Great Big Agile (eBook)
XXI, 335 Seiten
Apress (Verlag)
978-1-4842-4206-3 (ISBN)
As more companies seek the benefits of Agile within and beyond IT, agile leaders need to build and sustain capability while scaling agility-no easy task-and they need to succeed without introducing unnecessary process and overhead. The APH is drawn from lessons learned while observing and assessing hundreds of agile companies and teams.
It is not a process or a hierarchy, but a holarchy, a series of performance circles with embedded and interdependent holons that reflect the behaviors of high-performing agile organizations. Great Big Agile provides implementation guidance in the areas of leadership, values, teaming, visioning, governing, building, supporting, and engaging within an all-agile organization.
What You'll Learn
- Model the behaviors of a high-performance agile organization
- Benefit from lessons learned by other organizations that have succeeded with Big Agile
- Assess your level of agility with the Agile Performance Holarchy
- Apply the APH model to your business
- Understand the APH performance circles, holons, objectives, and actions
- Obtain certification for your company, organization, or agency
Who This Book Is For
Professionals leading, or seeking to lead, an agile organization who wish to use an innovative model to raise their organization's agile performance from one level to the next, all the way to mastery
Jeff Dalton thinks the future of Big Agile is our industry's biggest challenge, and he has been studying it for years. As the large adopters in the federal government and corporate sector begin to adopt agile, they will bring their habits, culture, and bureaucracies with them, and in dozens of podcasts, articles, books, and keynote speeches Jeff has been talking about getting in front of the wave. A veteran technologist and IT leader, Jeff started as a software developer and has been a CEO, chief technology executive, vice president of product development, director of quality, and Agile evangelist for over 30 years, including time with Ernst and Young, Electronic Data Systems, Hewlett Packard, Intellicorp, Polk, Broadsword, and AgileCxO. As a consultant, teacher, CMMI lead appraiser, and leadership coach, he has worked with NASA, Boeing, Accenture, Bose, L3 Communications, Fiat Chrysler Automotive, General Motors, Ford, and various federal and state agencies to help them improve performance. Jeff is a frequent keynote speaker, Agile performance holarchy assessor, blogger, and host of The Agile Leadership Podcast, a monthly series that interviews CIOs from state government about the challenges of agile adoption. In his spare time he is an instrument-rated pilot and plays bass in a jazz band.
Big Agile leaders need an empirical, "e;high-trust"e; model that provides guidance for scaling and sustaining agility and capability throughout a modern technology organization. This book presents the Agile Performance Holarchy (APH)-a "e;how-ability"e; model that provides agile leaders and teams with an operating system to build, evaluate, and sustain great agile habits and behaviors. The APH is an organizational operating system based on a set of interdependent, self-organizing circles, or holons, that reflect the empirical, object-oriented nature of agility.As more companies seek the benefits of Agile within and beyond IT, agile leaders need to build and sustain capability while scaling agility no easy task and they need to succeed without introducing unnecessary process and overhead. The APH is drawn from lessons learned while observing and assessing hundreds of agile companies and teams.It is not a process or a hierarchy, but a holarchy, a series of performance circles with embedded and interdependent holons that reflect the behaviors of high-performing agile organizations. Great Big Agile provides implementation guidance in the areas of leadership, values, teaming, visioning, governing, building, supporting, and engaging within an all-agile organization.What You ll LearnModel the behaviors of a high-performance agile organizationBenefit from lessons learned by other organizations that have succeeded with Big AgileAssess your level of agility with the Agile Performance HolarchyApply the APH model to your businessUnderstand the APH performance circles, holons, objectives, and actionsObtain certification for your company, organization, or agencyWho This Book Is ForProfessionals leading, or seeking to lead, an agile organizationwho wish to use an innovative model to raise their organization's agile performance from one level to the next, all the way to mastery
Jeff Dalton thinks the future of Big Agile is our industry’s biggest challenge, and he has been studying it for years. As the large adopters in the federal government and corporate sector begin to adopt agile, they will bring their habits, culture, and bureaucracies with them, and in dozens of podcasts, articles, books, and keynote speeches Jeff has been talking about getting in front of the wave. A veteran technologist and IT leader, Jeff started as a software developer and has been a CEO, chief technology executive, vice president of product development, director of quality, and Agile evangelist for over 30 years, including time with Ernst and Young, Electronic Data Systems, Hewlett Packard, Intellicorp, Polk, Broadsword, and AgileCxO. As a consultant, teacher, CMMI lead appraiser, and leadership coach, he has worked with NASA, Boeing, Accenture, Bose, L3 Communications, Fiat Chrysler Automotive, General Motors, Ford, and various federal and state agencies to help them improve performance. Jeff is a frequent keynote speaker, Agile performance holarchy assessor, blogger, and host of The Agile Leadership Podcast, a monthly series that interviews CIOs from state government about the challenges of agile adoption. In his spare time he is an instrument-rated pilot and plays bass in a jazz band.
Table of Contents 5
About the Author 9
About the Technical Reviewer 10
Foreword 11
Acknowledgments 13
Preface 14
Part I: The Agile Performance Holarchy 19
Chapter 1: The API Is Broken 20
Introducing Great Big Agile 21
How Agile Is Your Organization? 22
Why Agile Matters 23
All Is Not Well with Agile 25
The Missing Layer in the Operating System 26
An Operating System for Scalable Agility 27
Performance Circles 29
Holons 31
Objectives and Outcomes 32
Actions 32
Ceremonies and Techniques 33
Put in the Work and Reap the Rewards 33
Part II: The Performance Circles 35
Chapter 2: Performance Circle: Leading 36
Holon: Valuing 38
Objective 38
Performance Level Outcomes 39
Action 1.0: Select and Define Agile Values 39
Ceremonies/Techniques 39
Action 2.0: Communicate Agile Values 40
Ceremonies/Techniques 41
Action 3.0: Deploy Agile Values 41
Ceremonies/Techniques 41
Action 4.0: Ensure Alignment of Agile Values 42
Ceremonies/Techniques 42
Action 5.0: Maintain Agile Values 43
Ceremonies/Techniques 43
Holon: Engaging 44
Objective 44
Performance Level Outcomes 44
Action 1.0: Trace Agile Values to Frameworks, Ceremonies, and Techniques 45
Ceremonies/Techniques 45
Action 2.0: Engage with Agile Teams 46
Ceremonies/Techniques 46
Action 3.0: Ensure Agile Leaders and Teams Are Embracing Agile Values 46
Ceremonies/Techniques 47
Action 4.0: Eliminate Impediments to Change 47
Ceremonies/Techniques 47
Holon: Visioning 48
Objective 49
Performance Level Outcomes 49
Action 1.0: Understand Current Cultural State 49
Ceremonies/Techniques 50
Action 2.0: Plan for Future Cultural State 50
Ceremonies/Techniques 50
Action 3.0: Identify Impediments to Change 50
Ceremonies/Techniques 51
Action 4.0: Sprint Toward the Future 51
Ceremonies/Techniques 51
Holon: Enabling 51
Objective 52
Performance Level Outcomes 52
Action 1.0: Select Agile Performance Level 53
Ceremonies/Techniques 53
Action 2.0: Instantiate Agile Keys for Your Selected Level 53
Ceremonies/Techniques 54
Action 3.0: Deploy Agile Keys for Selected Performance Level 54
Ceremonies/Techniques 54
Action 4.0: Sustain, Inspect, and Adapt Keys for Selected Performance Level 55
Ceremonies/Techniques 55
Chapter 3: Performance Circle: Providing 56
Holon: Partnering 57
Objective 58
Performance Level Outcomes 58
Action 1.0: Identify Internal and External Agile Partners 58
Ceremonies/Techniques 59
Action 2.0: Assess Partner’s Agile Capabilities 59
Ceremonies/Techniques 59
Action 3.0: Develop Agile Partnering Agreement 60
Ceremonies/Techniques 60
Action 4.0: Engage with Partners Using Agile Partnering Agreement 60
Ceremonies/Techniques 60
Holon: Contributing 61
Objective 62
Performance Level Outcomes 62
Action 1.0: Identify Best Practices 62
Ceremonies/Techniques 63
Action 2.0: Share and Implement Best Practices 63
Ceremonies/Techniques 63
Action 3.0: Identify Improvements 64
Ceremonies/Techniques 64
Action 4.0: Share and Implement Improvements 64
Ceremonies/Techniques 64
Holon: Equipping 65
Objective 65
Performance Level Outcomes 65
Action 1.0: Acquire and Set Up Space for Teams 66
Ceremonies/Techniques 66
Action 2.0: Provide Tools for Teams to Use 66
Ceremonies/Techniques 67
Action 3.0: Deliver Training and Mentoring 67
Ceremonies/Techniques 68
Chapter 4: Performance Circle: Envisioning 69
Holon: Defining 70
Objective 71
Performance Level Outcomes 71
Action 1.0: Allocate Road Map Work for Agile Teams 71
Ceremonies/Techniques 72
Action 2.0: Develop Road Map Product Backlog 72
Ceremonies/Techniques 72
Action 3.0: Prioritize Road Map Product Backlog 73
Ceremonies/Techniques 73
Holon: Road Mapping 73
Objective 74
Performance Level Outcomes 74
Action 1.0: Identify Current and Future Product Capabilities 75
Ceremonies/Techniques 75
Action 2.0: Create Product Vision 76
Ceremonies/Techniques 76
Action 3.0: Create Product Road Map 77
Ceremonies/Techniques 77
Action 4.0: Define and Charter Agile Teams 78
Ceremonies/Techniques 78
Holon: Clarifying 79
Objective 79
Performance Level Outcomes 80
Action 1.0: Evolve Business Needs into User and Child Stories 80
Ceremonies/Techniques 80
Action 2.0: Refine the Product Backlog 81
Ceremonies/Techniques 81
Action 3.0: Size the Product Backlog Items 81
Ceremonies/Techniques 81
Chapter 5: Performance Circle: Crafting 83
Holon: Planning 84
Objective 85
Performance Level Outcomes 86
Action 1.0: Enable Team Commitment 86
Ceremonies/Techniques 86
Action 2.0: Create and Agree on a Definition of Done 87
Ceremonies/Techniques 87
Action 3.0: Select Work to Complete for Each Sprint 88
Ceremonies/Techniques 88
Action 4.0: Estimate the Work to Complete in the Sprint 88
Ceremonies/Techniques 89
Holon: Solving 89
Objective 90
Performance Level Outcomes 90
Action 1.0: Burn Down User Stories 91
Ceremonies/Techniques 91
Action 2.0: Review Activities and Impediments 93
Ceremonies/Techniques 93
Action 3.0: Remove Impediments 93
Ceremonies/Techniques 93
Action 4.0: Review Completed Work 94
Ceremonies/Techniques 94
Action 5.0: Identify Improvements 94
Ceremonies/Techniques 94
Holon: Delivering 95
Objective 95
Performance Level Outcomes: 96
Action 1.0: Plan each Delivery 96
Ceremonies/Techniques 96
Action 2.0: Assemble Product or Service Component for the Sprint 97
Ceremonies/Techniques 97
Action 3.0: Test Assembled Product or Service 97
Ceremonies/Techniques 98
Action 4.0: Deliver the Assembled Product or Service 98
Ceremonies/Techniques 98
Chapter 6: Performance Circle: Affirming 99
Holon: Understanding 100
Objective 101
Performance Level Outcomes 101
Action 1.0: Identify Metrics to Understand Project, Product, Team, and Process Performance 102
Ceremonies/Techniques 102
Action 2.0: Collect and Report Metrics Data 102
Ceremonies/Techniques 103
Action 3.0: Analyze and Trend Metrics Data 103
Ceremonies/Techniques 103
Action 4.0: Identify Actions to Improve Performance 104
Ceremonies/Techniques 104
Holon: Confirming 105
Objective 106
Performance Level Outcomes 106
Action 1.0: Observe Adoption of Agile Behaviors 107
Ceremonies/Techniques 107
Action 2.0: Gather Information from Agile Teams about Their Adoption of Agile Behaviors 107
Ceremonies/Techniques 107
Action 3.0: Provide Improvement Feedback to Agile Teams 108
Ceremonies/Techniques 108
Action 4.0: Use Improvement Feedback to Improve Agile Team Performance 109
Ceremonies/Techniques 109
Chapter 7: Performance Circle: Teaming 110
Objective 111
Holon: Organizing 111
Objective 112
Performance Level Outcomes 112
Action 1.0: Establish Agile Team Environments 113
Ceremonies/Techniques 113
Action 2.0: Establish Roles and Accountabilities 114
Ceremonies/Techniques 114
Action 3.0: Promote Self-Organizing and Cross-Functional Teams 114
Ceremonies/Techniques 114
Holon: Growing 115
Objective 115
Performance Level Outcomes 116
Action 1.0: Identify Training Needs for Agile Teams 116
Ceremonies/Techniques 116
Action 2.0: Develop an Organizational Training Backlog 116
Ceremonies/Techniques 117
Action 3.0: Establish a Mentoring Program 117
Ceremonies/Techniques 117
Action 4.0: Assess the Effectiveness of Training and Mentoring Programs 117
Ceremonies/Techniques 117
Holon: Governing 118
Objective 119
Performance Level Outcomes 119
Action 1.0: Align HR with Requirements for Self-Organizing Teams 119
Ceremonies/Techniques 120
Action 2.0: Clarify Team Structure and Reporting Relationships 120
Ceremonies/Techniques 120
Action 3.0: Empower a Cross-Functional Group to Deliver Continuous Performance Improvement 120
Ceremonies/Techniques 121
Action 4.0: Assess Internal Initiatives to Ensure Alignment with Agile Values of the State 121
Ceremonies/Techniques 121
Part III: Ceremonies and Techniques 122
Chapter 8: Acceptance Testing 123
Description 123
Typical Roles 124
Desired Behaviors 124
Chapter 9: Agile Agreement 125
Description 125
Typical Roles 126
Desired Behaviors 126
Chapter 10: Agile Digs 128
Description 128
Typical Roles 129
Desired Behaviors 129
Chapter 11: Agile Partner Assessment 130
Description 130
Typical Roles 131
Desired Behaviors 131
Chapter 12: All Hands Raised 132
Description 132
Typical Roles 133
Desired Behaviors 133
Chapter 13: Arc of Conversation 134
Description 134
Typical Roles 135
Desired Behaviors 135
Chapter 14: Automated Build 137
Description 137
Typical Roles 138
Desired Behaviors 138
Chapter 15: Backlog Grooming 139
Description 139
Typical Roles 140
Desired Behaviors 141
Chapter 16: Best Practices Board 142
Description 142
Typical Roles 143
Desired Behaviors 143
Chapter 17: Big Room Planning / Release Zero 144
Description 144
Typical Roles 145
Desired Behaviors 145
Chapter 18: Brainstorming 147
Description 147
Typical Roles 148
Desired Behaviors 149
Chapter 19: Burn Down Chart 150
Description 150
Typical Roles 151
Desired Behaviors 152
Chapter 20: Confirmation 153
Description 153
Typical Roles 154
Desired Behaviors 154
Chapter 21: Continuous Deployment 155
Description 155
Typical Roles 156
Desired Behaviors 156
Chapter 22: Continuous Integration 157
Description 157
Typical Roles 158
Desired Behaviors 158
Chapter 23: Class, Responsibilities, Collaborators (CRC) Cards 159
Description 159
Typical Roles 160
Desired Behaviors 160
Chapter 24: Daily Stand-Up 161
Description 161
Typical Roles 162
Desired Behaviors 163
Chapter 25: Definition of Done 164
Description 164
Typical Roles 165
Desired Behaviors 166
Chapter 26: Definition of Ready 167
Description 167
Typical Roles 168
Desired Behaviors 168
Chapter 27: Dot Voting 169
Description 169
Typical Roles 170
Desired Behaviors 170
Chapter 28: Epics 171
Description 171
Typical Roles 172
Desired Behaviors 172
Chapter 29: Evaluation 173
Description 173
Typical Roles 174
Desired Behaviors 174
Chapter 30: Frequent Releases 175
Description 175
Typical Roles 176
Desired Behaviors 176
Chapter 31: Gemba Walks 177
Description 177
Typical Roles 178
Desired Behaviors 178
Chapter 32: Gemba Kaizen 179
Typical Roles 180
Desired Behaviors 180
Chapter 33: Goal, Question, Metric (GQM) 181
Description 181
Typical Roles 182
Desired Behaviors 183
Chapter 34: Incremental Development 184
Description 184
Typical Roles 185
Desired Behaviors 185
Chapter 35: Kamishibai (Board and Cards) 186
Description 186
Typical Roles 187
Desired Behaviors 188
Chapter 36: Kanban Board 189
Description 189
Typical Roles 190
Desired Behaviors 190
Chapter 37: Kano Model 191
Description 191
Typical Roles 192
Desired Behaviors 192
Chapter 38: Lean Coffee 193
Description 193
Typical Roles 194
Desired Behaviors 194
Chapter 39: Mob Programming 195
Description 195
Typical Roles 196
Desired Behaviors 196
Chapter 40: Obeya Room 197
Description 197
Typical Roles 198
Desired Behaviors 198
Chapter 41: Open Space Technology 199
Description 199
Typical Roles 200
Desired Behaviors 200
Chapter 42: Pair Programming 201
Description 201
Typical Roles 202
Desired Behaviors 202
Chapter 43: Peer Reviews 203
Description 203
Typical Roles 204
Desired Behaviors 204
Chapter 44: Planning Poker 205
Description 205
Typical Roles 206
Desired Behaviors 206
Chapter 45: Product Backlogs 207
Description 207
Typical Roles 209
Desired Behaviors 209
Chapter 46: Product Scenarios 210
Description 210
Typical Roles 211
Desired Behaviors 211
Chapter 47: Project (Team) Chartering 212
Description 212
Typical Roles 213
Desired Behaviors 214
Chapter 48: Prototyping/Spike 215
Description 215
Typical Roles 216
Desired Behaviors 216
Chapter 49: Release Planning 217
Description 217
Typical Roles 218
Desired Behaviors 218
Chapter 50: Retrospectives 219
Description 219
Enterprise Retrospective 220
Heartbeat Retrospective 220
Sprint Retrospective 221
Training Retrospective 221
Milestone Retrospective 221
Confirmation Retrospective 221
Typical Roles 222
Desired Behaviors 222
Chapter 51: Review 223
Description 223
Typical Roles 224
Desired Behaviors 224
Chapter 52: Roles and Accountabilities Game 225
Description 225
Typical Roles 226
Desired Behaviors 226
Chapter 53: Scrum of Scrums 227
Description 227
Typical Roles 228
Desired Behaviors 228
Chapter 54: Scrum Wall/Scrum Board 229
Typical Roles 230
Desired Behaviors 230
Chapter 55: Self-Selection/ Self-Subscription 231
Description 231
Typical Roles 232
Desired Behaviors 232
Chapter 56: Spike (Design Spike) 233
Description 233
Typical Roles 234
Desired Behaviors 234
Chapter 57: Sprint 235
Description 235
Typical Roles 236
Desired Behaviors 236
Chapter 58: Sprint Demo 238
Description 238
Typical Roles 239
Desired Behaviors 239
Chapter 59: Sprint Planning 240
Description 240
Typical Roles 241
Desired Behaviors 242
Chapter 60: Stakeholder Identification and Management 243
Description 243
Typical Roles 244
Desired Behaviors 244
Chapter 61: State of the Team 245
Description 245
Typical Roles 246
Desired Behaviors 246
Chapter 62: SWOT Analysis (Strengths, Weaknesses, Opportunities, Threats) 247
Description 247
Typical Roles 248
Desired Behaviors 249
Chapter 63: Team Agreement 251
Description 251
Typical Roles 252
Desired Behaviors 252
Chapter 64: Team Estimation Game 253
Description 253
Typical Roles 254
Desired Behaviors 254
Chapter 65: Team Room Set-Up 256
Description 256
Typical Roles 257
Desired Behaviors 257
Chapter 66: Technical Debt 258
Description 258
Typical Roles 259
Desired Behaviors 259
Chapter 67: Test-Driven Development 260
Description 260
Typical Roles 261
Desired Behaviors 261
Chapter 68: Three Diverse Humans 262
Description 262
Typical Roles 263
Desired Behaviors 263
Chapter 69: Training 264
Description 264
Typical Roles 265
Desired Behaviors 265
Chapter 70: Unit Testing 266
Description 266
Typical Roles 267
Desired Behaviors 267
Chapter 71: Velocity 268
Description 268
Typical Roles 269
Desired Behaviors 269
Chapter 72: Visual Information Management 270
Description 270
Typical Roles 271
Desired Behaviors 272
Part IV: Next Steps for Leaders 273
Chapter 73: Using the Agile Performance Holarchy 274
The Most Important Value Is Trust 276
Needing More Time for Strategy 277
Broadsword’s Agile Transformation 278
Leading: Valuing 281
Action 1: Select and Define Agile Values 281
Action 2: Communicate Agile Values 282
Action 3: Deploy Agile Values 283
Action 4: Ensure Alignment of Agile Values 284
Action 5: Maintain Agile Values 285
Leading: Engaging 286
Action 1: Trace Agile Values to Frameworks, Ceremonies, and Techniques 286
Action 2: Engage with Agile Teams 287
Action 3: Ensure Agile Leaders and Teams Are Embracing Agile Values 287
Action 4: Eliminate Impediments to Change 288
Leading: Visioning 289
Action 1: Understand Current Cultural State 289
Action 2: Plan for Future Culture State 289
Action 3: Identify Impediments to Change 290
Action 4: Sprint Toward the Future State 290
Leading: Enabling 291
Action 1: Select Agile Performance Level 291
Action 2: Instantiate Agile Keys for Your Level 292
Action 3: Deploy Agile Keys for Selected Performance Level 293
Action 4: Sustain, Inspect, and Adapt Keys for Selected Performance Level 294
What’s Next For You? 294
Appendix A:Quick Reference Tables 296
Glossary 315
Acronyms 315
Terms 316
Index 325
| Erscheint lt. Verlag | 7.12.2018 |
|---|---|
| Zusatzinfo | XXI, 335 p. 107 illus. in color. |
| Verlagsort | Berkeley |
| Sprache | englisch |
| Themenwelt | Informatik ► Software Entwicklung ► Agile Software Entwicklung |
| Wirtschaft ► Betriebswirtschaft / Management ► Unternehmensführung / Management | |
| Schlagworte | Agile • Agile performance holarchy • Agile solutions • Agility • APH • CMMI • Holarchy • Holons • Jeff Dalton • Leadership • Performance • Performance circles • Teaming • Visioning |
| ISBN-10 | 1-4842-4206-8 / 1484242068 |
| ISBN-13 | 978-1-4842-4206-3 / 9781484242063 |
| Haben Sie eine Frage zum Produkt? |
PDF (Wasserzeichen)Größe: 13,5 MB
DRM: Digitales Wasserzeichen
Dieses eBook enthält ein digitales Wasserzeichen und ist damit für Sie personalisiert. Bei einer missbräuchlichen Weitergabe des eBooks an Dritte ist eine Rückverfolgung an die Quelle möglich.
Dateiformat: PDF (Portable Document Format)
Mit einem festen Seitenlayout eignet sich die PDF besonders für Fachbücher mit Spalten, Tabellen und Abbildungen. Eine PDF kann auf fast allen Geräten angezeigt werden, ist aber für kleine Displays (Smartphone, eReader) nur eingeschränkt geeignet.
Systemvoraussetzungen:
PC/Mac: Mit einem PC oder Mac können Sie dieses eBook lesen. Sie benötigen dafür einen PDF-Viewer - z.B. den Adobe Reader oder Adobe Digital Editions.
eReader: Dieses eBook kann mit (fast) allen eBook-Readern gelesen werden. Mit dem amazon-Kindle ist es aber nicht kompatibel.
Smartphone/Tablet: Egal ob Apple oder Android, dieses eBook können Sie lesen. Sie benötigen dafür einen PDF-Viewer - z.B. die kostenlose Adobe Digital Editions-App.
Zusätzliches Feature: Online Lesen
Dieses eBook können Sie zusätzlich zum Download auch online im Webbrowser lesen.
Buying eBooks from abroad
For tax law reasons we can sell eBooks just within Germany and Switzerland. Regrettably we cannot fulfill eBook-orders from other countries.
aus dem Bereich
