What has been missing from the agile literature is a book, a solid practical on the specifics of developing large projects with an agile manner. This could provide a practical guide to large project issues such as architecture, requirements development, multi-level release planning, and team organization. Leffingwell? The book is a necessary guide for large projects and large organizations making the transition to agile development.? Highsmith? Jim, director, Agile Practice, Cutter Consortium, author of Agile Project Management? There? S tension between building software fast and provide software that lasts, between being ultra-responsive to market changes and maintain the level of stability. In Scaling Software Agility, Dean Leffingwell describes how agile methods can be applied to classes of business development. Part I provides an overview of methods.Part II, the most common and effective agile describes seven best practices of agility that natively scale to the company level.Part III describes an additional set of seven organizational capabilities that companies can master to achieve the full benefits of software agility on an enterprise scale. This book is very valuable for software developers, testers and QA personnel, managers and lead teams, and executives of software organizations that aim to improve quality and productivity of software development process but who are faced with the challenges of software development on enterprise scale. Preface Preface Acknowledgments About the Author Part I: Overview of Software Agility Chapter 1: Introduction to Agile Methods Chapter 2: Why the Waterfall Model Does not Work t? Chapter 3: The Essence of XP Chapter 4: The Essence of Scrum Chapter 5: The Essence of RUP Chapter 6: Lean Software, DSDM, and FDD Chapter 7: The Essence of Agile Chapter 8: The Challenge of Scaling Agile Part II: Agile Team Practices That Scale Seven Chapter 9: The Define / Build / Test Component Team Chapter 10: Two Levels of Planning and Tracking Chapter 11: Mastering Iterations Chapter 12: Small, Release More Often Chapter 13: Testing Concurrent Chapter 14: Continuous Integration Chapter 15: Regular Reflection and Adaptation Part III: Creating the Agile Enterprise Chapter 16: Intentional Architecture Chapter 17: Lean Requirements at Scale: Vision, Roadmap, and the Elaboration of Just-in-Time Chapter 18: System of Systems and Agile Release Train Chapter 19: Managing Highly Distributed Development Chapter 20: Impact on Customers and Operations Chapter 21: Changing the Organization Chapter 22: Business Performance Measurement Conclusion: Agility Works at Scale Bibliography Index