A Practical Approach to Large-Scale Agile Development: How HP Transformed LaserJet FutureSmart Firmware
Today, even the largest development organizations are turning to agile methodologies, seeking major productivity and quality improvements. However, large-scale agile development is difficult, and publicly available case studies have been scarce. Now, three agile pioneers at Hewlett-Packard present a candid, start-to-finish insider’s look at how they’ve succeeded with agile in one of the company’s most mission-critical software environments: firmware for HP LaserJet printers.
This book tells the story of an extraordinary experiment and journey. Could agile principles be applied to re-architect an enormous legacy code base? Could agile enable both timely delivery and ongoing innovation? Could it really be applied to 400+ developers distributed across four states, three continents, and four business units? Could it go beyond delivering incremental gains, to meet the stretch goal of 10x developer productivity improvements?
It could, and it did—but getting there was not easy.
Writing for both managers and technologists, the authors candidly discuss both their successes and failures, presenting actionable lessons for other development organizations, as well as approaches that have proven themselves repeatedly in HP’s challenging environment. They not only illuminate the potential benefits of agile in large-scale development, they also systematically show how these benefits can actually be achieved.
• Tightly linking agile methods and enterprise architecture with business objectives
• Focusing agile practices on your worst development pain points to get the most bang for your buck
• Abandoning classic agile methods that don’t work at the largest scale
• Employing agile methods to establish a new architecture
• Using metrics as a “conversation starter” around agile process improvements
• Leveraging continuous integration and quality systems to reduce costs, accelerate schedules, and automate the delivery pipeline
• Taming the planning beast with “light-touch” agile planning and lightweight long-range forecasting
• Implementing effective project management and ensuring accountability in large agile projects
• Managing tradeoffs associated with key decisions about organizational structure
• Overcoming U.S./India cultural differences that can complicate offshore development
• Selecting tools to support quantum leaps in productivity in your organization
• Using change management disciplines to support greater enterprise agility
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Chapter 1 Agile Principles versus Practices
Chapter 2 Tuning Agile to Your Business Objectives
Chapter 3 Aligning Architecture with Business Objectives
Chapter 4 How to Establish a New Architecture Using Agile Concepts
Chapter 5 The Real Secret to Success in LargeScale Agile
Chapter 6 Continuous Integration and Quality Systems
Chapter 7 Taming the Planning Beast
Chapter 8 Unique Challenges of Estimating Large Innovations
Chapter 11 Effective Agile Development across US and Indian Cultures
Quantum Leaps in Productivity
HP FutureSmart Firmware
Chapter 14 Change Management in Moving Toward Enterprise Agility
Chapter 15 Differences in Our Perspective on Scaling Agile
Chapter 16 Taking the First Step
Twelve Principles of Agile Software
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agile approach agile community agile development agile management Agile Manifesto agile principles Agile Software Agile Software Development aligned Application Lifecycle Management architect architecture automated testing autorevert bottleneck breakthroughs build burndown charts challenges change management change requests Chapter code base code changes commit components continuous integration cost drivers created cycle deliver delivery deployment pipeline developer productivity development process development team drive enterprise feature throughput FIGURE firmware development fleet focus going hardware HP FutureSmart Firmware impact improve innovation investment Jim Highsmith L2 test large-scale agile LaserJet learning marketing ment metrics Mini-Milestone needed organization organizational planning priorities product owner program manager project manager qualification quickly release requirements role scaling agile schedule Scrum solution sprint objectives started success sure system engineers technical lead test automation test harnesses there’s things track transformation unit tests user stories value proposition versus VMPS waterfall