Dalton Great Big Agile

An OS for Agile Leaders
1. ed
ISBN: 978-1-4842-4206-3
Verlag: Apress
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 329 Seiten

Big Agile leaders need an empirical, 'high-trust' 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 'how-ability' 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 Learn
Model 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 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.

Autoren/Hrsg.

Dalton, Jeff

Inhaltsverzeichnis

1;Table of Contents;5
2;About the Author;9
3;About the Technical Reviewer;10
4;Foreword;11
5;Acknowledgments;13
6;Preface;14
7;Part I: The Agile Performance Holarchy;19
7.1;Chapter 1: The API Is Broken;20
7.1.1;Introducing Great Big Agile;21
7.1.2;How Agile Is Your Organization?;22
7.1.3;Why Agile Matters;23
7.1.4;All Is Not Well with Agile;25
7.1.5;The Missing Layer in the Operating System;26
7.1.6;An Operating System for Scalable Agility;27
7.1.6.1;Performance Circles;29
7.1.6.2;Holons;31
7.1.6.3;Objectives and Outcomes;32
7.1.6.4;Actions;32
7.1.6.5;Ceremonies and Techniques;33
7.1.7;Put in the Work and Reap the Rewards;33
8;Part II: The Performance Circles;35
8.1;Chapter 2: Performance Circle: Leading;36
8.1.1;Holon: Valuing;38
8.1.1.1;Objective;38
8.1.1.2;Performance Level Outcomes;39
8.1.1.3;Action 1.0: Select and Define Agile Values;39
8.1.1.3.1;Ceremonies/Techniques;39
8.1.1.4;Action 2.0: Communicate Agile Values;40
8.1.1.4.1;Ceremonies/Techniques;41
8.1.1.5;Action 3.0: Deploy Agile Values;41
8.1.1.5.1;Ceremonies/Techniques;41
8.1.1.6;Action 4.0: Ensure Alignment of Agile Values;42
8.1.1.6.1;Ceremonies/Techniques;42
8.1.1.7;Action 5.0: Maintain Agile Values;43
8.1.1.7.1;Ceremonies/Techniques;43
8.1.2;Holon: Engaging;44
8.1.2.1;Objective;44
8.1.2.2;Performance Level Outcomes;44
8.1.2.3;Action 1.0: Trace Agile Values to Frameworks, Ceremonies, and Techniques;45
8.1.2.3.1;Ceremonies/Techniques;45
8.1.2.4;Action 2.0: Engage with Agile Teams;46
8.1.2.4.1;Ceremonies/Techniques;46
8.1.2.5;Action 3.0: Ensure Agile Leaders and Teams Are Embracing Agile Values;46
8.1.2.5.1;Ceremonies/Techniques;47
8.1.2.6;Action 4.0: Eliminate Impediments to Change;47
8.1.2.6.1;Ceremonies/Techniques;47
8.1.3;Holon: Visioning;48
8.1.3.1;Objective;49
8.1.3.2;Performance Level Outcomes;49
8.1.3.3;Action 1.0: Understand Current Cultural State;49
8.1.3.3.1;Ceremonies/Techniques;50
8.1.3.4;Action 2.0: Plan for Future Cultural State;50
8.1.3.4.1;Ceremonies/Techniques;50
8.1.3.5;Action 3.0: Identify Impediments to Change;50
8.1.3.5.1;Ceremonies/Techniques;51
8.1.3.6;Action 4.0: Sprint Toward the Future;51
8.1.3.6.1;Ceremonies/Techniques;51
8.1.4;Holon: Enabling;51
8.1.4.1;Objective;52
8.1.4.2;Performance Level Outcomes;52
8.1.4.3;Action 1.0: Select Agile Performance Level;53
8.1.4.3.1;Ceremonies/Techniques;53
8.1.4.4;Action 2.0: Instantiate Agile Keys for Your Selected Level;53
8.1.4.4.1;Ceremonies/Techniques;54
8.1.4.5;Action 3.0: Deploy Agile Keys for Selected Performance Level;54
8.1.4.5.1;Ceremonies/Techniques;54
8.1.4.6;Action 4.0: Sustain, Inspect, and Adapt Keys for Selected Performance Level;55
8.1.4.6.1;Ceremonies/Techniques;55
8.2;Chapter 3: Performance Circle: Providing;56
8.2.1;Holon: Partnering;57
8.2.1.1;Objective;58
8.2.1.2;Performance Level Outcomes;58
8.2.1.3;Action 1.0: Identify Internal and External Agile Partners;58
8.2.1.3.1;Ceremonies/Techniques;59
8.2.1.4;Action 2.0: Assess Partner’s Agile Capabilities;59
8.2.1.4.1;Ceremonies/Techniques;59
8.2.1.5;Action 3.0: Develop Agile Partnering Agreement;60
8.2.1.5.1;Ceremonies/Techniques;60
8.2.1.6;Action 4.0: Engage with Partners Using Agile Partnering Agreement;60
8.2.1.6.1;Ceremonies/Techniques;60
8.2.2;Holon: Contributing;61
8.2.2.1;Objective;62
8.2.2.2;Performance Level Outcomes;62
8.2.2.3;Action 1.0: Identify Best Practices;62
8.2.2.3.1;Ceremonies/Techniques;63
8.2.2.4;Action 2.0: Share and Implement Best Practices;63
8.2.2.4.1;Ceremonies/Techniques;63
8.2.2.5;Action 3.0: Identify Improvements;64
8.2.2.5.1;Ceremonies/Techniques;64
8.2.2.6;Action 4.0: Share and Implement Improvements;64
8.2.2.6.1;Ceremonies/Techniques;64
8.2.3;Holon: Equipping;65
8.2.3.1;Objective;65
8.2.3.2;Performance Level Outcomes;65
8.2.3.3;Action 1.0: Acquire and Set Up Space for Teams;66
8.2.3.3.1;Ceremonies/Techniques;66
8.2.3.4;Action 2.0: Provide Tools for Teams to Use;66
8.2.3.4.1;Ceremonies/Techniques;67
8.2.3.5;Action 3.0: Deliver Training and Mentoring;67
8.2.3.5.1;Ceremonies/Techniques;68
8.3;Chapter 4: Performance Circle: Envisioning;69
8.3.1;Holon: Defining;70
8.3.1.1;Objective;71
8.3.1.2;Performance Level Outcomes;71
8.3.1.3;Action 1.0: Allocate Road Map Work for Agile Teams;71
8.3.1.3.1;Ceremonies/Techniques;72
8.3.1.4;Action 2.0: Develop Road Map Product Backlog;72
8.3.1.4.1;Ceremonies/Techniques;72
8.3.1.5;Action 3.0: Prioritize Road Map Product Backlog;73
8.3.1.5.1;Ceremonies/Techniques;73
8.3.2;Holon: Road Mapping;73
8.3.2.1;Objective;74
8.3.2.2;Performance Level Outcomes;74
8.3.2.3;Action 1.0: Identify Current and Future Product Capabilities;75
8.3.2.3.1;Ceremonies/Techniques;75
8.3.2.4;Action 2.0: Create Product Vision;76
8.3.2.4.1;Ceremonies/Techniques;76
8.3.2.5;Action 3.0: Create Product Road Map;77
8.3.2.5.1;Ceremonies/Techniques;77
8.3.2.6;Action 4.0: Define and Charter Agile Teams;78
8.3.2.6.1;Ceremonies/Techniques;78
8.3.3;Holon: Clarifying;79
8.3.3.1;Objective;79
8.3.3.2;Performance Level Outcomes;80
8.3.3.3;Action 1.0: Evolve Business Needs into User and  Child Stories;80
8.3.3.3.1;Ceremonies/Techniques;80
8.3.3.4;Action 2.0: Refine the Product Backlog;81
8.3.3.4.1;Ceremonies/Techniques;81
8.3.3.5;Action 3.0: Size the Product Backlog Items;81
8.3.3.5.1;Ceremonies/Techniques;81
8.4;Chapter 5: Performance Circle: Crafting;83
8.4.1;Holon: Planning;84
8.4.1.1;Objective;85
8.4.1.2;Performance Level Outcomes;86
8.4.1.3;Action 1.0: Enable Team Commitment;86
8.4.1.3.1;Ceremonies/Techniques;86
8.4.1.4;Action 2.0: Create and Agree on a Definition of Done;87
8.4.1.4.1;Ceremonies/Techniques;87
8.4.1.5;Action 3.0: Select Work to Complete for Each Sprint;88
8.4.1.5.1;Ceremonies/Techniques;88
8.4.1.6;Action 4.0: Estimate the Work to Complete in  the Sprint;88
8.4.1.6.1;Ceremonies/Techniques;89
8.4.2;Holon: Solving;89
8.4.2.1;Objective;90
8.4.2.2;Performance Level Outcomes;90
8.4.2.3;Action 1.0: Burn Down User Stories;91
8.4.2.3.1;Ceremonies/Techniques;91
8.4.2.4;Action 2.0: Review Activities and Impediments;93
8.4.2.4.1;Ceremonies/Techniques;93
8.4.2.5;Action 3.0: Remove Impediments;93
8.4.2.5.1;Ceremonies/Techniques;93
8.4.2.6;Action 4.0: Review Completed Work;94
8.4.2.6.1;Ceremonies/Techniques;94
8.4.2.7;Action 5.0: Identify Improvements;94
8.4.2.7.1;Ceremonies/Techniques;94
8.4.3;Holon: Delivering;95
8.4.3.1;Objective;95
8.4.3.2;Performance Level Outcomes:;96
8.4.3.3;Action 1.0: Plan each Delivery;96
8.4.3.3.1;Ceremonies/Techniques;96
8.4.3.4;Action 2.0: Assemble Product or Service Component for the Sprint;97
8.4.3.4.1;Ceremonies/Techniques;97
8.4.3.5;Action 3.0: Test Assembled Product or Service;97
8.4.3.5.1;Ceremonies/Techniques;98
8.4.3.6;Action 4.0: Deliver the Assembled Product or Service;98
8.4.3.6.1;Ceremonies/Techniques;98
8.5;Chapter 6: Performance Circle: Affirming;99
8.5.1;Holon: Understanding;100
8.5.1.1;Objective;101
8.5.1.2;Performance Level Outcomes;101
8.5.1.3;Action 1.0: Identify Metrics to Understand Project, Product, Team, and Process Performance;102
8.5.1.3.1;Ceremonies/Techniques;102
8.5.1.4;Action 2.0: Collect and Report Metrics Data;102
8.5.1.4.1;Ceremonies/Techniques;103
8.5.1.5;Action 3.0: Analyze and Trend Metrics Data;103
8.5.1.5.1;Ceremonies/Techniques;103
8.5.1.6;Action 4.0: Identify Actions to Improve Performance;104
8.5.1.6.1;Ceremonies/Techniques;104
8.5.2;Holon: Confirming;105
8.5.2.1;Objective;106
8.5.2.2;Performance Level Outcomes;106
8.5.2.3;Action 1.0: Observe Adoption of Agile Behaviors;107
8.5.2.3.1;Ceremonies/Techniques;107
8.5.2.4;Action 2.0: Gather Information from Agile Teams about Their Adoption of Agile Behaviors;107
8.5.2.4.1;Ceremonies/Techniques;107
8.5.2.5;Action 3.0: Provide Improvement Feedback to Agile Teams;108
8.5.2.5.1;Ceremonies/Techniques;108
8.5.2.6;Action 4.0: Use Improvement Feedback to Improve Agile Team Performance;109
8.5.2.6.1;Ceremonies/Techniques;109
8.6;Chapter 7: Performance Circle: Teaming;110
8.6.1;Objective;111
8.6.2;Holon: Organizing;111
8.6.2.1;Objective;112
8.6.2.2;Performance Level Outcomes;112
8.6.2.3;Action 1.0: Establish Agile Team Environments;113
8.6.2.3.1;Ceremonies/Techniques;113
8.6.2.4;Action 2.0: Establish Roles and Accountabilities;114
8.6.2.4.1;Ceremonies/Techniques;114
8.6.2.5;Action 3.0: Promote Self-Organizing and Cross-Functional Teams;114
8.6.2.5.1;Ceremonies/Techniques;114
8.6.3;Holon: Growing;115
8.6.3.1;Objective;115
8.6.3.2;Performance Level Outcomes;116
8.6.3.3;Action 1.0: Identify Training Needs for Agile Teams;116
8.6.3.3.1;Ceremonies/Techniques;116
8.6.3.4;Action 2.0: Develop an Organizational Training Backlog;116
8.6.3.4.1;Ceremonies/Techniques;117
8.6.3.5;Action 3.0: Establish a Mentoring Program;117
8.6.3.5.1;Ceremonies/Techniques;117
8.6.3.6;Action 4.0: Assess the Effectiveness of Training and Mentoring Programs;117
8.6.3.6.1;Ceremonies/Techniques;117
8.6.4;Holon: Governing;118
8.6.4.1;Objective;119
8.6.4.2;Performance Level Outcomes;119
8.6.4.3;Action 1.0: Align HR with Requirements for  Self-Organizing Teams;119
8.6.4.3.1;Ceremonies/Techniques;120
8.6.4.4;Action 2.0: Clarify Team Structure and Reporting Relationships;120
8.6.4.4.1;Ceremonies/Techniques;120
8.6.4.5;Action 3.0: Empower a Cross-Functional Group to Deliver Continuous Performance Improvement;120
8.6.4.5.1;Ceremonies/Techniques;121
8.6.4.6;Action 4.0: Assess Internal Initiatives to Ensure Alignment with Agile Values of the State;121
8.6.4.6.1;Ceremonies/Techniques;121
9;Part III: Ceremonies and Techniques;122
9.1;Chapter 8: Acceptance Testing;123
9.1.1;Description;123
9.1.2;Typical Roles;124
9.1.3;Desired Behaviors;124
9.2;Chapter 9: Agile Agreement;125
9.2.1;Description;125
9.2.2;Typical Roles;126
9.2.3;Desired Behaviors;126
9.3;Chapter 10: Agile Digs;128
9.3.1;Description;128
9.3.2;Typical Roles;129
9.3.3;Desired Behaviors;129
9.4;Chapter 11: Agile Partner Assessment;130
9.4.1;Description;130
9.4.2;Typical Roles;131
9.4.3;Desired Behaviors;131
9.5;Chapter 12: All Hands Raised;132
9.5.1;Description;132
9.5.2;Typical Roles;133
9.5.3;Desired Behaviors;133
9.6;Chapter 13: Arc of Conversation;134
9.6.1;Description;134
9.6.2;Typical Roles;135
9.6.3;Desired Behaviors;135
9.7;Chapter 14: Automated Build;137
9.7.1;Description;137
9.7.2;Typical Roles;138
9.7.3;Desired Behaviors;138
9.8;Chapter 15: Backlog Grooming;139
9.8.1;Description;139
9.8.2;Typical Roles;140
9.8.3;Desired Behaviors;141
9.9;Chapter 16: Best Practices Board;142
9.9.1;Description;142
9.9.2;Typical Roles;143
9.9.3;Desired Behaviors;143
9.10;Chapter 17: Big Room Planning / Release Zero;144
9.10.1;Description;144
9.10.2;Typical Roles;145
9.10.3;Desired Behaviors;145
9.11;Chapter 18: Brainstorming;147
9.11.1;Description;147
9.11.2;Typical Roles;148
9.11.3;Desired Behaviors;149
9.12;Chapter 19: Burn Down Chart;150
9.12.1;Description;150
9.12.2;Typical Roles;151
9.12.3;Desired Behaviors;152
9.13;Chapter 20: Confirmation;153
9.13.1;Description;153
9.13.2;Typical Roles;154
9.13.3;Desired Behaviors;154
9.14;Chapter 21: Continuous Deployment;155
9.14.1;Description;155
9.14.2;Typical Roles;156
9.14.3;Desired Behaviors;156
9.15;Chapter 22: Continuous Integration;157
9.15.1;Description;157
9.15.2;Typical Roles;158
9.15.3;Desired Behaviors;158
9.16;Chapter 23: Class, Responsibilities, Collaborators (CRC) Cards;159
9.16.1;Description;159
9.16.2;Typical Roles;160
9.16.3;Desired Behaviors;160
9.17;Chapter 24: Daily Stand-Up;161
9.17.1;Description;161
9.17.2;Typical Roles;162
9.17.3;Desired Behaviors;163
9.18;Chapter 25: Definition of Done;164
9.18.1;Description;164
9.18.2;Typical Roles;165
9.18.3;Desired Behaviors;166
9.19;Chapter 26: Definition of Ready;167
9.19.1;Description;167
9.19.2;Typical Roles;168
9.19.3;Desired Behaviors;168
9.20;Chapter 27: Dot Voting;169
9.20.1;Description;169
9.20.2;Typical Roles;170
9.20.3;Desired Behaviors;170
9.21;Chapter 28: Epics;171
9.21.1;Description;171
9.21.2;Typical Roles;172
9.21.3;Desired Behaviors;172
9.22;Chapter 29: Evaluation;173
9.22.1;Description;173
9.22.2;Typical Roles;174
9.22.3;Desired Behaviors;174
9.23;Chapter 30: Frequent Releases;175
9.23.1;Description;175
9.23.2;Typical Roles;176
9.23.3;Desired Behaviors;176
9.24;Chapter 31: Gemba Walks;177
9.24.1;Description;177
9.24.2;Typical Roles;178
9.24.3;Desired Behaviors;178
9.25;Chapter 32: Gemba Kaizen;179
9.25.1;Typical Roles;180
9.25.2;Desired Behaviors;180
9.26;Chapter 33: Goal, Question, Metric (GQM);181
9.26.1;Description;181
9.26.2;Typical Roles;182
9.26.3;Desired Behaviors;183
9.27;Chapter 34: Incremental Development;184
9.27.1;Description;184
9.27.2;Typical Roles;185
9.27.3;Desired Behaviors;185
9.28;Chapter 35: Kamishibai (Board and Cards);186
9.28.1;Description;186
9.28.2;Typical Roles;187
9.28.3;Desired Behaviors;188
9.29;Chapter 36: Kanban Board;189
9.29.1;Description;189
9.29.2;Typical Roles;190
9.29.3;Desired Behaviors;190
9.30;Chapter 37: Kano Model;191
9.30.1;Description;191
9.30.2;Typical Roles;192
9.30.3;Desired Behaviors;192
9.31;Chapter 38: Lean Coffee;193
9.31.1;Description;193
9.31.2;Typical Roles;194
9.31.3;Desired Behaviors;194
9.32;Chapter 39: Mob Programming;195
9.32.1;Description;195
9.32.2;Typical Roles;196
9.32.3;Desired Behaviors;196
9.33;Chapter 40: Obeya Room;197
9.33.1;Description;197
9.33.2;Typical Roles;198
9.33.3;Desired Behaviors;198
9.34;Chapter 41: Open Space Technology;199
9.34.1;Description;199
9.34.2;Typical Roles;200
9.34.3;Desired Behaviors;200
9.35;Chapter 42: Pair Programming;201
9.35.1;Description;201
9.35.2;Typical Roles;202
9.35.3;Desired Behaviors;202
9.36;Chapter 43: Peer Reviews;203
9.36.1;Description;203
9.36.2;Typical Roles;204
9.36.3;Desired Behaviors;204
9.37;Chapter 44: Planning Poker;205
9.37.1;Description;205
9.37.2;Typical Roles;206
9.37.3;Desired Behaviors;206
9.38;Chapter 45: Product Backlogs;207
9.38.1;Description;207
9.38.2;Typical Roles;209
9.38.3;Desired Behaviors;209
9.39;Chapter 46: Product Scenarios;210
9.39.1;Description;210
9.39.2;Typical Roles;211
9.39.3;Desired Behaviors;211
9.40;Chapter 47: Project (Team) Chartering;212
9.40.1;Description;212
9.40.2;Typical Roles;213
9.40.3;Desired Behaviors;214
9.41;Chapter 48: Prototyping/Spike;215
9.41.1;Description;215
9.41.2;Typical Roles;216
9.41.3;Desired Behaviors;216
9.42;Chapter 49: Release Planning;217
9.42.1;Description;217
9.42.2;Typical Roles;218
9.42.3;Desired Behaviors;218
9.43;Chapter 50: Retrospectives;219
9.43.1;Description;219
9.43.2;Enterprise Retrospective;220
9.43.3;Heartbeat Retrospective;220
9.43.4;Sprint Retrospective;221
9.43.5;Training Retrospective;221
9.43.6;Milestone Retrospective;221
9.43.7;Confirmation Retrospective;221
9.43.8;Typical Roles;222
9.43.9;Desired Behaviors;222
9.44;Chapter 51: Review;223
9.44.1;Description;223
9.44.2;Typical Roles;224
9.44.3;Desired Behaviors;224
9.45;Chapter 52: Roles and Accountabilities Game;225
9.45.1;Description;225
9.45.2;Typical Roles;226
9.45.3;Desired Behaviors;226
9.46;Chapter 53: Scrum of Scrums;227
9.46.1;Description;227
9.46.2;Typical Roles;228
9.46.3;Desired Behaviors;228
9.47;Chapter 54: Scrum Wall/Scrum Board;229
9.47.1;Typical Roles;230
9.47.2;Desired Behaviors;230
9.48;Chapter 55: Self-Selection/ Self-Subscription;231
9.48.1;Description;231
9.48.2;Typical Roles;232
9.48.3;Desired Behaviors;232
9.49;Chapter 56: Spike (Design Spike);233
9.49.1;Description;233
9.49.2;Typical Roles;234
9.49.3;Desired Behaviors;234
9.50;Chapter 57: Sprint;235
9.50.1;Description;235
9.50.2;Typical Roles;236
9.50.3;Desired Behaviors;236
9.51;Chapter 58: Sprint Demo;238
9.51.1;Description;238
9.51.2;Typical Roles;239
9.51.3;Desired Behaviors;239
9.52;Chapter 59: Sprint Planning;240
9.52.1;Description;240
9.52.2;Typical Roles;241
9.52.3;Desired Behaviors;242
9.53;Chapter 60: Stakeholder Identification and Management;243
9.53.1;Description;243
9.53.2;Typical Roles;244
9.53.3;Desired Behaviors;244
9.54;Chapter 61: State of the Team;245
9.54.1;Description;245
9.54.2;Typical Roles;246
9.54.3;Desired Behaviors;246
9.55;Chapter 62: SWOT Analysis (Strengths, Weaknesses, Opportunities, Threats);247
9.55.1;Description;247
9.55.2;Typical Roles;248
9.55.3;Desired Behaviors;249
9.56;Chapter 63: Team Agreement;251
9.56.1;Description;251
9.56.2;Typical Roles;252
9.56.3;Desired Behaviors;252
9.57;Chapter 64: Team Estimation Game;253
9.57.1;Description;253
9.57.2;Typical Roles;254
9.57.3;Desired Behaviors;254
9.58;Chapter 65: Team Room Set-Up;256
9.58.1;Description;256
9.58.2;Typical Roles;257
9.58.3;Desired Behaviors;257
9.59;Chapter 66: Technical Debt;258
9.59.1;Description;258
9.59.2;Typical Roles;259
9.59.3;Desired Behaviors;259
9.60;Chapter 67: Test-Driven Development;260
9.60.1;Description;260
9.60.2;Typical Roles;261
9.60.3;Desired Behaviors;261
9.61;Chapter 68: Three Diverse Humans;262
9.61.1;Description;262
9.61.2;Typical Roles;263
9.61.3;Desired Behaviors;263
9.62;Chapter 69: Training;264
9.62.1;Description;264
9.62.2;Typical Roles;265
9.62.3;Desired Behaviors;265
9.63;Chapter 70: Unit Testing;266
9.63.1;Description;266
9.63.2;Typical Roles;267
9.63.3;Desired Behaviors;267
9.64;Chapter 71: Velocity;268
9.64.1;Description;268
9.64.2;Typical Roles;269
9.64.3;Desired Behaviors;269
9.65;Chapter 72: Visual Information Management;270
9.65.1;Description;270
9.65.2;Typical Roles;271
9.65.3;Desired Behaviors;272
10;Part IV: Next Steps for Leaders;273
10.1;Chapter 73: Using the Agile Performance Holarchy;274
10.1.1;The Most Important Value Is Trust;276
10.1.2;Needing More Time for Strategy;277
10.1.3;Broadsword’s Agile Transformation;278
10.1.4;Leading: Valuing;281
10.1.4.1;Action 1: Select and Define Agile Values;281
10.1.4.2;Action 2: Communicate Agile Values;282
10.1.4.3;Action 3: Deploy Agile Values;283
10.1.4.4;Action 4: Ensure Alignment of Agile Values;284
10.1.4.5;Action 5: Maintain Agile Values;285
10.1.5;Leading: Engaging;286
10.1.5.1;Action 1: Trace Agile Values to Frameworks, Ceremonies, and Techniques;286
10.1.5.2;Action 2: Engage with Agile Teams;287
10.1.5.3;Action 3: Ensure Agile Leaders and Teams Are Embracing Agile Values;287
10.1.5.4;Action 4: Eliminate Impediments to Change;288
10.1.6;Leading: Visioning;289
10.1.6.1;Action 1: Understand Current Cultural State;289
10.1.6.2;Action 2: Plan for Future Culture State;289
10.1.6.3;Action 3: Identify Impediments to Change;290
10.1.6.4;Action 4: Sprint Toward the Future State;290
10.1.7;Leading: Enabling;291
10.1.7.1;Action 1: Select Agile Performance Level;291
10.1.7.2;Action 2: Instantiate Agile Keys for Your Level;292
10.1.7.3;Action 3: Deploy Agile Keys for Selected Performance Level;293
10.1.7.4;Action 4: Sustain, Inspect, and Adapt Keys for Selected Performance Level;294
10.1.8;What’s Next For You?;294
11;Appendix A:Quick Reference Tables;296
12;Glossary;315
12.1;Acronyms;315
12.2;Terms;316
13;Index;325