Answers to questions can be found in the Agile for Dummies and DevOps for Dummies books

Answers to questions can be found in the Agile for Dummies and DevOps for Dummies books.1. What are the basic benefits of using continuous integration? 2. What do agile approaches value? 3. Describe the approach that best determines an iteration (timebox) length? 4. What are characteristics of an agile leader? 5. In an agile development approach who is responsible for prioritizing the product backlog? 6. What are the key principles of DevOps? 7. What phase of the SDLC includes four main activities: requirements modeling, data and process modeling, object modeling, and consideration of development strategies. 8. What is the working culture of an agile team? 9. What is the agile approach to doing design early in a project? 10. What is the purpose of the daily standup meeting? 11. What should the team do if the customer representative is too busy to be available? 12. What are the traits that need to exist among the members of an agile software team? 13. What does a burn-down chart show? 14. What are the key features that you would expect to find in an Agile project? 15. In an interview, what type of questions limit or restrict responses? 16. What is a sustainable work pace? 17. How are agile processes managed as far as meetings and reports? 18. During an iteration (Sprint) the developers have what type of contact with customers? 19. Once a project is underway, what are the approaches to planning (this deals with the who/when/how of planning)? 20. When preparing a representative sample from a list of 200 customers who complained about errors in their statements, what type of sampling ensures that the sample is balanced geographically by selecting five customers from each of four zip codes? 21. What is the type of modeling within SDLC that involves fact-finding to describe the current system and identification of requirements for the new system? 22. What are the principles outlined in the Agile Software Development Manifesto? 23. What is the risk that an agile leader takes in empowering the team? 24. What is the end result of an agile development project (answer this in general terms, don’t overthink this)? 25. Characterize the quality of deliverables obtained from an Agile Project. 26. What best represents the agile approach to planning? 27. What is the reason for holding regular retrospectives? 28. When studying an information system, examples of actual documents should be collected using what process? 29. If a timebox (iteration) plan needs to be reprioritized in a hurry, who should re-prioritize it? 30. Who should attend the stand-up meetings? 31. What is a “sprint”? 32. What is the most important element in a JAD session 33. What does DevOps focus on? 34. Name the meeting during which the team demonstrates to the product owner and any other interested parties what the team was able to accomplish during the sprint? 35. Describe the role (and associated activities) of customers in agile projects. 36. Who should be the main judge of business value of developed/delivered software? 37. When is an iteration over (i.e., completed)? 38. Describe characteristics of agile customers. 39. What are the key questions answered by each team member at each daily Scrum meeting? 40. The product owner is responsible for what activities? 41. What is the agile approach to documentation? 42. Describe the Agile approach to teams working? 43. Agile Modeling (AM) provides guidance to practitioner during which software tasks? 44. What does a DevOps reference architecture support/enable? 45. In agile software processes what are the highest priorities to satisfy for customers? 46. Shift-Left-Testing is defined how? 47. What are Systems of Record and Systems of Engagement? How do they differ? How are they related? 48. Do all agile process models conform to the principles stated in the “Manifesto for Agile Software Development”? 49. What is the most critical of the essential DevOps techniques? 50. In agile development what is relationship of building software that meets the customers’ needs today versus features that might be needed in the future?
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Agile
FOR
DUMmIES
‰
IBM LIMITED EDITION
by Scott W. Ambler and
Matthew Holitza
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Agile For Dummies®, IBM Limited Edition
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Table of Contents
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
About This Book………………………………………………………………. 1
Foolish Assumptions………………………………………………………… 1
Icons Used in This Book……………………………………………………. 2
Chapter 1: Getting the ABCs of Agile. . . . . . . . . . . . . . . . . 3
Looking Back at Software Development Approaches………… 3
Code-and-Fix/Big Bang development……………………….. 4
Waterfall………………………………………………………………….. 4
The Spiral model……………………………………………………… 5
Introducing the Agile Manifesto………………………………………… 7
The Manifesto…………………………………………………………. 7
The 12 principles that drive the Agile Manifesto……… 9
Redefining Today’s Agile………………………………………………… 10
Growing popularity……………………………………………….. 10
Growing scalability………………………………………………… 10
Chapter 2: Understanding Agile Roles . . . . . . . . . . . . . . 11
Being a Stakeholder………………………………………………………… 11
Representing Stakeholders: The Product Owner…………….. 12
Being a Team Member…………………………………………………….. 13
Assuming the Team Lead………………………………………………… 13
Acting As the Architecture Owner…………………………………… 13
Stepping Up As an Agile Mentor……………………………………… 14
Looking at Agile Secondary Roles……………………………………. 14
Chapter 3: Getting Started with Agile. . . . . . . . . . . . . . . 15
Agile Planning…………………………………………………………………. 15
Attending the Daily Coordination Meeting………………………. 16
Creating User Stories………………………………………………………. 16
Estimating Your Work…………………………………………………….. 18
Tracking Velocity……………………………………………………………. 19
Measuring Progress with Burndown Reports………………….. 20
Test-Driven Development……………………………………………….. 21
Continuous Integration and Deployment…………………………. 22
Presenting Results at the Iteration Review………………………. 23
Collecting Feedback in the Iteration Review Meeting………. 23
Learning and Improving at the Iteration Retrospective…… 24
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iv
Agile For Dummies, IBM Limited Edition
Chapter 4: Choosing an Agile Approach. . . . . . . . . . . . . 25
SCRUM: Organizing Construction……………………………………. 25
XP: Putting the Customer First………………………………………… 26
Lean Programming: Producing JIT………………………………….. 27
Kanban: Improving on Existing Systems………………………….. 28
Agile Modeling………………………………………………………………… 28
Unified Process (UP)………………………………………………………. 30
Chapter 5: Using Disciplined Agile Delivery (DAD) . . . 31
Understanding the Attributes of DAD……………………………… 31
People first……………………………………………………………. 32
Learning-oriented………………………………………………….. 32
Agile………………………………………………………………………. 33
Hybrid…………………………………………………………………… 33
IT solution focused………………………………………………… 34
Delivery focused……………………………………………………. 35
Goal driven……………………………………………………………. 38
Risk and value driven…………………………………………….. 38
Enterprise aware……………………………………………………. 38
Understanding the DAD Life Cycle………………………………….. 39
Inception……………………………………………………………….. 40
Construction………………………………………………………….. 40
Transition……………………………………………………………… 40
Chapter 6: Scaling Agile Practices . . . . . . . . . . . . . . . . . 41
Understanding What It Means to Scale……………………………. 41
Large teams…………………………………………………………… 42
Distributed teams………………………………………………….. 42
Compliance……………………………………………………………. 42
Domain complexity………………………………………………… 43
Organization distribution………………………………………. 43
Technical complexity…………………………………………….. 43
Organizational complexity…………………………………….. 43
Enterprise discipline……………………………………………… 44
Organizing Large Teams…………………………………………………. 44
Chapter 7: Evaluating Agile Tools . . . . . . . . . . . . . . . . . . 47
Considering Key Criteria for Selecting Agile Tools………….. 47
Exploring the Jazz Initiative…………………………………………….. 48
Using the Best Tool for the Job……………………………………….. 49
Process awareness and customizability…………………. 49
Team awareness……………………………………………………. 50
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Table of Contents
Planning………………………………………………………………… 50
Transparency/project health…………………………………. 51
Broad Platform Support…………………………………………. 52
Extending tooling beyond core agile development…. 52
Chapter 8: Making the Move to Agile: IBM’s Story. . . . 53
Setting Teams Up for Success…………………………………………. 54
Training…………………………………………………………………. 54
Collaboration capabilities……………………………………… 54
Changing culture……………………………………………………. 54
Changing roles………………………………………………………. 55
Team structure……………………………………………………… 55
Updating Processes for Distributed Teams……………………… 56
Working with New Tools…………………………………………………. 57
Reaping the Benefits of Agile…………………………………………… 58
Chapter 9: Ten Common Agile Adoption Pitfalls. . . . . . 59
Focusing Only on Construction………………………………………. 59
Becoming Agile Zombies…………………………………………………. 60
Improper Planning………………………………………………………….. 60
Excluding the Entire Organization…………………………………… 60
Lack of Executive Support………………………………………………. 61
Going Too Fast……………………………………………………………….. 61
Insufficient Coaching………………………………………………………. 61
Retaining Traditional Governance…………………………………… 62
Skimping on Training………………………………………………………. 62
Skimping on Tooling……………………………………………………….. 62
Chapter 10: Ten Myths about Agile . . . . . . . . . . . . . . . . . 63
Agile Is a Fad…………………………………………………………………… 63
Agile Isn’t Disciplined……………………………………………………… 63
Agile Means “We Don’t Plan”…………………………………………… 64
Agile Means “No Documentation”……………………………………. 64
Agile Is Only Effective for Collocated Teams…………………… 64
Agile Doesn’t Scale………………………………………………………….. 64
Agile Is Unsuitable for Regulated Environments……………… 65
Agile Means We Don’t Know What Will Be Delivered………. 65
Agile Won’t Work at My Company…………………………………… 65
It’s Enough for My Development Team to Be Agile………….. 66
Agile Is a Silver Bullet……………………………………………………… 66
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Publisher’s Acknowledgments
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Introduction
A
gile development principles have gone from something
used only by cutting-edge teams to a mainstream approach
used by teams large and small for things as varied as the following:
? Startup software development projects
? Enterprise-sized development efforts
? Complex, large-scale systems engineering initiatives
(such as the electronics in the cars you drive and the
airplanes you fly in)
? Legacy systems (which means systems that have been
around for a while, such as mainframe)
? Embedded, real-time systems (such as pacemakers or
life-support systems)
? High-compliance environments (such as healthcare,
insurance, or banking)
About This Book
Welcome to Agile For Dummies, IBM Limited Edition. You’ve
probably been hearing about agile for a long time, which isn’t
surprising. If you’re not using agile methods already though, or
if you’ve only been exposed to agile on small projects here and
there, you may wonder how to get started with it. Can agile ever
work in your environment? Relax. This book is here to help.
Foolish Assumptions
Many people and teams can benefit most from this book, but
we took the liberty to assume the following:
? You’re looking to pilot a project using agile. You’re a project
manager, a technical lead, or an aspiring product owner who
wants to adopt agile practices but isn’t sure where to start.
These materials are the copyright of John Wiley & Sons, Inc. and any
dissemination, distribution, or unauthorized use is strictly prohibited.
2
Agile For Dummies, IBM Limited Edition
? You may have tried out some agile practices in an ad hoc
manner, and you encountered some difficulties. Don’t
worry; many teams experience some missteps when first
moving to agile.
? You’ve had some project success, and you’re looking to
grow the agile practice beyond your team. You’re looking
for ways to coordinate multiple teams with the same
outcomes you experienced on your small team.
? You want to try agile, but your environment has
complexities that need to be addressed. Maybe you have
globally distributed teams or are subject to regulatory
compliance mandates. You’re wondering if agile practices
can be effective in this environment.
But, no matter who you are, this book helps explain and
reinforce the successful software development practices
available today. There’s great food for thought here, even
if your current team or organization isn’t ready to make the
agile leap just yet.
Icons Used in This Book
Sometimes, information deserves special attention. The icons
in this book identify such information for you. Here’s a brief
explanation for each icon so you’ll recognize them when they
turn up.
The Tip icon points to information that describes a special
benefit of working with agile.
This icon identifies pitfalls and problems to avoid in your
agile journey.
The Remember icon presents you with tidbits that you won’t
want to forget after you finish the book.
This icon points out content that gets a little deeper into the
weeds of agile development or explains agile jargon you may
encounter. The info isn’t crucial to your journey, so you can
skip it if you like.
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dissemination, distribution, or unauthorized use is strictly prohibited.
Chapter 1
Getting the ABCs of Agile
In This Chapter
? Understanding where software development has been
? Dissecting the Agile Manifesto
? Defining agile today
I
f you’re reading this book, you’ve seen software being made.
Regardless of your role on the project, you know it’s not a
perfect process. You know it’s hard to do well. Software development doesn’t face problems for lack of trying or for lack of brain
power. People in the software business tend to be some very
bright, hardworking people. They don’t plan to deliver software
over budget, past deadline, and with defects (or without features
people need). So what’s been at the root of all these issues?
Agile is an attempt to make the process of software development
better and more effective, and it’s seen increasing popularity
and success. In this chapter, you discover how agile is an
incremental, iterative approach to delivering high-quality
software with frequent deliveries to ensure value throughout
the process. It places a high value on individuals, collaboration,
and the ability to respond to change.
Looking Back at Software
Development Approaches
To understand how agile has been successful, take a moment
to look back at some of the software development approaches
that have gone before it. As software development has
evolved over the last 70-plus years, it has had several dominant
models or methodologies. Each had reasons for coming into
being, and really no model is used as is; models are almost
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dissemination, distribution, or unauthorized use is strictly prohibited.
4
Agile For Dummies, IBM Limited Edition
always tailored to suite their unique needs. Each model has
its benefits and drawbacks.
A model or methodology is just a fancy word for a process or
approach to creating software, usually with specific steps or
phases used to manage it. The common thinking is that it’s
better to have an approach in mind than to have none at all.
Agile itself is just a newer …
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