Henrik Kniberg
Lean from the Trenches, is all about actual practice., Find out how the Swedish police combined XP, Scrum, and Kanban in a 60-person project. From start to finish, you'll see how to deliver a successful product using Lean principles., We start with an organization in desperate need of a new way of doing things and finish with a group of sixty, all working in sync to develop a scalable, complex system. You'll walk through the project step by step, from customer engagement, to the daily "cocktail party," version control, bug tracking, and release. In this honest look at what works--and what doesn't--you'll find out how to: ,Make quality everyone's business, not just the testers. Keep everyone moving in the same direction without micromanagement. Use simple and powerful metrics to aid in planning and process improvement. Balance between low-level feature focus and high-level system focus. , You'll be ready to jump into the trenches and streamline your own development process.,Contents,Foreword,Preface,PART I: HOW WE WORK,1. About the Project,1.1 Timeline 5,1.2 How We Sliced the Elephant 6,1.3 How We Involved the Customer 7,2. Structuring the Teams,3. Attending the Daily Cocktail Party,3.1 First Tier: Feature Team Daily Stand-up,3.2 Second Tier: Sync Meetings per Specialty,3.3 Third Tier: Project Sync Meeting,4. The Project Board,4.1 Our Cadences,4.2 How We Handle Urgent Issues and Impediments,5. Scaling the Kanban Boards,6. Tracking the High-Level Goal,7. Defining Ready and Done,7.1 Ready for Development,7.2 Ready for System Test,7.3 How This Improved Collaboration ,8. Handling Tech Stories,8.1 Example 1: System Test Bottleneck,8.2 Example 2: Day Before the Release,8.3 Example 3: The 7-Meter Class,9. Handling Bugs,9.1 Continuous System Test,9.2 Fix the Bugs Immediately,9.3 Why We Limit the Number of Bugs in the Bug Tracker,9.4 Visualizing Bugs,9.5 Preventing Recurring Bugs,10. Continuously Improving the Process,10.1 Team Retrospectives,10.2 Process Improvement Workshops,10.3 Managing the Rate of Change,11. Managing Work in Progress,11.1 Using WIP Limits,11.2 Why WIP Limits Apply Only to Features,12. Capturing and Using Process Metrics,12.1 Velocity (Features per Week),12.2 Why We Donâ€™t Use Story Points,12.3 Cycle Time (Weeks per Feature),12.4 Cumulative Flow,12.5 Process Cycle Efficiency,13. Planning the Sprint and Release,13.1 Backlog Grooming,13.2 Selecting the Top Ten Features,13.3 Why We Moved Backlog Grooming Out of the Sprint Planning Meeting,13.4 Planning the Release,14. How We Do Version Control,14.1 No Junk on the Trunk,14.2 Team Branches,14.3 System Test Branch,15. Why We Use Only Physical Kanban Boards,16. What We Learned,16.1 Know Your Goal,16.2 Experiment,16.3 Embrace Failure,16.4 Solve Real Problems,16.5 Have Dedicated Change Agents,16.6 Involve People,PART II: A CLOSER LOOK AT THE TECHNIQUES ,17. Agile and Lean in a Nutshell,17.1 Agile in a Nutshell,17.2 Lean in a Nutshell,17.3 Scrum in a Nutshell,17.4 XP in a Nutshell,17.5 Kanban in a Nutshell,18. Reducing the Test Automation Backlog,18.1 What to Do About It,18.2 How to Improve Test Coverage a Little Bit Each Iteration,18.3 Step 1: List Your Test Cases,18.4 Step 2: Classify Each Test,18.5 Step 3: Sort the List in Priority Order,18.6 Step 4: Automate a Few Tests Each Iteration,18.7 Does This Solve the Problem?,19. Sizing the Backlog with Planning Poker,19.1 Estimating Without Planning Poker,19.2 Estimating with Planning Poker,19.3 Special Cards,20. Cause-Effect Diagrams,20.1 Solve Problems, Not Symptoms,20.2 The Lean Problem-Solving Approach: A3 Thinking,20.3 How to Use Cause-Effect Diagrams,20.4 Example 1: Long Release Cycle,20.5 Example 2: Defects Released to Production,20.6 Example 3: Lack of Pair Programming,20.7 Example 4: Lots of Problems,20.8 Practical Issues: How to Create and Maintain the Diagrams,20.9 Pitfalls,20.10 Why Use Cause-Effect Diagrams?,21. Final Words,A1. Glossary: How We Avoid Buzzword Bingo,Index
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Lean from the Trenches