908REVIEW: "Agile Coaching", Rachel Davies/Liz Sedley
- Sep 27, 2013BKAGLCCH.RVW 20121212
"Agile Coaching", Rachel Davies/Liz Sedley, 2009, 978-1-93435-643-2,
%A Rachel Davies
%A Liz Sedley
%C 2831 El Dorado Pkwy, #103-381 Frisco, TX 75033
%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 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
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
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
copyright, Robert M. Slade 2013 BKAGLCCH.RVW 20121212
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