Adrian Lander - Agile 2

1 Cover

2 Title Page Agile 2 The Next Iteration of Agile Cliff Berg Kurt Cagle Lisa Cooney Philippa Fewell Adrian Lander Raj Nagappan Murray Robinson

3 Foreword

4 Preface

5 1 How Did We Get Here? A Culture of Extremes Divided and Branded Controlled by Dogma The Introvert vs. Extrovert Problem Coaches Should Not Assume Now What? Notes

6 2 Specific Problems Leadership Is Complex, Nuanced, Multifaceted, and Necessary The Scale Problem Today's Tech Platform Is As Strategic As the Business Model Tech Cannot Be an “Order Taker” Transformation Is a Journey, Not a Rollout The Individual Matters As Much As the Team Culture: Individual vs. the Collective People Don't All Work the Same Communication Is a Process, Not an Event The Importance of Focus Data Is Strategic Notes

7 3 Leadership: The Core Issue Authority Is Sometimes Necessary The Path-Goal Leadership Model Collective Governance Does Not Solve the Problem Dimensions, Modes, Forms, and Directions of Leadership Soft Forms of Leadership Applicability and Trade-Offs Socratic Leadership Servant Leadership Theory X, Theory Y, and Mission Command Knowing When to Intervene Notes

8 4 Ingredients That Are Needed Elements to Keep or Adjust Elements to Add, Add Back, or Change Notes

9 5 Kindsof LeadershipNeeded Which Leadership Styles Are Appropriate Leadership at Each Level Common Types of Product Leadership That Are Needed High-Risk Products Research and Innovation Leadership Operational Leadership Leadership and Accountability Any Leader An Outside Person: A Sketch An Inside Person: A Sketch A Person of Action: A Sketch A Thought Leader Notes

10 6 What Effective Collaboration Looks Like A Collaborative Approach Respect How Others Work Team Leads Need to Facilitate Effective Collaboration Every Interruption Is Costly Standing Meetings Are Costly Deep Exchanges Are Needed The Whole Remote vs. In-Person Thing How to Make Remote Work Work Are Remote Teams a Trend? Notes

11 7 It's All About the Product What to Prioritize A Product Should Be Self-Measuring Development System as Product Notes

12 8 Product Design and Agile 2 Agile Ignored Design from the Beginning Technology Teams Need to Be Equal Partners The Product Owner Silo The Need for Early and Frequent Feedback Don't Just Provide Features—Solve Problems Participatory Design Single-Track and Dual-Track Approaches Notes

13 9 Moving Fast Requires Real-Time Risk Management The Need for Real-Time Feedback Loops Creating Real-Time Feedback Loops Metrics as Feedback People Need to Understand the Metrics— Really Understand Them Better Information Radiators People Need to Read, Write, and Converse Validation and Experimentation as Feedback Flaws in the Pipeline Model Feedback: Learn from Product Usage Balance Design and Experimentation Responding in Real Time Notes

14 10 A Transformation Is a Journey Agile Is Not a Process Change What a Learning Journey Looks Like Organizational Inertia Is Immense You Do Not Need to Build Anything Notes

15 11 DevOps andAgile 2 What Is DevOps? And Why Does It Matter? Common DevOps Techniques Data Notes

16 12 Agile 2 at Scale Issues That Arise at Scale What Is the Strategy? Strategy and Capability Alignment Portfolio and Capability Intersection Need for Hierarchy Initiative Structure and Leadership Coordination at Scale R&D Insertion Multiple Stakeholders Knowledge Gap Reflection on FamilyLab Notes

17 13 System Engineering and Agile 2 How Hardware and Software Differ (or Not) Multitier Products and Systems Our Case Studies Case Study: SpaceX Case Study: A Major Machinery Manufacturer Notes

18 14 Agile 2 in Service Domains Define a Target Culture Process Varies with Circumstances and Time The Dysfunction of Staffing Functions Balance Short- and Long-Term Views of People Design an Effective Work Environment Assess Performance Immediately Notes

19 15 Conclusion A Model for Behavioral Change No More Tribalism Agile Cannot Be Simplified Agile Is Timeless Notes

20 Index

21 Copyright

22 Dedication

23 About the Authors

24 Acknowledgments

25 End User License Agreement

1 Chapter 4Table 4.1 Building Construction Compared to Software Development

1 Chapter 1 Figure 1.1: Blinders to help people focus in “team rooms”

2 Chapter 9Figure 9.1: Continuous builds being delivered, some potentially usable, some...Figure 9.2: Simple pipelineFigure 9.3: Simple pipeline—each step balancedFigure 9.4: Two pipelines—cadence-basedFigure 9.5: Two pipelines—on demand (no waiting)

3 Chapter 12Figure 12.1: Inconsistency of Spotify features across platforms

4 Chapter 13Figure 13.1: Team interaction modes

1 Cover Page

2 Table of Contents

3 Begin Reading

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