| This chapter is quite long because our understanding of agile development has evolved a great deal since the writing of the agile manifesto. At first, people asked, "What does agile development really mean?" Their answers revealed the many and interesting ways in which the message can be misconstrued (mistakes that continue to this day). Then the questions became: "Where is the sweet spot of agile, and what do you do outside of the sweet spot?" and "What is the role of a project manager in a hyper-agile project?" We shall take a look here at these questions, along with how agile methodologies have evolved. Also suitable for discussion is the way in which the agile approach gets applied outside software development. The cooperative game model applies to business, journalism, law, and entertainment, as well as software development. Agile development applies to those areas but also to civil engineering and construction projects, such as house or airport construction. Agile and Self-Adapting: Evolution MISCONSTRUING THE MESSAGE | 244 | | | "Iterations must be short" | 244 | | | "Agile teams must be colocated" | 246 | | | "Agile teams don't need plans" | 247 | | | "Architecture is dead; refactoring is all you need" | 250 | | | "We don't need no *%@! managers!" | 253 | | | "Agile development is low in discipline" | 254 | | | "Agile only works with the best developers" | 257 | | | "Agile is new, old, failed, and untried" | 260 | EVOLUTION OF THE AGILE METHODOLOGIES | 261 | | | XP Second Edition | 262 | | | Scrum | 263 | | | Pragmatic and Anonymous | 264 | | | Predictable, Plan-Driven, and Other Centerings | 265 | | | Theory of Constraints | 268 | | | Lean Development | 270 | NEW METHODOLOGY TOPICS | 273 | | | Agile Project Management | 273 | | | Testing | 274 | | | User-Experience Design | 275 | | | Program Governance, Burn Charts, and Systems Engineering | 277 | | | Use Cases and User Stories | 284 | PERSISTENT QUESTIONS | 290 | | | Sweet Spots and the Drop-Off | 290 | | | Fixed-Price, Fixed-Scope Contracts | 291 | | | Agile, CMMI, ISO9001 | 292 | | | Another View of Agile and CMMI, by Paul McMahon, Principal, PEM Systems
| 296 | | | When to Stop Modeling (Reprise) | 297 | | | The High-Tech/High-Touch Toolbox | 302 | | | The Center of Agile | 304 | | | How Agile Are You? | 304 | | | Introducing Agile | 306 | | | Introducing Agile from the Top, by Bud Phillips, VP of Capital One
| 309 | AGILE OUTSIDE SOFTWARE DEVELOPMENT | 311 | | | Project Portfolio Management | 311 | | | Customer Relations | 312 | | | Contracts | 312 | | | Taking Agile into the Customer Space, by Eric Olafson, CEO, Tomax
| 316 | | | Introducing Change into an Organization | 319 | | | Creating Change with Stickers, by Kay Johansen, Test Manager
| 321 | | | Lean Manufacturing at O.C. Tanner, by Mike Collins, Vice PresidentLean Enterprise Development, O.C. Tanner
| 323 | | | Programmers Read the Harvard Business Review | 325 | | | House Construction | 327 | | | Airport Construction | 329 | | | Book Publication | 331 | | | Conference Organization and Limits of the Agile Model | 332 |
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