Agile 2

Book description

Agile is broken.

Most Agile transformations struggle. According to an Allied Market Research study, "63% of respondents stated the failure of agile implementation in their organizations." The problems with Agile start at the top of most organizations with executive leadership not getting what agile is or even knowing the difference between success and failure in agile.

Agile transformation is a journey, and most of that journey consists of people learning and trying new approaches in their own work. An agile organization can make use of coaches and training to improve their chances of success. But even then, failure remains because many Agile ideas are oversimplifications or interpreted in an extreme way, and many elements essential for success are missing. Coupled with other ideas that have been dogmatically forced on teams, such as "agile team rooms", and "an overall inertia and resistance to change in the Agile community," the Agile movement is ripe for change since its birth twenty years ago.

"Agile 2" represents the work of fifteen experienced Agile experts, distilled into Agile 2: The Next Iteration of Agile by seven members of the team. Agile 2 values these pairs of attributes when properly balanced: thoughtfulness and prescription; outcomes and outputs, individuals and teams; business and technical understanding; individual empowerment and good leadership; adaptability and planning. With a new set of Agile principles to take Agile forward over the next 20 years, Agile 2 is applicable beyond software and hardware to all parts of an agile organization including "Agile HR", "Agile Finance", and so on.

Like the original "Agile", "Agile 2", is just a set of ideas - powerful ideas. To undertake any endeavor, a single set of ideas is not enough. But a single set of ideas can be a powerful guide.

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

Product information

  • Title: Agile 2
  • Author(s): Cliff Berg, Kurt Cagle, Lisa Cooney, Philippa Fewell, Adrian Lander, Raj Nagappan, Murray Robinson
  • Release date: March 2021
  • Publisher(s): Wiley
  • ISBN: 9781119799276