Agile 2. Adrian Lander
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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
List of Tables
1 Chapter 4Table 4.1 Building Construction Compared to Software Development
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