The Age of Agile: How Smart Companies Are Transforming the Way Work Gets Done

Cover -- Contents -- Foreword -- Introduction -- PART ONE: AGILE MANAGEMENT -- 1 More Value from Less Work -- BOX 1-1: Manifesto for Agile Software Development -- BOX 1-2: Glossary: Definitions of Agile, Scrum, DevOps, Kanban, Lean -- 2 The Law of the Small Team -- 3 The Law of the Customer -- BOX 3-1: Paradigm Shifts in Science -- BOX 3-2: Ultimate Customers, Internal Customers, and End-Users -- BOX 3-3: Practices of the Law of the Customer -- BOX 3-4: Aligning People Management with Agile Management at Cerner -- 4 The Law of the Network -- BOX 4-1: Agility Through Market-Based Approaches -- BOX 4-2: Achieving Large-Scale Operations Through Platforms -- BOX 4-3: "Big Bang" Change: Six Mistakes Salesforce Didn't Make -- 5 Implementing Agile at Scale: Microsoft -- Get the Right Balance of Alignment and Autonomy -- Master the Role of the Agile Manager -- Handle Dependencies at the Team Level -- Ensure Continuous Integration -- Keep on Top of Technical Debt -- Embrace DevOps and Continuous Delivery -- Continuously Monitor Progress -- Listen to Customer Wants, but Meet Their Needs -- Deal with Directions from Above -- Use Self-Forming Teams to Encourage Team Ownership -- Recognize the Team Is the Product -- Build Quality from the Beginning -- Use Coaching Carefully -- Ensure Top-Level Support -- Box 5-1: Flattening the Hierarchy Isn't the Answer -- 6 From Operational to Strategic Agility -- The Principles of Strategic Agility -- Four Components of a Market-Creating Value Proposition -- BOX 6-1: The Collapse of Sector Boundaries -- BOX 6-2: The Path from Operational Agility to Strategic Agility -- 7 Changing the Organizational Culture -- BOX 7-1: SRI's "NABC Value Proposition" for Siri -- PART TWO: MANAGEMENT TRAPS -- 8 The Trap of Shareholder Value -- BOX 8-1: The Unsound Legal Case for Shareholder Value -- BOX 8-2: What Is True Shareholder Value?