Оглавление
Adrian Lander. Agile 2
Table of Contents
List of Tables
List of Illustrations
Guide
Pages
Agile 2. The Next Iteration of Agile
Foreword
Preface
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
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
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
4 Ingredients That Are Needed
Elements to Keep or Adjust
Collaboration vs. Handoffs
Empowerment
Experimentation
Feedback Loops
Incremental Delivery Is Powerful
A Sustainable Pace Needs to Include Uncommitted Time
Elements to Add, Add Back, or Change
Leadership Is Essential and Is a Multifaceted Issue
Include the Customer
Outcomes Matter More Than Outputs
There Needs to Be a Product Value Vision
There Needs to Be a Technical Vision
There Needs to Be a Delivery Process Vision
Proactiveness—Gemba
Organizations Need Structure
The Individual Matters Too
Trade-Offs Between Realizing Value Today and Maximizing the Ability to Produce Value Tomorrow
Individuals Need to Develop
Teams Should Decide How to Work
Experts and Generalists Are Both Important
Not All People Work or Communicate the Same
Focus Is as Important as Collaboration
Planning Is Important
Do Not Fully Commit Capacity
Notes
5 Kindsof LeadershipNeeded
Which Leadership Styles Are Appropriate
Leadership at Each Level
Common Types of Product Leadership That Are Needed
Leadership About Product Value
How Visionary Is the Leader?
Vision Cannot Be Handed Off
How Competitive Is the Product Space?
Leadership About Product Implementation
Leadership About the Product's Technical Design
Leadership About Product Development Workflow
Leadership About Technical Product Development Practices
Individual Leadership
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
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
7 It's All About the Product
What to Prioritize
A Product Should Be Self-Measuring
Development System as Product
Notes
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
9 Moving Fast Requires Real-Time Risk Management
The Need for Real-Time Feedback Loops
Creating Real-Time Feedback Loops
Big Five Questions
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
Autonomy Enables Faster Response
Establish Rapid Coordination and Integration
A Challenge Approach
A Leadership Team Approach
A Product Lead Approach
Dependency Management
Reduce Lead Time
Anticipate the Skills Needed for Alternative Paths
Reserve Capacity to Act Tactically
Notes
10 A Transformation Is a Journey
Agile Is Not a Process Change
It's All About the “How”
Agile Is Much More Than a Process
What Works for One Organization Will Not Work for Another
It Is a Learning Journey
What a Learning Journey Looks Like
Sustained Urgency
Skipping Levels
Transtheoretical Model
Identify Preferred Leadership Models
Define Structures
Establish Understanding and Vision
Identify Target Practices
Define the Learning Models
Continuous Improvement
Organizational Inertia Is Immense
You Do Not Need to Build Anything
Notes
11 DevOps andAgile 2
What Is DevOps? And Why Does It Matter?
Isn't DevOps Just for Software?
Gene Kim's Three Ways
Common DevOps Techniques
You Build It, You Support It
Continuous Delivery of Product Increments
A Flow of Experiments
Pipelines
On-Demand Provisioning
On-Demand Regression Testing
Shift-Left Integration Testing
Getting Started
People Know How to Do the Work—Or Do They?
12-Factor App
Lean Metrics
Retrospective Covering All Topics
Data
Notes
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
13 System Engineering and Agile 2
How Hardware and Software Differ (or Not)
Multitier Products and Systems
Our Case Studies
Case Study: SpaceX
Individuals Matter
Have a Clear Path to Success
Establish Cultural Norms
Aggressively Remove Bottlenecks
Case Study: A Major Machinery Manufacturer
Management Is Out-of-Date
Management's Closed Door
Management Does Not Understand Software
Management Does Not Apply Systems Thinking
Quality Managed Mostly Through Field Testing
Teams Pulled in Multiple Directions
Each Software Tier Is a Silo
Notes
14 Agile 2 in Service Domains
Define a Target Culture
Recognizing the Right Leaders
Create Incentives to Encourage the Desired Behaviors
Leaders as Coaches and Mentors
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
15 Conclusion
A Model for Behavioral Change
No More Tribalism
Agile Cannot Be Simplified
Agile Is Timeless
Notes
Index
About the Authors
Acknowledgments
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