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Metagility : Managing Agile Development for Competitive Advantage.

Author: David Bishop
Publisher: Chicago : J. Ross Publishing, 2019.
Edition/Format:   eBook : Document : EnglishView all editions and formats
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Genre/Form: Electronic books
Additional Physical Format: Print version:
Bishop, David.
Metagility : Managing Agile Development for Competitive Advantage.
Chicago : J. Ross Publishing, ©2019
Material Type: Document, Internet resource
Document Type: Internet Resource, Computer File
All Authors / Contributors: David Bishop
ISBN: 9781604278040 1604278048
OCLC Number: 1100025429
Notes: Understanding the Systems Release
Description: 1 online resource (265 pages)
Contents: Front Cover; Title Page; Copyright; Contents; Foreword; Preface; About the Author; WAV™; PART 1-THE NEED FOR METAGILITY; Chapter 1 Agile Methods Today: What Has Changed and Why; Introduction; The Agile Manifes to Today; Individuals and Interactions over Processes and Tools; Working Software over Comprehensive Documentation; Customer Collaboration over Contract Negotiation; Responding to Change over Following a Plan; Agile Management Today: A Research Perspective; Why Are Agile Methods and Agility Concepts so Critical to Business Success Now?; Hyper-Accelerated Markets Approach for Building a New DirectionThe Evolution of Agility: Engineering and Software Traditions; Agility; Agile Software Development Methodologies; How Have Most Companies Dealt with These Issues?; Achieving Agile Vorticity; Chapter 2 The Problem: Performance and Limitations of Agile Methods; Understanding the Performance of Agile Methods in Challenging Situations; Agile's Positive Contributions; Agile's Challenges; Managing Agility with Embedded and Real-Time Systems; Why Are Embedded Systems so Important?; Continuous Development and Managing Complex Change; Managing Distributed Teams Adoption of Agility: The Need for Agile TransformationAgile Has Become the Industry Standard for Managing ISD Efforts; Agile Adoption in Large, Complex Environments: Leveraging a Hybrid Approach; Problems with the Current Literature: Limitations of Agile Research; What Is Agile, Really?; An Apparent Lack of Rigor; No Research in Differing Contexts; Lack of Research at the Organizational Level or Across Business Units; Chapter 3 Hybrid Agility: Determining and Implementing the Right Approach; Why Organizations Adopt Some Aspects of Agility and Not Others, and How This Is Changing Agile Methods Agile Is Not Just a Development Process Anymore, It's a New Way of Doing BusinessThe Agile Triangle Replacing the Iron Triangle; Obtaining Executive Involvement and Buy-In; Old Habits Die Hard: Convincing Others to Break Away from Waterfall; Agile Requires Too Many Meetings; We Don't Want to Provide High-Level Estimates; Agile Does Not Provide for Sound Technical or Architectural Planning; Agile Requires Colocation; Agile Does Not Allow for Long-Term Planning; Our Product and/or Development Environment Is Too Complicated for Agile; Unspoken Concerns Analyzing Your Environment to Determine the Correct Hybrid Agile ApproachHow Waterfall Is Commonly Blended with Agile Methods; Stage-Gate Governed Release Train; Hybrid Agile Stage-Gate Definitions; Hybrid Agile for Firmware Teams; Hybrid Agile for Hardware Teams; PART 2-THE AGILE BUSINESS VORTEX; Chapter 4 Understanding Agile Vortices; The Science Behind the Theory; Basic Design of the Research; How Data Was Collected; Qualitative Grounded Theory Analysis; Agile Vortices: How and Why They Occur; A Vignette of a Case Study; Converging Forces; The Agile Vortex Thought Experiment

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