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908REVIEW: "Agile Coaching", Rachel Davies/Liz Sedley

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  • Rob, grandpa of Ryan, Trevor, Devon & Han
    Sep 27, 2013
    • 0 Attachment
      BKAGLCCH.RVW 20121212

      "Agile Coaching", Rachel Davies/Liz Sedley, 2009, 978-1-93435-643-2,
      U$34.95/C$43.95
      %A Rachel Davies
      %A Liz Sedley
      %C 2831 El Dorado Pkwy, #103-381 Frisco, TX 75033
      %D 2009
      %G 978-1-93435-643-2 1-93435-643-3
      %I Pragmatic Bookshelf
      %O U$34.95/C$43.95 sales@... 800-699-7764
      %O http://www.amazon.com/exec/obidos/ASIN/1934356433/robsladesinterne
      http://www.amazon.co.uk/exec/obidos/ASIN/1934356433/robsladesinte-21
      %O http://www.amazon.ca/exec/obidos/ASIN/1934356433/robsladesin03-20
      %O Audience n+ Tech 1 Writing 1 (see revfaq.htm for explanation)
      %P 221 p.
      %T "Agile Coaching"

      The foreword says the book is about key aspects of the Agile cycle.
      The introduction says that the work is intended to enable teams to get
      the best from Agile, and then later that it directs you as to how to
      coach people to adopt Agile mechanics. Agile is defined as being a
      mix of Extreme Programming, Lean, and Scrum. The cycle, when it is
      given, seems to be a slight modification of Deming's Plan/Do/Check/Act
      (PDCA) cycle: it is PDAC.

      Part one purports to be coaching basics. Chapter one assumes a
      perspective of an outside consultant rather than a manager, but is
      generic management and training advice. Communications and conflict
      are addressed in chapter two. Change is encouraged in chapter three.
      Building an Agile team is reviewed in chapter four, with an emphasis
      on consensus and collegiality.

      Part two reviews planning as a team. Chapter five deals with the
      "daily standup," and it's standard queries of what you did yesterday,
      what you are doing today, and what barriers are in the way. Chapter
      six talks of cards and stories, but essentially is examining
      requirements. Planning ahead is outlined in chapter seven. The team
      board, with assignments, targets, and progress, is the subject of
      chapter eight.

      Part three cares about quality. Testing is addressed in chapter nine.
      Test driven development is recommended in chapter ten, but the
      definition and implementation details are poor, making any attempt on
      the part of the reader unlikely to succeed. Again, in chapter eleven,
      I agree with the concept of clean code, but, depending upon the
      situation, some of the advice here could be downright dangerous.

      Part four is about listening to feedback. Chapter twelve is about
      demonstrations and results. "Driving change with retrospectives," in
      chapter thirteen, is mostly about managing meetings. Chapter fourteen
      finishes off the book with suggestions to enhance your own personal
      development.

      The content of this work is generically good advice, but it is
      pedestrian and fuzzy. The "soft focus," "feel good" tone to pretty
      much everything is not likely to appeal to, or convince, many
      technical types.

      copyright, Robert M. Slade 2013 BKAGLCCH.RVW 20121212


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