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Spis treści

Agile for Everybody. Creating Fast, Flexible, and Customer-First Organizations eBook -- spis treści

• Introduction
  • My Introduction to Agile: Twice the Work in Half the Time
  • The Alchemy of Agile: Uniting Principles and Practices
  • Why Agile for Everybody?
  • Who This Book Is For
  • How I Wrote This Book
  • How This Book Is Organized
    • Agile Guiding Principles (Why)
    • Agile Practice Quick Wins and Deep Dives (How)
    • Success Signals and Warning Signs (What)
    • Your Agile Playbook
  • Acknowledgments
• 1. What Is Agile, and Why Does It Matter?
  • Understanding Agile as a Movement
  • Unpacking the Appeal of Agile
  • Escaping Business as Usual
  • Agile Versus Waterfall
  • Agile, Lean, and Design Thinking
  • Summary: Agile Made Simple (But Not Easy)
• 2. Finding Your North Star
  • Escaping the Frameworks Trap
  • Making It Count: Establishing Your Goals and Challenges
  • Making It Your Own: Agile Principles and Values to Drive Change
  • Summary: Agile Beyond the Frameworks Trap
• 3. Agile Means That We Start with Our Customers
  • Escaping the First Law of Organizational Gravity
  • Seeing Speed from the Customers Point of View
  • Beyond Working Software
  • Agile Practice Deep Dive: Working in Sprints
  • Quick Wins to Put This Principle into Practice
    • You Might Be on the Right Track If:
      • Your customers are surprising you
      • Organizational and team leaders are asking customer-centric questions in meetings
      • You are incorporating customer feedback into every step of your process, from initial idea through execution
    • You Might Be Going Astray If:
      • Direct interaction with customers is seen as low-status drudgeryor is outsourced
      • New product or service ideas are framed as innovations or disruptions
      • The only customer feedback that travels through the organization is positive customer feedback
      • The progress of your Agile journey is measured only by operational metrics like adoption or velocity
  • Summary: Customers First!
• 4. Agile Means That We Collaborate Early and Often
  • Escaping the Second Law of Organizational Gravity
  • Moving from a Report and Critique Culture to a Collaborative Culture
  • The Room Where It Happens
  • Making Connections to Scout and Scale
  • Agile Practice Deep Dive: The Daily Stand-Up
  • Quick Wins to Put This Principle into Practice
    • You Might Be on the Right Track If:
      • People from different teams and functions are spending time together outside of formally scheduled, transactional meetings
      • Collaboration is taking place around upstream strategy as well as downstream tactics
      • Nobody can really remember whose idea that was in the first place
      • Anybody on your team can take a sick day without work grinding to a halt
    • You Might Be Going Astray If:
      • Your meetings feel like elementary school book reports
      • Everything shared between teams is finished and polished
      • Your inbox is full of requests for asynchronous feedback
  • Summary: Building a Culture of Collaboration
• 5. Agile Means That We Plan for Uncertainty
  • Escaping the Third Law of Organizational Gravity
  • The Paradox of Agile: Using Structure to Achieve Flexibility
  • The Double-Edged Sword of Experimentation
  • Agile Is Uncertain, Too
  • Agile Practice Deep Dive: The Retrospective
  • Quick Wins to Put This Principle into Practice
    • You Might Be on the Right Track If:
      • You and your team feel a little bit uncertain and out of your depth most of the time
      • You are regularly killing off projects that are not creating value for your customers
      • When specific Agile practices are not working for your team, you work together to change them
    • You Might Be Going Astray If:
      • Your organization demands 100% certainty before committing to a decision
      • You are withholding important information until the next yearly planning or budgeting meeting
      • You are working a certain way because its Agileand thats it
  • Summary: Change Is Good, If You Want It
• 6. Agile Means That We Follow All Three of These Guiding Principles to Be Fast, Flexible, and Customer-First
  • Leadership in the Agile Organization
  • Scaling Agile Across Teams and Functions
  • A Story to Bring It All Together: Enterprise Design Thinking at IBM
  • Agile Practice Deep Dive: WHPI (Why, How, Prototype, Iterate)
    • Step 1: Why
    • Step 2: How
    • Step 3: Prototype
    • Step 4: Iterate
    • Some Notes on WHPI in Practice
  • Quick Wins to Put These Principles into Practice
    • You Might Be on the Right Track If:
      • Team and company leaders are changing their behavior
      • Agile is accessible to everybody
      • Your team is experimenting with its own Agile practices
    • You Might Be Going Astray If:
      • Agile is for some thingsbut not the most important things
      • Teams and individuals with more Agile experience are chastising others for doing it wrong
      • Agile adoption is seen as an all-or-nothing proposition
  • Summary: Bringing It All Together
• 7. Your Agile Playbook
  • Step 1: Setting Your Context
  • Step 2: Creating Your North Star
  • Step 3: Committing to a First Step, Measuring Success
  • Step 4: Now Its Up to You!
  • Summary: Say Something, Do Something!
  • Conclusion
    • Rediscovering the Human Heart of the Agile Movement
• A. Contributors
• B. Continued Reading
• Index