By Gary Gruver,Mike Young,Pat Fulghum

this day, even the biggest improvement organisations are turning to agile methodologies, looking significant productiveness and caliber advancements. even though, large-scale agile improvement is tough, and publicly on hand case reports were scarce. Now, 3 agile pioneers at Hewlett-Packard current a candid, start-to-finish insider’s examine how they’ve succeeded with agile in a single of the company’s so much mission-critical software program environments: firmware for HP LaserJet printers.

This ebook tells the tale of a rare test and trip. may well agile ideas be utilized to re-architect a tremendous legacy code base? may possibly agile let either well timed supply and ongoing innovation? may perhaps it particularly be utilized to four hundred+ builders disbursed throughout 4 states, 3 continents, and 4 company devices? may perhaps it transcend offering incremental profits, to satisfy the stretch target of 10x developer productiveness improvements?

It may perhaps, and it did—but getting there has been now not easy.

Writing for either managers and technologists, the authors candidly talk about either their successes and screw ups, providing actionable classes for different improvement enterprises, in addition to methods that experience confirmed themselves many times in HP’s difficult atmosphere. They not just remove darkness from the capability merits of agile in large-scale improvement, additionally they systematically exhibit how those merits can really be achieved.

Coverage includes:
• Tightly linking agile equipment and firm structure with company objectives
• Focusing agile practices in your worst improvement discomfort issues to get the main bang in your buck
• leaving behind vintage agile equipment that don’t paintings on the greatest scale
• utilising agile the right way to determine a brand new architecture
• utilizing metrics as a “conversation starter” round agile method improvements
• Leveraging non-stop integration and caliber platforms to lessen charges, speed up schedules, and automate the supply pipeline
• Taming the making plans beast with “light-touch” agile making plans and light-weight long-range forecasting
• enforcing potent venture administration and making sure responsibility in huge agile projects
• handling tradeoffs linked to key judgements approximately organizational structure
• Overcoming U.S./India cultural changes that may complicate offshore development
• determining instruments to aid quantum leaps in productiveness on your organization
• utilizing swap administration disciplines to help higher company agility

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