kaz-news.info - Ebook download as PDF File .pdf), Text File .txt) or read book online. Agile Modeling (AM) method. – Agile Data (AD) method. • Co-creator of the Disciplined Agile (DA) framework. • Author of 20+ books. • scott [at] scottambler. com. today's Scrum vision of agile software development to a disciplined agile work called Disciplined Agile Delivery (DAD). DAD is a .. in the DAD book). More on .
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The Disciplined Agile Delivery (DAD) process framework is a hybrid agile book “Disciplined Agile Delivery (DAD): An Introduction” by Scott Ambler and .. PDF. ▫ Enable the Agile Enterprise Through Incremental Adoption of Practices. Editorial Reviews. Review. “Mark and Scott not only made me think, they reminded me of lots of The book will definitely be on the must-read list for teams using agile delivery.” --Larry Shumlich, project manager coach, Canadian Pacific. Call: 1 () | Email: [email protected] Hit enter to Downloads. Please visit the Disciplined Agile Consortium (DAC) resources page.
More importantly, in many cases DAD provides advice regarding viable alternatives and their trade-offs, enabling you to tailor DAD to effectively address the situation in which you find yourself. Our focus in DAD is on delivery, although we discuss how the other aspects of the system lifecycle affect the delivery lifecycle. DAD addresses agile practices across the entire delivery lifecycle, from requirements, architecture, and development to delivery and governance.
The authors show how these best-practice techniques fit together in an end-to-end process for successfully delivering large, complex systems--from project initiation through delivery.
This includes:. This book describes the Disciplined Agile Delivery DAD process framework in detail, working through a case study to show how it can be applied in practice. The DAD process framework has several important characteristics:.
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Chapter 1: Disciplined Agile Delivery in a Nutshell Chapter 2: Introduction to Agile and Lean Chapter 3: Foundations of Disciplined Agile Delivery Part 2: People First. Chapter 4: Roles, Rights, and Responsibilities Chapter 5: Initiating a Disciplined Agile Delivery Project. Chapter 6: The Inception Phase Chapter 7: Identifying a Project Vision Chapter 8: Identifying the Initial Scope Chapter 9: Identifying an Initial Technical Strategy Chapter Initial Release Planning Chapter Forming the Work Environment Chapter DAD provides the flexibility to use various approaches and plugs the gaps not addressed by mainstream agile methods.
This chapter provides a quick overview of the book and a brief history of Disciplined Agile.
Disciplined agile delivery
Chapter 2: Reality over Rhetoric. Chapter 3: Disciplined Agile Delivery in a Nutshell.
This chapter provides a brief yet comprehensive overview of DAD. It describes the DAD roles; explores how DAD is a hybrid framework combining great ideas from a variety of agile and lean sources; how DAD supports a full end-to-end delivery lifecycle; how DAD supports several lifecycles a Scrum-based lifecycle, a lean lifecycle, a lean start-up lifecycle, an agile continuous delivery lifecycle, and a lean continuous delivery lifecycle to support the myriad of teams in modern enterprises; how DAD is easily tailorable via its goal-driven approach; how DAD teams are enterprise aware, thus helping them to work more effectively with the rest of your organization; and how DAD provides a solid foundation from which to tactically scale agile.
Chapter 4: Introduction to the Case Study. The majority of the book works through a case study of a disciplined agile team within a large financial institution that is building a customer facing application. Chapter 5: Inception.
This includes how they go about initial requirements modeling and planning with their stakeholders in a streamlined manner, initial architecture modeling, setting up their physical work environment, setting up the start of their tooling infrastructure, initial risk identification, and finally securing stakeholder support and funding for the rest of the first release.
Chapter 6: Construction Iteration C1.
These challenges include taking on too much work that iteration, daily coordination meetings that go too long, how to test early in the lifecycle, how to take a continuous integration CI approach to development, and insufficiently detailed requirements.
Chapter 7: Construction Iteration C2. This iteration goes a bit smoother for the team.
The team begins to make improvements based on their retrospective from the previous iteration. More importantly they reach their second risk-based milestone, Proven Architecture, by delivering working end-to-end software that implements technically complex functionality. This greatly reduces the risk faced by the team.
Disciplined Agile is the World's Leading Toolkit for Optimizing your Way of Working
Chapter 8: Construction Iteration C3. After two successful iterations where the team delivered a potentially consumable solution to their stakeholders, they get a spike of new requirements in a look-ahead analysis session.
To meet their deadline the team works with the stakeholders to identify the functionality they must have this release versus functionality that could potentially slip to a future release. Due to improved testing and fixing, throughout the iteration the team finds they have less hardening work at iteration end.
Chapter 9: Construction Iteration C7.
The team starts to put the scaffolding in place to automatically deploy into demo and pre-production testing environments.DAD extends the construction-focused lifecycle of Scrum to address the full, end-to-end delivery lifecycle2 from project initiation all the way to delivering the solution to its end users. The authors show how these best-practice techniques fit together in an end-to-end process for successfully delivering large, complex systems--from project initiation through delivery.
There is considerable overlap between these strategies but also considerable differences. Share this:.
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He was working with customers around the world to understand and apply agile techniques at scale, and he 2. Your business is too important to trust to rookie coaches with a 2-day certification. These secondary roles  are introduced sometimes on a temporary basis to address scaling issues.
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