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  • Lean from the Trenches: Managing Large-Scale Projects with Kanban

    (By Henrik Kniberg)

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    Author Henrik Kniberg
    “Book Descriptions: 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 Don’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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