The Definitive ANTLR Reference: Building Domain-Specific Languages

Acknowledgments
Introduction
1. Why Agile and Lean Approaches Work
	Software, We Have a Problem
	Agile Is a Cultural Change
	The 12 Principles of Agile Software Development
	The Two Pillars of Lean
	Iteration- and Flow-Based Agile
	Integrate the Agile and Lean Principles
	Now Try This
Part I. Create a Successful Agile Team
	2. Build the Cross-Functional, Collaborative Team
		The Project Team Is a Product-Development Team
		Agile Changes Team Roles
		Team Size Matters
		Ask Teams to Organize Themselves
		Facilitate the Team’s Social Contract
		Agile Teams Become Self-Organizing
		Keep Teams Together
		Recognize Team Traps
		Now Try This
	3. Build Teamwork with Interpersonal Practices
		How Agile Team Members Are Similar
		Team Members Practice Continual Feedback
		Team Members Coach Each Other
		Recognize When the Team Needs an External Coach
		Does the Team Need to Track Collaboration?
		Help the Team Members Build Trust
		Create a Team Environment of Safety
		Recognize Interpersonal-Skills Traps
		Now Try This
	4. Agile Requires Different Project Leadership
		How Leaders Serve the Team
		Agile Project Managers Facilitate to Serve
		What Product Owners Do
		How Roles Change in Agile Projects
		Consider Your Team’s Need for Management
		Recognize Leadership Traps
		Now Try This
Part II. Design and Manage an Agile and Lean Project
	5. Start Your Agile Project Right
		Charter Your Project
		Identify Your Product Type
		Assess Your Project’s Risks
		Start Architecture Thinking
		Recognize Project-Startup Traps
		Now Try This
	6. Teams Deliver Features
		Plan at Several Levels
		Release for Learning, Feedback, and Value
		Deliver Value Through the Architecture
		Create a Walking Skeleton
		Deliver Value to Someone by Using Features
		Define Stories So You Can See the Value
		Experiment and Spike to Explore
		Write Small Stories
		Create Rolling-Wave Roadmaps
		Use a Feature Parking Lot to See Possibilities
		Consider Minimum Viable Products and Experiments
		Recognize Value Traps
		Now Try This
	7. Rank the Work
		Rank the Shortest Work First
		Use Cost of Delay to See Value
		Rank by Valuing the Learning
		Recognize Ranking Traps
		Now Try This
	8. Visualize Your Work with a Board
		Start with a Paper Board
		Iteration-Based Boards Show Team Commitments
		Kanban Boards Show Team Flow and Bottlenecks
		Make Your Own Board
		Visualize Problems with a Board
		Create Visible Boards for Geographically Distributed Teams
		Recognize Visualization Traps
		Now Try This
	9. Create Technical Excellence
		How Much “Quality” Does Your Product Need?
		Integrate as Often as Possible
		Consider Continuous Delivery
		Refactor Every Time You Touch Code or Tests
		Work as a Whole Team to Create the Product
		Test at All Levels So Change Is Easy
		Beware of Technical Debt and Cruft
		Work at a Sustainable Pace
		Use Technical Excellence to Speed Development
		Recognize Excellence Traps
		Now Try This
	10. Agile Estimation: The Good, The Bad, and The Ugly
		Understand Velocity
		Learn to Estimate with Relative Sizing
		Use Relative Estimation for Iteration-Based Estimates
		Count Stories Instead of Points
		Consider Cycle Time to Create More Accurate Estimates
		Know the Purpose of Your Estimation
		Create Approximate Estimates for Management
		Estimate Support Work
		Use Previous Data to Inform Your Next Estimate
		Consider the Value of #NoEstimates in Your Organization
		Recognize Estimation Traps
		Now Try This
	11. Know What \"Done\" Means
		See the Different Levels of Done
		Define Acceptance Criteria for Each Story
		Define What “Done” Means as a Working Agreement
		Consider When You Can Release to Customers
		Understand When Customers Can Take Your Releases
		Building a Product Toward “Real” Doneness
		Recognize “Done” Traps
		Now Try This
	12. Agile Team Measurements
		Teams Learn from Their Measurements
		Understand Burndowns and Burnups
		Burnups Show You the Rate of Finishing
		Iteration Contents Show What the Team Completed
		Cumulative Flow Shows Where the Work Is
		Cycle Time Shows How Long Work Takes
		Velocity Is a Capacity Measurement
		Agile Approaches Change the Meaning of Defect Measurements
		Recognize Team-Measurement Traps
		Now Try This
	13. Help Your Meetings Provide Value
		Retrospectives Provide Valuable Data
		Walk the Board
		Standups Create Recommitment and Collaboration
		Solve Problems Outside of Standups
		Demonstrations Show Progress and Value
		Plan the Backlog
		Create or Refine the Stories as Preparation for Future Work
		Organize the Team’s Meetings
		Measure the Value from Meetings
		Create Learning Opportunities
		Recognize Meeting Traps
		Now Try This
	14. Report Your Project State
		Show Working Product
		Show Feature Progress
		Show Other Requests in to the Team
		Show What’s Done but Not Yet Released
		Visualize Your Project’s Delays
		Measure the Effects of Delays
		Recognize Project-Measurement Traps
		Now Try This
Part III. Help Work Groups and Managers Use Agile
	15. Create an Agile Work Group
		Work Groups Meet Differently than Teams
		How Will the Group Visualize Its Work and Data?
		Visualize Work for a Management Team
		Product Development Is Cross-Functional
		Every Group Decides How and When to Reflect
		Now Try This
	16. How Managers Help Agile Teams
		Managers Resolve Impediments the Team Escalates
		Managers Help Create the Workspace Your Team Needs
		Managers Move from Resource-Efficiency to Flow-Efficiency Thinking
		Managers Help with Team-Based Recognition
		Avoid Management Mayhem
		Recognize How Managers Can Help Agile Teams
		Now Try This
	17. Start Somewhere
		Limit the Work in Progress
		Ask People to Work as a Cross-Functional Team
		Start with Yourself
		Last Thoughts
A1. Glossary
Bibliography