We need to be responsive to a dynamic marketplace - embrace change, don't fight it. If you've struggled with rigid processes imposed on your software development team, or at the other extreme, if you've never known how some process can help your software team - then this is a great book for you.
Craig provides the evidence to support my view that software development is not a repeatable, conveyor belt production line. It is an exploratory endeavour. Sure there are constraints imposed on a software team - budget, resources, time. But they should be the boundaries that your team operates within. You should not try to be specific about the tasks your team will do, just be specific about their boundaries - what they won't do.
If you struggle to understand this concept, or struggle to make others understand, point them to Craig's chapter on evidence. It seems the software industry project managers have hoodwinked us into believing every small step in a project can and must be planned out, otherwise the team will fail. My experience, and Craig's research, supports the fact that this is incorrect. Projects can be run in an agile manner and will be successful.
I've been able to use this text to address other people's concerns, to support my observations and to help move a very rigid team to be more adaptive. In fact, I find it hard to locate the book now as it is being passed from one PM to the next! Hmmm, about time they bought their own copy...
Larman's latest presents a wonderful introduction into what iterative and evolutionary development is about. The word "agile" in the title seems a bit displaced as the text mostly discusses about "iterative" and "evolutionary" rather than "agile", but that really is no big deal because what's inside the covers is pure gold for any one.
After a thorough introduction to the theory, Larman drops a bomb on the table; the chapter titled "Evidence" is worth the salt alone. Larman has collected an impressive list of references to early, large projects employing iterative and evolutionary development. He also reminds us how the creators of predictive planning based methods have themselves preferred an iterative approach from day one.
The book also packs nice descriptions of four iterative and evolutionary processes, namely XP, Scrum, UP, and Evo. The descriptions are clear but, to some degree, repetitive.
Although the chapter on evidence is definitely the gold chip, the last 70 pages proved to be a very pleasant surprise. Larman presents a list of practical tips and tricks for adopting and running iterative processes, as well as answers the toughest questions in a Q/A section.
Highly recommended. Have your boss read it as well.
Next is the clear, easy-to-read comparison between the leading agile methodologies (XP, Scrum and UP) and Evo that illustrates their commonalities and differences.
The 'icing on the cake' is the "Practice Tips" chapter that contains many practical insights that I learned the hard way. I think it will be especially useful for project managers new to agile.
As a manager with over 3 years experience managing XP projects, my opinion is that this book is a must-have for any manager interested in agile and iterative development.
Boy - did he switch on some lights as to why you should use AGILE rather than WATERFALL development.
I am now the proud owner of both his books (personally signed! as well).
The 2 days were fantastic. The books are even better - complementing each other with lots of examples and stating actual scientific facts. I am now busy trying to read "Agile and Iterative Development: A Manager's Guide" on the train and the like.
The book will be a great aid in helping you change mindset of management so do yourself a favour - grab a copy for yourself and one for the boss!!
You will not be disappointed.
Mark Bourne
But seriously, as my work is based around Scrum, XP, & RUP I have found this book compelling. Larman's insightful and objective process analysis make this book required reading for all leads and managers.reviews: 1, 2, 3, 4, 5, 6, 7, 8, page 9, 10
