By Craig Larman
Agile and iterative tools have emerged because the hottest techniques to software program improvement, and with solid cause. examine (examined and brought up intimately inside of this booklet) indicates that iterative equipment lessen the chance of failure, in comparison to conventional types of improvement. This publication is a good creation for either managers and practitioners that want a distilled and punctiliously prepared studying relief for the hands-on practices from making plans to standards to checking out and the values that outline those tools. the writer additionally offers facts of the price of switching to agile and iterative tools. via learning this ebook, the reader will discover ways to practice the foremost principles in agile and iterative improvement, the main points and comparability of 4 influential iterative equipment (Scrum, severe Programming, Evo, and the Unified Process), solutions to commonly asked questions, and critical similar administration talents. The book's objective is caliber info that may be quick understood and utilized.
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Additional resources for Agile and Iterative Development: A Manager's Guide
Let’s start by breaking down how I calculated your hypothetical yearly compensation earlier: • Base salary: 64K • Benefits: 25% of 64K = 16K • Bonus: 2K • Stock: 6K • Total: 88K There are two fuzzy areas in this calculation. First, if you haven’t worked for yourself, you probably haven’t considered benefits as part of your compensation before. That 25% is an educated swag that most companies use to account for health and life insurance and 401k. You spend a lot of time ignoring this 25% because it involves things like retirement and health benefits and—duh— you’re immortal.
This is the one you were losing sleep over. This is why you bought Dive into Python and read it over the weekend. No one, other than the CEO, is going to trump Bob. Good luck. The CEO Interviewing with The CEO is not necessarily an interview with the actual CEO; it’s the interview with the highest-level manager during your interview process. This is likely the hiring manager’s manager. Where’s the Button? Simply put, you need to be prepared for some serious Jedi Mind Shit with The CEO. The feint’n’jab you used on Slick Steve isn’t going to work here.
My real question here is: what’s the story that will be told about you when you leave? Will it be, “He’s the guy who bailed when it got tough” or “He left us at a tough time, but left us in good shape”? The reality is: You’re never done. There’s never a good time to go. If you’re a key player in the organization, everyone will likely freak out when they hear you’re leaving, meetings will be held to brainstorm backup plans, you’ll leave, and things will pretty much proceed as they did when you were there.