Adapting Configuration Management for Agile Teams -- Contents -- Publisher's Acknowledgements -- Preface -- Acknowledgements -- About the Author -- Contributor Biography -- 1 Introduction: Racing with Confidence -- 1.1 Focus of this Book -- 1.2 Who should Use this Book -- 1.3 Navigation through this Book -- 1.4 Value of this Book -- 2 CM Primer -- 2.1 Brief History of CM -- 2.2 CM Values -- 2.2.1 Identification -- 2.2.2 Control -- 2.2.3 Audit -- 2.2.4 Report -- 2.3 CM Practices -- 2.3.1 CM Planning Practice -- 2.3.2 Version Control Practice -- 2.3.3 Change Control Practice -- 2.3.4 Build Management Practice -- 2.3.5 Release Practice -- 2.3.6 Problem Management Practice -- 2.3.7 Audit Practice -- 2.3.8 Report Practice -- 2.3.9 Other Practices -- 2.4 Benefits of CM -- 2.4.1 Benefits of CM to Management -- 2.4.2 Benefits of CM to Development Staff -- 2.4.3 Benefits of CM for CM and QA/Test Personnel -- 2.5 CM Roles -- 2.6 CM Mindset -- 2.6.1 Thinking Modular -- 2.6.2 Thinking Integrity -- 2.6.3 Thinking ''Get It Done'' -- 2.6.4 Thinking Improvement -- 2.7 Relationship of CM to Culture, Methods, & Governance -- 2.7.1 Relationship of Culture to CM -- 2.7.2 Relationship of Governance to CM -- 2.7.3 Relationship of Methods to CM -- 2.7.4 Avoiding Mistakes in CM Adoption -- 2.8 CM Resource Guide -- 2.8.1 CM Books -- 2.8.2 CM websites -- 3 Agile Primer -- 3.1 Brief History of Agile -- 3.2 Agile Values (a.k.a., Manifesto) -- 3.3 Agile Methods -- 3.3.1 Scrum -- 3.3.1.1 Scrum Roles -- 3.3.1.2 Scrum Practices and Artifacts -- 3.3.2 Extreme Programming (XP) -- 3.3.2.1 XP Roles -- 3.3.2.2 XP Practices and Rules -- 3.3.3 Other Methods that Support Agile -- 3.3.3.1 DSDM -- 3.3.3.2 Feature-Driven Development (FDD) -- 3.3.3.3 Agile Unified Process -- 3.4 Benefits of Agile -- 3.5 Agile Personality Types -- 3.5.1 Innovator -- 3.5.2 Champion -- 3.5.3 Workhorse.

3.5.4 Bandwagon -- 3.5.5 Cowboy -- 3.5.6 Deceiver -- 3.5.7 Denier -- 3.5.8 Summarizing the Types -- 3.6 Agile Roles -- 3.6.1 Agile Coach -- 3.6.2 Agile Project Manager/ScrumMaster -- 3.6.3 Agile Project Team -- 3.6.4 Product Owner/Manager -- 3.6.5 Customer -- 3.7 Agile Mindset -- 3.7.1 Thinking Small -- 3.7.2 Thinking Business Value -- 3.7.3 Thinking Continuous -- 3.7.4 Thinking Self-Empowered Team -- 3.7.5 Thinking Collaboration -- 3.8 Moving to an Agile Culture -- 3.8.1 Targeting the Sweet Spot -- 3.8.2 Targeting the Product Level -- 3.8.3 Actions for Agile Change -- 3.8.3.1 Promoting a Dedicated Team -- 3.8.3.2 Ensure Continuous Customer Participation -- 3.8.3.3 Advocating for an Agile Coach -- 3.8.3.4 Promoting Co-Location -- 3.8.3.5 Introducing Agile Terminology -- 3.8.3.6 Promoting Agile Practices -- 3.8.3.7 Minimizing Project Reporting -- 3.8.3.8 Embracing Change -- 3.8.3.9 Praising Cancelled Projects -- 3.8.3.10 Removing Formality and Ceremony -- 3.8.4 Determining Agile Readiness -- 3.8.5 Measuring your Move Toward Agile -- 3.8.6 Avoiding Mistakes in Agile Adoption -- 3.9 Agile Resource Guide -- 3.9.1 Agile Books -- 3.9.2 Agile Websites -- 4 How CM and Agile Values Work Together -- 4.1 Aligning Agile and CM Mindsets -- 4.1.1 Challenges of Aligning the Minds -- 4.2 Supporting Agile and CM Values without Sacrifice -- 4.3 Value of Retrospective to CM -- 4.4 Agile Perspective of CM Practices -- 4.4.1 Value Ranking of CM Practices by CM Professionals -- 4.4.2 Value Rating of CM Practices by Agile Professionals -- 4.4.2.1 Agile Perspective of CM Tools in General -- 4.4.2.2 Agile Perspective of CM Planning -- 4.4.2.3 Agile Perspective for Version Control -- 4.4.2.4 Agile Perspective for Build Management -- 4.4.2.5 Agile Perspective of Change Control -- 4.4.2.6 Agile Perspective of Problem Management -- 4.4.2.7 Agile Perspective of CM Audit.

4.4.2.8 Agile Perspective of CM Reporting -- 4.4.2.9 Agile Perspective of Release Engineering -- 5 Approaching Infrastructure for Agile -- 5.1 Guiding Principles for Approaching Infrastructure -- 5.2 Considerations for Approaching Infrastructure -- 5.2.1 Iteration 0 -- 5.2.2 Agile Team as Customer of Infrastructure -- 5.2.3 Architecture Envisioning -- 5.2.4 To Envision or to Refactor -- 5.3 Infrastructure Envisioning -- 5.3.1 Initiating an Iteration 0 at the Beginning -- 5.3.2 Thinking Iterations -- 5.3.3 Tasks in Product Backlog or Infrastructure Backlog -- 5.3.4 Reflections on Infrastructure Envisioning -- 5.4 Infrastructure Refactoring -- 5.4.1 Iteration Planning or Iteration 0 -- 5.4.2 Thinking in Iterations -- 5.4.3 Tasks in Product Backlog or Infrastructure Backlog -- 5.4.4 Reflections on Infrastructure Refactoring -- 5.5 Owning on Premises or Renting in the Clouds -- 5.5.1 Renting in the Clouds -- 5.5.2 Owning Server and Renting Space (a.k.a., Co-location as a Service) -- 5.5.3 Owning on Premises -- 5.5.4 Reflections on Premises or in the Clouds -- 6 Approaching the CM Implementation for Agile -- 6.1 CM Envisioning -- 6.1.1 Strategizing for the Whole with Iteration 0 -- 6.1.1.1 Owning CM Infrastructure on Premises -- 6.1.1.2 Renting CM Infrastructure in the Clouds -- 6.1.1.3 Sharing through CM Co-op Environments -- 6.1.2 Implementing Incrementally -- 6.1.3 CM in Product Backlog or CM Backlog -- 6.2 CM Refactoring -- 6.2.1 Iteration Planning or Iteration 0 -- 6.2.2 Think in Iterations -- 6.2.3 CM in Product Backlog or CM Backlog -- 6.3 Automate, Automate, Automate for Agile -- 6.3.1 Benefits of CM Automation to Agile -- 6.3.2 Chunks, Iterations, and Increments -- 6.3.2.1 Advantages of Smaller Chunks and Increments -- 6.3.2.2 Disadvantages of Smaller Chunks and Increments -- 6.3.3 Location, Location, Location -- 6.3.3.1 Co-location of Team.

6.3.3.2 Co-location of Infrastructure -- 6.3.3.3 Co-location of Functionality -- 6.3.3.4 CM Considerations for Co-location and Agile -- 7 Adapting CM Practices for Agile -- 7.1 Adapting to Continuous Integration and Build -- 7.1.1 The ''Continuous'' Cultural Shift -- 7.1.1.1 How ''Continuous'' Adds Stress and Load to CM -- 7.1.2 Right-Size Branching for Agile -- 7.1.2.1 ABCs of Branching -- 7.1.2.2 Private Workspace -- 7.1.2.3 Factors for an Agile Branching Strategy -- 7.1.2.4 Understanding Codelines -- 7.1.2.5 Branching Scenarios -- 7.1.2.6 Branching Challenges -- 7.1.2.7 Branching Summary -- 7.1.3 Shifting Responsibilities for Merge and Build Activities -- 7.1.4 Effective Merge for Agile -- 7.1.4.1 Merge Challenges -- 7.1.5 Effective Build for Agile -- 7.1.5.1 Build Levels -- 7.1.5.2 Build Automation for Continuous Integration -- 7.1.6 Continuous Testing with Teeth -- 7.1.6.1 Unit Testing -- 7.1.6.2 Smoke Testing -- 7.1.7 Reflections on Continuous Integration and Build -- 7.2 Adapting CM Planning -- 7.2.1 Balancing Agile Values with Organization Needs -- 7.2.2 Getting Started with Iteration 0 -- 7.2.3 Evolutionary CM Plan -- 7.2.4 Reusable CM Plan -- 7.2.5 Inherited CM Plan -- 7.2.6 Types of CM Planning Formats -- 7.2.7 Adapting CM Roles and Responsibilities for Agile -- 7.2.7.1 CM as Holistic Part of the Agile Team -- 7.2.7.2 Adjusting CM Responsibilities -- 7.2.8 Reflections on CM Planning for Agile -- 7.3 Adapting to Support Refactoring -- 7.3.1 Reflections on Refactoring -- 7.4 Adapting to Support Pair Programming -- 7.4.1 Reflections on Pair Programming -- 7.5 Adapting to Support Test Driven Development (TDD) -- 7.5.1 Reflections on Test-Driven Development -- 7.6 Adapting to Support Agile Distributed Teams -- 7.6.1 Distributed Analysis for Distributed Teams -- 7.6.2 Code Access Approaches.

7.6.3 Reflections on Approaching Agile Distributed Teams -- 7.7 Adapting Change Control, Traceability, and Baselines -- 7.7.1 Tracking Requirements or Stories and their Changes -- 7.7.2 Adjusting the Notion of Baseline -- 7.7.2.1 Baseline Considerations for Agile -- 7.7.2.2 Baselines for Agile -- 7.7.3 Approaching Traceability for Agile -- 7.7.3.1 Traceability for the Right Reasons -- 7.7.3.2 Traceability Considerations for Agile -- 7.7.4 Reflections on Change Control, Traceability, and Baselines for Agile -- 7.8 Adapting CM Audit -- 7.8.1 Agile Considerations for Audit -- 7.8.1.1 Trust or Verification -- 7.8.1.2 What Baselines to Audit Against -- 7.8.1.3 Challenges with BEUF Specifications -- 7.8.1.4 Audit after the Third Iteration -- 7.8.2 Approaching Audit for Agile -- 7.8.2.1 Automating Code to Build Baselines -- 7.8.2.2 Move the Process Audit to the Retrospective -- 7.8.2.3 Move the Baseline Audit to the Review -- 7.8.2.4 Giving Cadence to Industry Standards -- 7.8.3 Reflections on CM Audit for Agile -- 7.9 Adapting Problem Management -- 7.9.1 Establishing Problem Management Upfront -- 7.9.2 From Phase to Iteration -- 7.9.3 Problem Management for Pair Programming -- 7.9.4 Problem Management Automation -- 7.9.5 Reflections on Problem Management for Agile -- 7.10 Adapting CM Report and Review -- 7.10.1 Moving CM Report and Review into the Retrospective -- 7.10.2 Adjusting CM Metrics that Help Deliver Value -- 7.10.3 Constructing a Value-Added Metric -- 7.10.3.1 Metric Building Blocks -- 7.10.3.2 Considering the Benefit of the Metric -- 7.10.3.3 Determining Effort to Collect the Metric -- 7.10.3.4 Assessing the Value of the Metric -- 7.10.3.5 Comparing amongst Potential Metrics -- 7.10.3.6 Monitoring of the Metric -- 7.10.4 Waste and Examples of Value-Added CM Metrics -- 7.10.5 Reflections on Adapting CM Report and Review for Agile.

8 CM Tool as a Strategic Agile Partner.