Refactoring to Agility

book cover
Refactoring to Agility
By Carol A. Wellington
Publisher: Addison Wesley Professional
Pub Date: June 30, 2006
Print ISBN-10: 0321486471
Print ISBN-13: 978-0-321-48647-9
Pages: 80

Table of Contents

A Practical Framework for Gaining Agility's Benefits Without the Risk


Agile methodologies, such as XP, Scrum, Crystal, and Lean Software Development enable development organizations to deliver higher-quality software far more rapidly. However, for the "non-agile" development organization, transitioning to agility is an enormous leap, requiring radically new skills and presenting profound risks.


In this book, leading agile practitioner Carol A. Wellington introduces the first systematic, three-phase process for moving smoothly to agility. Just as developers have learned to refactor code to improve performance and maintainability, Wellington shows how to refactor processes to improve agility.


Using Wellington's framework, you can gradually move toward agility, while maintaining full control and avoiding disruption. You'll lay a solid foundation for agility, and then refactor more and more of your processes, systematically introducing agility wherever it delivers compelling value. You can retain current processes that work, and implement the best agile methods for your organization, regardless of their source. This practical approach can help you build organizational confidence in agility, drive measurable benefits, and minimize risk every step of the way.


Coverage includes


·        Phase 1: Time-boxed iterations that deliver customer-visible functionalitynot just components

·        Phase 2: A lightweight measurement process to detect problems and evaluate changes withoutwasting too much time gathering and analyzing data

·        Phase 3: Identifying your worst process "smells," uncovering their true underlying causes, and fixing them

·        Incrementally bringing agility to planning, estimation, analysis, design, development, and process management

·        Eliminating tasks and processes that don't add value

·        Overcoming pitfalls and hidden interconnections that complicate your agile transition

·        Learning to lead the transition to agility, gaining buy-in from team members, customers, and executives


Whatever your role, organization, or current methodology, Refactoring to Agility can help you reap powerful value from agile methodswithout the risks.


Dr. Carol A. Wellington is a professor of computer science and the department chair at Shippensburg University of Pennsylvania. Prior to this position, she was a leader in large software development organizations, building operating systems and real-time embedded applications. Dr. Wellington currently uses this combination of academic and industrial experience as a consultant to help companies question their assumptions about development processes to improve their agility and product quality.


book cover
Refactoring to Agility
By Carol A. Wellington
Publisher: Addison Wesley Professional
Pub Date: June 30, 2006
Print ISBN-10: 0321486471
Print ISBN-13: 978-0-321-48647-9
Pages: 80

Table of Contents

      Chapter 1.  Introduction
      Section 1.1.  Agile and Plan-driven Methodologies
      Section 1.2.  How Time-boxed Iterations Help Us Handle Change
      Section 1.3.  Managing the Risk of Transitioning to Agility
      Section 1.4.  Phased Transition and Refactoring to Agility
      Section 1.5.  Outline of This Book
      Section 1.6.  References
      Chapter 2.  What Is Agility?
      Section 2.1.  Agility Is Not Binary
      Section 2.2.  How Much Agility Is Realistic Today?
      Section 2.3.  What Do We Need to React to with Agility?
      Section 2.4.  Agility Is Not an End State
      Section 2.5.  Agile Values
      Section 2.6.  Agile Teams
      Section 2.7.  Agile Management
      Section 2.8.  References
      Chapter 3.  Phase 1Getting to Fixed-length Development Iterations
      Section 3.1.  Start with the Coding Phase
      Section 3.2.  Plan and Release FunctionalityNot Components
      Section 3.3.  Example of Planning by Functionality
      Section 3.4.  Is It Refactoring or Rework?
      Section 3.5.  Preparing for Changes That Affect External Entities
      Section 3.6.  Common Pitfalls of Phase 1
      Section 3.7.  Evidence That Phase 1 Is Complete
      Section 3.8.  References
      Chapter 4.  Phase 2Measuring the Process
      Section 4.1.  Using Metrics to Affect Behavior
      Section 4.2.  Agile Metrics Philosophies
      Section 4.3.  What Is "The Goal"?
      Section 4.4.  What Should We Measure?
      Section 4.5.  Techniques for Defining Other Metrics
      Section 4.6.  Deploying Metrics
      Section 4.7.  Conclusions
      Section 4.8.  References
      Chapter 5.  Phase 3Refactoring the Process
      Section 5.1.  Are We Ready for Optimization?
      Section 5.2.  What Is a Process "Smell"?
      Section 5.3.  Picking Which Smell to Work On
      Section 5.4.  Making the Selected Change
      Section 5.5.  Measuring the Effect of a Change
      Chapter 6.  Process Innovations by Type
      Section 6.1.  Planning Innovations
      Section 6.2.  Estimation Innovations
      Section 6.3.  Process Management Innovations
      Section 6.4.  Analysis/Design Innovations
      Section 6.5.  Development Innovations
      Section 6.6.  General Process Innovations
      Section 6.7.  References
      Chapter 7.  Process Smells
      Section 7.1.  Non-value-adding Activities
      Section 7.2.  Smells in Deliverables
      Section 7.3.  Planning Smells
      Section 7.4.  General Smells
      Section 7.5.  References