Agile 2

Table of contents

1. Cover
2. Title Page
3. Foreword
4. Preface
5. 1 How Did We Get Here?
   1. A Culture of Extremes
   2. Divided and Branded
   3. Controlled by Dogma
   4. The Introvert vs. Extrovert Problem
   5. Coaches Should Not Assume
   6. Now What?
   7. Notes
6. 2 Specific Problems
   1. Leadership Is Complex, Nuanced, Multifaceted, and Necessary
   2. The Scale Problem
   3. Today's Tech Platform Is As Strategic As the Business Model
   4. Tech Cannot Be an “Order Taker”
   5. Transformation Is a Journey, Not a Rollout
   6. The Individual Matters As Much As the Team
   7. Culture: Individual vs. the Collective
   8. People Don't All Work the Same
   9. Communication Is a Process, Not an Event
   10. The Importance of Focus
   11. Data Is Strategic
   12. Notes
7. 3 Leadership: The Core Issue
   1. Authority Is Sometimes Necessary
   2. The Path-Goal Leadership Model
   3. Collective Governance Does Not Solve the Problem
   4. Dimensions, Modes, Forms, and Directions of Leadership
   5. Soft Forms of Leadership
   6. Applicability and Trade-Offs
   7. Socratic Leadership
   8. Servant Leadership
   9. Theory X, Theory Y, and Mission Command
   10. Knowing When to Intervene
   11. Notes
8. 4 Ingredients That Are Needed
   1. Elements to Keep or Adjust
   2. Elements to Add, Add Back, or Change
   3. Notes
9. 5 Kindsof LeadershipNeeded
   1. Which Leadership Styles Are Appropriate
   2. Leadership at Each Level
   3. Common Types of Product Leadership That Are Needed
   4. High-Risk Products
   5. Research and Innovation Leadership
   6. Operational Leadership
   7. Leadership and Accountability
   8. Any Leader
   9. An Outside Person: A Sketch
   10. An Inside Person: A Sketch
   11. A Person of Action: A Sketch
   12. A Thought Leader
   13. Notes
10. 6 What Effective Collaboration Looks Like
    1. A Collaborative Approach
    2. Respect How Others Work
    3. Team Leads Need to Facilitate Effective Collaboration
    4. Every Interruption Is Costly
    5. Standing Meetings Are Costly
    6. Deep Exchanges Are Needed
    7. The Whole Remote vs. In-Person Thing
    8. How to Make Remote Work Work
    9. Are Remote Teams a Trend?
    10. Notes
11. 7 It's All About the Product
    1. What to Prioritize
    2. A Product Should Be Self-Measuring
    3. Development System as Product
    4. Notes
12. 8 Product Design and Agile 2
    1. Agile Ignored Design from the Beginning
    2. Technology Teams Need to Be Equal Partners
    3. The Product Owner Silo
    4. The Need for Early and Frequent Feedback
    5. Don't Just Provide Features—Solve Problems
    6. Participatory Design
    7. Single-Track and Dual-Track Approaches
    8. Notes
13. 9 Moving Fast Requires Real-Time Risk Management
    1. The Need for Real-Time Feedback Loops
    2. Creating Real-Time Feedback Loops
    3. Metrics as Feedback
    4. People Need to Understand the Metrics—Really Understand Them
    5. Better Information Radiators
    6. People Need to Read, Write, and Converse
    7. Validation and Experimentation as Feedback
    8. Flaws in the Pipeline Model
    9. Feedback: Learn from Product Usage
    10. Balance Design and Experimentation
    11. Responding in Real Time
    12. Notes
14. 10 A Transformation Is a Journey
    1. Agile Is Not a Process Change
    2. What a Learning Journey Looks Like
    3. Organizational Inertia Is Immense
    4. You Do Not Need to Build Anything
    5. Notes
15. 11 DevOps andAgile 2
    1. What Is DevOps? And Why Does It Matter?
    2. Common DevOps Techniques
    3. Data
    4. Notes
16. 12 Agile 2 at Scale
    1. Issues That Arise at Scale
    2. What Is the Strategy?
    3. Strategy and Capability Alignment
    4. Portfolio and Capability Intersection
    5. Need for Hierarchy
    6. Initiative Structure and Leadership
    7. Coordination at Scale
    8. R&D Insertion
    9. Multiple Stakeholders
    10. Knowledge Gap
    11. Reflection on FamilyLab
    12. Notes
17. 13 System Engineering and Agile 2
    1. How Hardware and Software Differ (or Not)
    2. Multitier Products and Systems
    3. Our Case Studies
    4. Case Study: SpaceX
    5. Case Study: A Major Machinery Manufacturer
    6. Notes
18. 14 Agile 2 in Service Domains
    1. Define a Target Culture
    2. Process Varies with Circumstances and Time
    3. The Dysfunction of Staffing Functions
    4. Balance Short- and Long-Term Views of People
    5. Design an Effective Work Environment
    6. Assess Performance Immediately
    7. Notes
19. 15 Conclusion
    1. A Model for Behavioral Change
    2. No More Tribalism
    3. Agile Cannot Be Simplified
    4. Agile Is Timeless
    5. Notes
20. Index
21. Copyright
22. Dedication
23. About the Authors
24. Acknowledgments
25. End User License Agreement