindrance, and how state-of-the-practice technology can assist a project, whether agile or not. 7) Chapter 6, "Agility and the Company" provides valuable insight into how corporate cultures and structures can help and hinder agile development in the large. The perspectives on planning and control, and QA are interesting, to say the least. I won't offer any hints except to say that this chapter makes VERY interesting reading, especially to a person (like myself) with an extensive QA and testing background. The only thing I didn't see addressed in this chapter, which I saw in a recent article in Better Software magazine, was the difficulty of applying a corporate reward structure to Agile Teams. 8) In Chapter 7, Ms. Eckstein wraps up the book with a report on a large project she assisted (or more than that) starting up with agile processes. This chapter also makes very interesting reading, and offers some significant lessons that Ms. Eckstein and the company she was working with learned. A couple of minor areas I'd ha