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Scaling Software Agility: Best Practices for Large Enterprises 1st Edition

by Dean Leffingwell (Author)

4.3 57 ratings

Part of: Agile Software Development (11 books)

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“Companies have been implementing large agile projects for a number of years, but the ‘stigma’ of ‘agile only works for small projects’ continues to be a frequent barrier for newcomers and a rallying cry for agile critics. What has been missing from the agile literature is a solid, practical book on the specifics of developing large projects in an agile way. Dean Leffingwell’s book Scaling Software Agility fills this gap admirably. It offers a practical guide to large project issues such as architecture, requirements development, multi-level release planning, and team organization. Leffingwell’s book is a necessary guide for large projects and large organizations making the transition to agile development.”
–Jim Highsmith, director, Agile Practice, Cutter Consortium, author of Agile Project Management “There’s tension between building software fast and delivering software that lasts, between being ultra-responsive to changes in the market and maintaining a degree of stability. In his latest work, Scaling Software Agility, Dean Leffingwell shows how to achieve a pragmatic balance among these forces. Leffingwell’s observations of the problem, his advice on the solution, and his description of the resulting best practices come from experience: he’s been there, done that, and has seen what’s worked.”
–Grady Booch, IBM Fellow

Agile development practices, while still controversial in some circles, offer undeniable benefits: faster time to market, better responsiveness to changing customer requirements, and higher quality. However, agile practices have been defined and recommended primarily to small teams. In Scaling Software Agility, Dean Leffingwell describes how agile methods can be applied to enterprise-class development.

Part I provides an overview of the most common and effective agile methods.
Part II describes seven best practices of agility that natively scale to the enterprise level.
Part III describes an additional set of seven organizational capabilities that companies can master to achieve the full benefits of software agility on an enterprise scale.

This book is invaluable to software developers, testers and QA personnel, managers and team leads, as well as to executives of software organizations whose objective is to increase the quality and productivity of the software development process but who are faced with all the challenges of developing software on an enterprise scale.

Foreword
Preface
Acknowledgments
About the Author
Part I: Overview of Software Agility
Chapter 1: Introduction to Agile Methods
Chapter 2: Why the Waterfall Model Doesn’t Work
Chapter 3: The Essence of XP
Chapter 4: The Essence of Scrum
Chapter 5: The Essence of RUP
Chapter 6: Lean Software, DSDM, and FDD
Chapter 7: The Essence of Agile
Chapter 8: The Challenge of Scaling Agile
Part II: Seven Agile Team Practices That Scale
Chapter 9: The Define/Build/Test Component Team
Chapter 10: Two Levels of Planning and Tracking
Chapter 11: Mastering the Iteration
Chapter 12: Smaller, More Frequent Releases
Chapter 13: Concurrent Testing
Chapter 14: Continuous Integration
Chapter 15: Regular Reflection and Adaptation
Part III: Creating the Agile Enterprise
Chapter 16: Intentional Architecture
Chapter 17: Lean Requirements at Scale: Vision, Roadmap, and Just-in-Time Elaboration
Chapter 18: Systems of Systems and the Agile Release Train
Chapter 19: Managing Highly Distributed Development
Chapter 20: Impact on Customers and Operations
Chapter 21: Changing the Organization
Chapter 22: Measuring Business Performance
Conclusion: Agility Works at Scale
Bibliography
Index

ISBN-10

9780321458193
ISBN-13

978-0321458193
Edition

1st
Publication date

February 26, 2007
Part of series

Agile Software Development
Language

English
Dimensions

7.3 x 1 x 9.1 inches
Print length

384 pages
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Editorial Reviews

From the Back Cover

“Companies have been implementing large agile projects for a number of years, but the ‘stigma' of ‘agile only works for small projects' continues to be a frequent barrier for newcomers and a rallying cry for agile critics. What has been missing from the agile literature is a solid, practical book on the specifics of developing large projects in an agile way. Dean Leffingwell's book Scaling Software Agility fills this gap admirably. It offers a practical guide to large project issues such as architecture, requirements development, multi-level release planning, and team organization. Leffingwell's book is a necessary guide for large projects and large organizations making the transition to agile development.”
–Jim Highsmith, director, Agile Practice, Cutter Consortium, author of Agile Project Management“There's tension between building software fast and delivering software that lasts, between being ultra-responsive to changes in the market and maintaining a degree of stability. In his latest work, Scaling Software Agility, Dean Leffingwell shows how to achieve a pragmatic balance among these forces. Leffingwell's observations of the problem, his advice on the solution, and his description of the resulting best practices come from experience: he's been there, done that, and has seen what's worked.”
–Grady Booch, IBM Fellow

Agile development practices, while still controversial in some circles, offer undeniable benefits: faster time to market, better responsiveness to changing customer requirements, and higher quality. However, agile practices have been defined and recommended primarily to small teams. In Scaling Software Agility, Dean Leffingwell describes how agile methods can be applied to enterprise-class development.

Part I provides an overview of the most common and effective agile methods.
Part II describes seven best practices of agility that natively scale to the enterprise level.
Part III describes an additional set of seven organizational capabilities that companies can master to achieve the full benefits of software agility on an enterprise scale.

This book is invaluable to software developers, testers and QA personnel, managers and team leads, as well as to executives of software organizations whose objective is to increase the quality and productivity of the software development process but who are faced with all the challenges of developing software on an enterprise scale.

Foreword
Preface
Acknowledgments
About the Author
Part I: Overview of Software Agility
Chapter 1: Introduction to Agile Methods
Chapter 2: Why the Waterfall Model Doesn't Work
Chapter 3: The Essence of XP
Chapter 4: The Essence of Scrum
Chapter 5: The Essence of RUP
Chapter 6: Lean Software, DSDM, and FDD
Chapter 7: The Essence of Agile
Chapter 8: The Challenge of Scaling Agile
Part II: Seven Agile Team Practices That Scale
Chapter 9: The Define/Build/Test Component Team
Chapter 10: Two Levels of Planning and Tracking
Chapter 11: Mastering the Iteration
Chapter 12: Smaller, More Frequent Releases
Chapter 13: Concurrent Testing
Chapter 14: Continuous Integration
Chapter 15: Regular Reflection and Adaptation
Part III: Creating the Agile Enterprise
Chapter 16: Intentional Architecture
Chapter 17: Lean Requirements at Scale: Vision, Roadmap, and Just-in-Time Elaboration
Chapter 18: Systems of Systems and the Agile Release Train
Chapter 19: Managing Highly Distributed Development
Chapter 20: Impact on Customers and Operations
Chapter 21: Changing the Organization
Chapter 22: Measuring Business Performance
Conclusion: Agility Works at Scale
Bibliography
Index

About the Author

Dean Leffingwell is a renowned software development methodologist, author, and software team coach who has spent his career helping software teams meet their goals. He is the former founder and CEO of Requisite, Inc., makers of RequisitePro, and a former vice president at Rational Software, where he was responsible for the commercialization of RUP. During the last five years, in his role as both an independent consultant and as advisor/methodologist to Rally Software, Mr. Leffingwell has applied his experience to the organizational challenge of implementing agile methods at scale with entrepreneurial teams as well as distributed, multinational corporations. These experiences form much of the basis for this book. Mr. Leffingwell is also the lead author of Managing Software Requirements, Second Edition: A Use Case Approach (Addison-Wesley, 2003).

Product details

ASIN ‏ : ‎ 0321458192
Publisher ‏ : ‎ Addison-Wesley Professional; 1st edition (February 26, 2007)
Language ‏ : ‎ English
Paperback ‏ : ‎ 384 pages
ISBN-10 ‏ : ‎ 9780321458193
ISBN-13 ‏ : ‎ 978-0321458193
Item Weight ‏ : ‎ 1.45 pounds
Dimensions ‏ : ‎ 7.3 x 1 x 9.1 inches

Best Sellers Rank: #1,850,122 in Books (See Top 100 in Books)
- #2,093 in Starting a Business (Books)
- #2,473 in Software Development (Books)
- #6,860 in Computer Software (Books)

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4.3 57 ratings

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Dean Leffingwell

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Recognized as one of the world’s foremost authorities on Lean-Agile best practices, Dean Leffingwell is an entrepreneur and software development methodologist best known for creating SAFe®, the world’s most widely used framework for business agility.

His best-selling books, Scaling Software Agility, Agile Software Requirements, and SAFe® Distilled, form much of the basis of modern thinking on Lean-Agile practices and principles. Founder of several successful startups, including Requisite, Inc. (acquired by Rational), Mr. Leffingwell also served as Chief Methodologist to Rally Software, and prior to that, as Sr. Vice President at Rational Software (now part of IBM). He serves as Chief Methodologist to Scaled Agile, Inc., which he co-founded in 2011.

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Philippe Kruchten

Agile methods are "crossing the chasm"

Reviewed in the United States on March 28, 2007

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If you're new to the agile process world, you may look at this book with a mixture of apprehension and skepticism. I would not blame you. Agile processes may seem the place of strange expressions--sprint, velocity, scrum (is this a rugby game?), extreme programming (are we jumping off cliffs with a snowboard?), user stories, epics and sagas (is this a writers' workshop?)--and weird social rituals--pair programming, user retrospectives, huddles or daily stand-up meetings (are developers and testers now hugging each other at work?). Agile teams also seem to consume inordinate amounts of colorful sticky notes and 4×6 index cards to cover any walls they can find, and the whole thing appears informal to a fault. We are in Dilbert-land. But make no mistake: agile software development processes are "crossing the chasm," to use the term coined by Jeffrey Moore, and we are today far beyond the funny, geeky jargon and into effective, productive, and scalable development methods.

Agile projects are carefully planned, but they are planned differently, and the plan is revised and refined more often. You may also have been told that agile methods have their "sweet spots" around small teams (7 to 12 people), preferably collocated, for short projects (2 to 9 months), making them inapplicable in your own environment of large, long-lived, globally distributed software development endeavors. This too is all changing rapidly as numerous projects around the world are pushing these boundaries, and they are achieving success in higher productivity and higher quality of their software outcomes.

Herein lays Dean's major contribution to be discovered in the body of this book. Rising above the debate between the various families of agile processes--XP, Scrum, Lean, DSDM, FDD, Rational Unified Process (RUP) and so on (which are nicely presented), he establishes what is common among them as a baseline before he proceeds to his main objective of showing how to scale these agile approaches beyond their existing sweet spot. He is not introducing a new agile process to add to this already long roster, but rather he extends them all with a set of new practices, practices that live at a higher level, both technical and managerial, and that embrace and integrate existing established agile practices (the ones with the funny names). In addition to synthesizing the best engineering practices that are common among these methods, he also describe methods aiming at the governance of larger agile projects: topics such as release planning; handling large, distributed teams; establishing the business value of the project; and dealing with large, long-lived developments, to mention only a few.

The author's work is not academic, he's not merely positing some new bold conjectures for you to try out. His advice is rooted in years of active, hands-on practice in many companies, many projects, in a wide range of industries, from life-sustaining medical equipment to software tools, from amusement park rides to large-scale IT infrastructure applications.

Philippe Kruchten
Vancouver, BC Canada
PS:Yes, I am the same guy who wrote the foreword. I have not changed my mind since.
The Rational Unified Process: An Introduction, Third Edition
The Rational Unified Process Made Easy: A Practitioner's Guide to Rational Unified Process
Software Engineering Processes: With the UPEDU

3 people found this helpful

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PipeDZ

Valuable Addition to your SW Development Library

Reviewed in the United States on June 20, 2010

Verified Purchase

Dean Leffingwell adds important ideas to the application of Agile on multi-team distributed projects. Successful large SW Project Management is difficult enough and doing so with varied teams using a variety of processes can lead to solutions where the pieces and parts work but the whole doesn't work together. This book has useful techniques for addressing that and should be read by anyone leading a large SW project or an Agile team contributing to a large project. One minor criticism is the book does spend a fair amount of time on a survey of existing team level practices, which are readily available online, when the space might have been better used to address more large multi-team project examples.

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Laulin

Scaling Software Agility: Best Practices for Large Enterprises

Reviewed in the United States on August 27, 2013

Verified Purchase

Good book. Provides some answers for scaling Agile at enterprise level. It will have better buy-in in the "market" primarily because the framework kind of defines the responsibilities of the people who are leadership and strategic positions rather than merely just talking about employee empowerment. Coincedently the same people who are in startegic positions for the org. are the same people who will have to decide on taking the Agile route :) and SAFe is a SAFE bet where their role is not cut down or at least that is the perception.

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Good introduction but missing some of the hard parts

Reviewed in the United States on May 3, 2007

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I've long been switching between 3 or 4 stars rating for this book. So let me start by saying that my 3 starts means that the book is really worth reading, however some parts of the book do not go deep enough, in my opinion.

Scaling Software Agility tackles the question "How to do agile development in large systems". The experience in the book seems to mainly be build on one project in BMC. In the first part of the book, Dean goes over the most popular agile methods and gived a quick introduction. He then attempts to extract common parts for the methods. In part two he picks out 7 practices and claims that they scale without modification. In the last part of the book, he adds 7 new practices, which, in his opinion, are needed for large agile projects.

Personally I've been working with a lot of large agile projects and thus was very interested in this book, especially to learn new things or see if Dean had similar problems. I was slightly dissapointed, but let me explain.

One of the fundamental points in the book is that agile development can be executed on team level. The unit of work is what Dean calls "component teams". In his book, he does not cover the question of code ownership, but the component team organization suggests a traditional organization based on the architecture of the system. This is confirmed by the problems he mentions, which are inherent to component teams. These are the need for more architecture, the need for much dependency management between the component teams and several others. Dean keeps with the traditional methods of organizing projects, he doesn't question it. The component teams thus lose part of the end-customer focus and more management and architecture is needed. Slowly parts of waterfall development are re-emerging. The book does NOT cover the organization around feature teams and the scaling of practices like shared code ownership. Also it doesn't talk about continuous integration in relationship to the team structure etc. A missed opportunity.

In part two, Dean describes 7 practices which scale without adjustment. I totally agree that these practices scale, but there is some need for doing them slightly different. As example, "how do we coordinate the different planning meetings?" The book explains the traditional practice but does NOT talk about how to actually scale it. It doesn't mention different problems that might happen and different possible solutions. It seems to just cover the surface of the subject.

The last chapters about how agile development will influence the rest of the organization were good. They touch a subject that is currently rarely covered.

In conclusion, a useful book to read. I would not follow all recommendations and more needs to be written on the subject. Still, definitively worth reading.

48 people found this helpful

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Daniel G. Moore

Great book for bringing people along

Reviewed in the United States on August 28, 2012

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I find that one of the challenges in large organizations is getting lots of people with lots of different backgrounds to the same place. There were two things I especially appreciated about this book; It is a fast read. Busy people tend not to dive into something that will take a big time investment.;It really helped establish a shared vocabulary and shared understanding of key concepts in a large organization. It helped us break gridlock in places where we have been trying to apply agile to large projects.

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N. Murali Mohan

Great lessons on scaling Agile!

Reviewed in India on April 17, 2018

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This is a must read for those serious about scaling Agile. The author discusses the challenges of scaling, the drawbacks of existing processes and the limitations in Agile itself and builds on top to address those issues providing practical lessons on applying agile methods at scale.

It would have been great if the author were to include more stories and more examples to make it a better read. However, the ample number of lessons and advice make up for that.

Jeoffrey

Great to learn quickly safe

Reviewed in France on March 15, 2016

Verified Purchase

Je l'ai utilisé dans le cadre d'une transformation au sein de mon entreprise, tout y est l'essentiel et le must have.

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patrizio

buon libro per avere una panoramica completa

Reviewed in Italy on August 31, 2015

Verified Purchase

Un buon libro con anche indicazioni pratiche e operative ed una introduzione ai concetti e principali metodologie agile. In inglese ma con stile molto fluido. Si legge senza difficoltà.

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gbCambridge

Agility for Real Projects

Reviewed in the United Kingdom on October 18, 2008

Verified Purchase

I have a vast collection of books on Agile methods. All of them, apart from this book, leave a gap concerning how to deal with projects where deep analysis is required and yet the project still be Agile. These are the sorts of problems that Enterprise's deal with and are a million miles away from typical web-based applications, which I tend to see as broad but shallow, supporting what is unkindly called "whim-driven" requirements. This book addresses the full range of projects and shows how to preserve the benefits of Agile in large-scale, in-depth projects. The style is readable with a refreshing lack of agile dogma, replaced by attention to principles rather than rules. By doing this it provides scalable solutions. Use Cases make an appearance in the book, with the qualification that they are needed when more analysis is requried,. Exactly! User Stories, to me at least, seem to reflect the "divide and conquer" approach as well as "need to know" and "not seeing the wood for the trees". Refactoring is a great and well known concept. It is not so great if it causes the architecture to be refactored and issues such as this are well discussed in the book. The book applies a needed pinch of salt to Agile as a Religion. If you are looking for an Agile Cookbook, this is not it. If you want a book to help you understand how to get the best of Agile in more complex environments, buy it.

7 people found this helpful

Kim

Good overview, but where is the scaling part?

Reviewed in the United Kingdom on November 2, 2013

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Ok, if you are new to agile than i would say this is a very good book (4 stars). It gives a good overview of scrum and other methods in an easy to understand and very pedagogical writing. The parts covering RUP and how this could be used in an agile way was quite interesting.

However, the title talks about scaling and large enterprise so my expectation was not an agile introduction but i was expecting a book focusing on scaling (sure, introduction is ok, but in this case 2/3 of the book is introduction).

The scaling parts are ok, but on a very high level. There are some challenges described (like architecture, co-location etc) but i feel it miss a lot when it comes to solutions. Sure, there is not one true way to mitigate the challenges, but these areas is where i expected more focus.

In summary, an OK book, but if you already have experience in agile you will not learn a lot more.

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