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Being a certified bibliophile and a professional geek, I have more shelf space devoted to books on software methods than any reasonable human should possess. Balancing Agility and Discipline has a prominent place in that section of my library, because it has helped me sort through the noise and smoke of the current method wars. This is an outstanding book on an emotionally complicated topic. I applaud the authors for the care with which they have handled the subject. The authors have done a commendable job of identifying five critical factors--personnel, criticality, size, culture, and dynamism--for creating the right balance of flexibility and structure. Their thoughtful analysis will help developers who must sort through the agile-disciplined debate, giving them guidance to create the right mix for their projects.
- Sales Rank: #855702 in Books
- Published on: 2003-08-21
- Original language: English
- Number of items: 1
- Dimensions: 9.20" h x .69" w x 7.00" l, 1.08 pounds
- Binding: Paperback
- 304 pages
From the Back Cover
"Being a certified bibliophile and a professional geek, I have more shelf space devoted to books on software methods than any reasonable human should possess. Balancing Agility and Discipline has a prominent place in that section of my library, because it has helped me sort through the noise and smoke of the current method wars." --From the Foreword by Grady Booch "This is an outstanding book on an emotionally complicated topic. I applaud the authors for the care with which they have handled the subject." --From the Foreword by Alistair Cockburn "The authors have done a commendable job of identifying five critical factors--personnel, criticality, size, culture, and dynamism--for creating the right balance of flexibility and structure. Their thoughtful analysis will help developers who must sort through the agile-disciplined debate, giving them guidance to create the right mix for their projects." --From the Foreword by Arthur Pyster
Agility and discipline: These apparently opposite attributes are, in fact, complementary values in software development. Plan-driven developers must also be agile; nimble developers must also be disciplined. The key to success is finding the right balance between the two, which will vary from project to project according to the circumstances and risks involved. Developers, pulled toward opposite ends by impassioned arguments, ultimately must learn how to give each value its due in their particular situations.
Balancing Agility and Discipline sweeps aside the rhetoric, drills down to the operational core concepts, and presents a constructive approach to defining a balanced software development strategy. The authors expose the bureaucracy and stagnation that mark discipline without agility, and liken agility without discipline to unbridled and fruitless enthusiasm. Using a day in the life of two development teams and ground-breaking case studies, they illustrate the differences and similarities between agile and plan-driven methods, and show that the best development strategies have ways to combine both attributes. Their analysis is both objective and grounded, leading finally to clear and practical guidance for all software professionals--showing how to locate the sweet spot on the agility-discipline continuum for any given project.
0321186125B10212003
About the Author
Barry Boehm has been trying to balance agility and discipline in software development since 1955. The TRW professor of software engineering and director of the USC Center for Software Engineering, he earlier served as director of the DARPA Information Science and Technology Office and as a chief scientist at TRW. Dr. Boehm's contributions to the field include the Constructive Cost Model (COCOMO), the Spiral Model of the software process, the Theory W (win-win) approach to software management and requirements determination, and his classic book, Software Engineering Economics (Prentice Hall, 1981).
Richard Turner, a research professor in engineering management and systems engineering at the George Washington University, approaches balanced software development and acquisition with broad industry and government experience and a skeptical attitude toward best practices. In support of the U.S. Department of Defense, he is responsible for identifying and transitioning new software technology into the development and acquisition of complex, software-intensive defense systems. Dr. Turner was on the original author team for Capability Maturity Model Integration (CMMI) and is coauthor off CMMI Distilled, Second Edition (Addison-Wesley, 2004).
Excerpt. © Reprinted by permission. All rights reserved.
Why We Wrote This BookTrue believers represent software development alternatives
In the last few years, two ostensibly conflicting approaches to software development have competed for hegemony. Agile method supporters released a manifesto that shifts the focus from traditional plan-driven, process-based methods to lighter, more adaptive paradigms. Traditional methods have reasserted the need for strong process discipline and rigorous practices. True believers on both sides have raised strident, often antagonistic, voices.
This book is for the rest of us
We wrote this book for the rest of us-those caught in the middle of the method wars simply trying to get our projects completed and accepted within too-tight schedules and budgets. We hope to clarify the perplexity about the roles of discipline, agility, and process in software development. We objectively compare and contrast the traditional, plan-driven approaches to the newer, agile approaches and present an overview of their home grounds, strengths, and weaknesses. We then describe a risk-based approach to aid in balancing agility and discipline within a software development project.
Our goal is to help you in your business environment
We hope that this is a practical book. It is intended to be neither academic nor exhaustive, but pragmatic. It is based on our own development experiences, current and past literature, long conversations with proponents of agile and plan-driven approaches, teaching students how to balance discipline and agility, and years of observing and measuring software development in industry, government, and academia. We discuss the subject matter absent a need to choose sides. Our goal is to help you gain the understanding and information you need to integrate the approaches in a manner that best fits your business environment. Who Should Read This Book The perplexed—or just curious
This book is for perplexed software and management professionals who have heard the buzz about agile methods and want to separate the chaff from the wheat. Perhaps you have a CMM- or ISO-certified organization and want to know if and how agile methods can help you. Or perhaps some part of your organization has adopted agile methods and you are unsure of how they should fit in. Fundamentally, if you need to understand how the latest software development approaches can help meet business goals, this book is for you.
Software project managers and mid-level executives should read this book to understand the agility/plan-driven controversy and learn how best to apply the new approaches in your organizations.
Software developers should read this book to better understand how your field is evolving and what it means for your career.
Computer science and software engineering students should read this book to better understand how to make choices about your own level of discipline, both in school and at work.
Academicians should read this book to understand some of what your students are asking about, and how to help them make informed decisions.
Proponents of both agile and plan-driven methods should read this book to dispassionately look at your opponent's ideas.
CIOs and CEOs should read this book to help you understand what's going on in the software world and what implications it may have for your company.
How To Read This Book Several ways to read the book
Most of you are busy people, and "must-read" material attacks you from all sides, 24/7. Some of you want to quickly assess the material for later reflection. Others want to know how to implement the concepts we present. For that reason, we've tried to make this book easy to read quickly but with pointers to more in-depth material.
In a hurry? Use the fast track for a quick overview
If time is short, use the fast track summaries to scan the total content of the book, stopping to read things you find interesting or particularly applicable to your needs, and following the icons for specific technical information. If you find you need even more detailed material, there are references as well as a list of additional resources in Appendix F.
First and last chapters are key
You can also tailor your reading through chapter selection. Reading the first and last chapters gives a pretty good idea of the material at a familiarization level. You can read the chapters in any order. Here is a quick summary:
The first chapter sets the stage for what follows. It introduces the main points and provides an executive summary of the book.
Chapter 2 compares the agile and plan-driven approaches and provides insight into the type of projects where each has been most successful—their home grounds.
Chapter 3 provides an experiential introduction to the approaches by describing how both a typical and not-so-typical day might be spent using each.
Chapter 4 presents two project case studies that illustrate the limits of pure agile and pure plan-driven implementations and the benefits of integrating the approaches.
Chapter 5 describes a risk-based approach for making methodology decisions that integrate agile and plan-driven practices, and illustrates it with representative examples.
Chapter 6 summarizes the material and offers some final observations.
Appendix A provides top-level descriptions of the major agile and plan-driven methods, highlighting their primary distinguishing factors, and a summary of those factors for comparison.
Appendices B-E provide technical and background information to support our analyses and speak to specific technical topics.
Appendix F supplies references and the endnotes are listed by chapter in Appendix G.
0321186125P04142003
Most helpful customer reviews
29 of 29 people found the following review helpful.
Reality Check. Nothing new but worth of saying out loud.
By Lasse Koskela
Balancing Agility and Discipline focuses on saying out loud what people in the trenches have been thinking all along. There's still no silver bullet -- we need a well balanced tool bag instead of a multipurpose hi-tech hammer.
The authors start the journey by describing the fundamental differences between traditional, plan-driven approaches and the latest agile methods. This is a great introduction and paves the way for the discussion to follow. However, occasionally the text uses the term "agile process" too loosely when really talking about the extreme characteristics of XP.
Next, Boehm and Turner set out to describe a typical day in the life of two teams; one agile and the other not so. However, these stories didn't quite reach the level of detail I was expecting.
The authors continue by presenting two case studies of projects where a plan-driven method was streamlined using agile techniques and an agile method was scaled up with some plan-driven elements. The subject is of great interest and the authors' approach is definitely valid.
A decision tool for customizing an appropriate mix of agile and plan-driven ingredients is explained. The tool itself is largely based on Boehm's earlier work and focuses on risk management. The authors illustrate the mechanics of the tool by presenting a family of applications of varying levels of stability and complexity. The rationale behind the thought process for composing the optimal method is valid and built on well-known truths.
The last third of the book is populated by numerous appendices. The first appendix introduces some popular agile and plan-driven processes and maturity models in the form of two-page summaries and comparison tables. The summaries serve as useful reminders but nothing more. The rest of the appendices, however, provide a short but valuable collection of tools for balancing the software development process and some empirical data on the costs and benefits of agility.
In summary, I would classify Balancing Agility and Discipline as a suggested reading for both agilists and sceptics. It's not necessarily a classic but it certainly serves as a useful reminder of things the industry has learnt the hard way and shouldn't be taken too lightly. Agile methods promote retrospectives. Boehm and Turner suggest extending that retrospective a bit farther.
22 of 23 people found the following review helpful.
Useful, critical, and current information....
By Jane Huang
This book addresses a critical and current discussion on how to balance agility and planned methods. Not only does it discuss project characteristics that identify the homeground of an individual project, but it also identifies agile practices that can be introduced into a traditional planned project, and discusses the use of planned techniques that may be needed to scale up large or critical agile projects. This is very useful material - and most certainly addresses current industry needs.
As an Asst. Professor of Software Engineering I have recently noticed a trend amongst the organizations in which my graduate students work. Several of these organizations that have historically employed traditional "waterfall" style lifecycle models are now experimenting with pilot projects that employ agile methods. They are not however deploying cookie cutter agile methods, but are selecting those agile practices that meet their own needs. My students explained that early prototype projects had indicated that applying agile processes resulted in better defect removal early in the projects.
Boehm and Turner's book addresses exactly these issues, and shows that agile and planned methods can be applied synergistically. Equally importantly the book reports on the small yet growing body of empirical results that support certain agile claims and challenge others. This provides the reader with critical information for determining which agile practices they may wish to deploy.
This book clearly reflects the years of experience both authors have had in industry and academia. As the creator of the spiral lifecycle model and the well known cost estimation model COCOMO, Boehm has a track record of correctly measuring the pulse of the industry and providing insights that have had a lasting impact. Once again, Boehm has written a book that I believe has identified a critical market trend and can provide invaluable insights for organizations seeking to find just the right balance within their own software development projects.
12 of 13 people found the following review helpful.
I probably should have given it 5 stars...
By Corey Thompson
This book succeeds brilliantly in two areas, but comes up a bit short in the third.
First, as far as distilling how plan-driven and agile-driven development methodologies are different (and the same), it is wonderful. They use five "critical factors" to determine a project's relative suitability for choosing one type over the other. I believe about 40% of the book is spent here.
Second, using the above information, the authors discuss how to ascertain and mitigate project risks, given the size and type of the application being developed, as well as the cultural (agile v. plan-driven) leanings of the development staff who will be working on it. This is mostly done at a "process framework" level. The premise of the book is that each project is somewhat different, so rightly they do not prescribe a process. I believe another 40% of the book is spent here.
Third, the book presents a number of charts showing how much impact plan-driven and agile-driven processes have had. Here I just feel like Boehm lent the book a bunch of his data. Although it is very useful data, it isn't detailed enough. It could have used an additional Appendix describing another project (there are three case studies already) more concretely. Especially in terms of the schedule, defect reduction rate, etc. metrics that are in one of the appendixes.
Overall, I highly recommend this book.
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