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Foreword by Grady Booch. Foreword by Alistair Cockburn. Foreword by Arthur Pyster. Preface. Acknowledgments. Prelude. 1. Discipline, Agility, and Perplexity. The Sources of Perplexity. Multiple Definitions. Distinguishing Method Use from Method Misuse. Overgeneralization Based on the Most Visible Instances. Claims of Universality. Early Success Stories. Purist Interpretations. Clarifying Perplexity. The Two Approaches. Plan-Driven Methods. Agile Methods. Finding Middle Ground. 2. Contrasts and Home Grounds. Application Characteristics. Primary Goals. Size. Environment. Management Characteristics. Customer Relations. Planning and Control. Project Communication. Technical Characteristics. Requirements. Development. Testing. Personnel Characteristics. Customers. Developers. Culture. Summary. Home Grounds. Misconceptions. Five Critical Factors. 3. A Day in the Life. Typical Days. A Typical Day Using PSP/TSP. A Typical Day Using Extreme Programming. Crisis Days. A Crisis Day with TSP/PSP. A Crisis Day with XP. Summary. Differences. Similarities. Observations. 4. Expanding the Home Grounds: Two Case Studies. Using Plans to Scale Up Agile Methods: Lease Management Example. Assumption 1: The Effort to Develop or Modify a Story Does Not Increase with Time and Story Number. Assumption 2: Trusting People to Get Everything Done on Time Is Compatible with Fixed Schedules and Diseconomies of Scale. Assumption 3: Simple Design and YAGNI Scale Up Easily to Large Projects. Agile Methods Scaleup: Summing Up. Using Agility to Streamline Plan-Driven Methods: USAF/TRW CCPDS-R Example. Individuals and Interactions over Processes and Tools: CCPDS-R. Working Software over Comprehensive Documentation: CCPDS-R. Customer Collaboration over Contract Negotiation: CCPDS-R. Responding to Change over Following a Plan: CCPDS-R. Summary. 5. Using Risk to Balance Agility and Discipline. An Overview of the Method. An Example Family of Applications: Agent-Based Planning Systems. An Intermediate Application: Supply Chain Management. Step 1: SupplyChain.com Project Risk Ratings. Step 2: Compare the Agile and Plan-Driven Risks. Step 4a: Individual Risk Resolution Strategies. Step 4b: Risk-Based Strategy for SupplyChain.com System Development. Small Application: Event Planning. Step 1: Event Planning Project Risk Ratings. Step 2: Compare the Agile and Plan-Driven Risks. Steps 4a, 4b: Risk-Based Strategy for Event Planning System Development. Very Large Application: National Information System for Crisis Management (NISCM). Step1: NISCM Project Risk Ratings. Step 2: Compare the Agile and Plan-Driven Risks. Steps 3 and 4: Risk-Based Strategy for NISCM System Development. Summary. 6. Conclusions. The Top Six Conclusions. No Agile or Plan-Driven Method Silver Bullet. Agile and Plan-Driven Method Home Grounds. F...
