Intro -- Preface -- Acknowledgments -- Endorsements -- Contents -- 1: Today´s Problems with Enterprise Business Software -- Test Drive Your Knowledge -- 1.1 The New, New Thing -- 1.2 Cheap Green Shirts -- 1.3 Help! We´re Terrible! -- 1.4 Aristotle, Descartes and Disconnection to Business Value -- 1.5 The Mechanical Business World -- 1.5.1 The Question of Business Value -- 1.6 Scalability and Sustainability -- 1.6.1 The Story of Sticky LaGrange -- 1.7 Yes, But What About the Illth? -- 1.7.1 Agile Illth -- 1.8 Our Software Industry Problems Can Be Overcome -- Test Drive Your Knowledge Again -- Reference -- 2: The Scholars of Systems Thinking -- Test Drive Your Knowledge -- 2.1 Hard and Soft Systems Thinking -- 2.1.1 Don´t Worry: This Will Not Be a Complete History of Systems Thinking -- 2.2 Systems Thinking Forms the Basis -- Test Drive Your Knowledge Again -- 3: Worldview and Intentions -- Test Drive Your Knowledge -- 3.1 Borrowing from the Buddha -- 3.1.1 Right View -- The Agile Manifesto -- 3.1.2 Right Intention -- 3.1.3 Right Speech -- 3.1.4 Right Action -- 3.2 Right View + Right Intention + Right Speech + Right Action -- 3.2.1 A Worldview That Is Compatible with Success -- Test Drive Your Knowledge Again -- Reference -- 4: Seven Principles of Systems Thinking for Software Development -- Test Drive Your Knowledge -- 4.1 So Many Principles! -- 4.1.1 Systems Thinking Principle 1: Trust=Speed -- 4.1.2 Systems Thinking Principle 2: Avoid Best Practices -- 4.1.3 Systems Thinking Principle 3: Beware the Immense Power of Analogies -- 4.1.4 Systems Thinking Principle 4: Blame the System, Not the Person -- 4.1.5 Systems Thinking Principle 5: Treat People Like People, Not Like Machines -- 4.1.6 Systems Thinking Principle 6: Acknowledge Your Boundaries -- 4.1.7 Systems Thinking Principle 7: Relation-ness Matters More Than Thing-ness -- 4.2 Principles for Your Worldview -- Test Drive Your Knowledge Again -- References -- 5: Redefining Professionalism -- Test Drive Your Knowledge -- 5.1 Understanding What It Means to Be a Professional -- 5.1.1 What Defined the Professionalism of the Past? -- 5.1.2 Mechanical Professionalism -- 5.2 The New Professionalism -- 5.3 The Principles of the New Professionalism -- 5.3.1 New Professionalism Principle 1: Speak Up! -- 5.3.1.1 The Stanford Prison Experiment -- 5.3.1.2 Just ``Go Along´´ -- 5.3.1.3 You Know What? I´ll Just Become a Monk! -- 5.3.1.4 Building Trust -- 5.3.2 New Professionalism Principle 2: Solving Communication Problems with Via Negativa -- 5.3.2.1 Via Negativa! -- 5.3.2.2 A Different Way to Solve Communication Problems -- 5.3.2.3 Addition Often Has More Bad Side-Effects -- 5.3.2.4 Via Negativa for Retrospective Follow-Up Items -- 5.3.3 New Professionalism Principle 3: Be an Advocate for Weak or Absent Voices -- 5.3.3.1 General Motors Calculates Loss of Their Customers´ Lives -- 5.3.3.2 Sony Builds a Back Door for Itselfand Hackers -- 5.3.3.3 Sorry, But Here´s One More Story About Weak Voices -- 5.3.3.4 Wea.
k and Powerful Stakeholders -- 5.3.3.5 Well I, For One, Would Never Do That! -- 5.3.3.6 The New Professional as Advocate -- 5.3.3.7 Representing Those Without a Voice -- 5.3.4 New Professionalism Principle 4: Proudly Display Your Dirty Laundry -- 5.3.5 New Professionalism Principle 5: Connect People to One Another -- 5.3.6 New Professionalism Principle 6: Challenge Your Own Assumptions as Much as You Challenge Others´ -- 5.3.7 New Professionalism Principle 7: Be Accountable to Change -- 5.3.8 New Professionalism Principle 8: Manage Uncertainties Through Adaptive Practices and Stop Faking Risk Management -- 5.3.8.1 Mediocristan and Extremistan -- Software Development: Which `stan Do We Live In? -- A Casino Misses Its Losses -- 5.3.8.2 Risk Management for Software Development -- 5.3.8.3 Managing Uncertainties with Adaptive Practices -- 5.3.9 The Worldview of the New Professional -- Test Drive Your Knowledge Again -- Try This Next -- References -- 6: Scaling and Sustaining: Avoiding Mechanical Behavior -- Test Drive Your Knowledge -- 6.1 The Burning Question on Robert Rosen´s Mind -- 6.2 Allow Me to Work Somewhere Fit for Humans -- 6.3 Are Humans Similar to Software? -- 6.4 But Agile Ain´t Mechanical, Is It? -- 6.5 Conversations with a Terrible Coach -- 6.6 Why? What´s the Purpose? -- 6.6.1 Thin Knowledge Versus Thick Knowledge -- 6.6.2 Why? Tell Me Your Thought Process -- 6.7 What Type of Organization Do You Work In? -- 6.8 Agile Practices and the ``Why´´ Behind Them -- 6.8.1 Be a Skeptical Empiricist -- 6.8.2 Run a Process Experimentation Lab in Every Team Space -- Test Drive Your Knowledge Again -- Try This Next -- References -- 7: Business Value, Estimation and Metrics -- Test Drive Your Knowledge -- 7.1 Do We Really, Honestly Need a PMO? -- 7.2 How an Idea Becomes a Project -- 7.3 The Problems with Today´s Portfolio Management Processes Are -- 7.3.1 The Annual Portfolio Management Cycle -- 7.3.2 Projects Incur Unnecessary Costs and Risks -- 7.3.3 Early Estimates Are Inaccurate -- 7.4 Ideas for Portfolio Management -- 7.4.1 The Fleeting Concept of Value -- 7.4.2 Value Stories -- 7.4.3 The Cisco Rule -- 7.4.4 Prioritizing Value Stories -- 7.4.5 Slicing Value Stories -- 7.4.6 The Real Day-to-Day Magic of Value Stories -- 7.4.7 ``Get Me a Black Truck!´´ -- 7.4.8 Three Levels of ROI: Thin, Thick and ``Thurmanator´´ -- 7.4.8.1 Thin ROI -- 7.4.8.2 Thick ROI -- 7.4.8.3 Thurmanator ROI -- 7.4.9 Metrics -- 7.4.9.1 Metrics About Progress -- Burndown Charts -- Velocity Charts -- Code Coverage Charts -- Other Types of Progress Charts -- 7.4.9.2 Metrics About Problems -- How Symbol Technologies Innovated Past Their Keyboard Problems -- 7.4.10 Estimation -- 7.4.10.1 Estimating Versus Sizing -- 7.4.10.2 And Now, Here Are Storypoints, the Abstracted Buckets You´ve Been Waiting For -- Mohs Scale of Mineral Hardness -- Storypoints and Executives Do Not Mix -- The Relationship Between Storypoints and Hours -- 7.4.10.3 Sprint Commitments -- 7.5 MeanwhileBack in the.
Team Space -- 7.6 Portfolio Management Does Not Have to Be a Dinosaur -- Test Drive Your Knowledge Again -- Try This Next -- References -- 8: Missing Deadlines Means Missing Market Opportunities -- Test Drive Your Knowledge -- 8.1 How to Miss a Deadline -- 8.2 Why Requirements Is a Bad Word -- 8.2.1 Shotgun or Rifle Approach? -- 8.2.2 Adding a Sponge to the Iron Triangle -- 8.2.3 Acceptable and Unacceptable Responses to the Business -- 8.2.4 The Steel Query Application -- 8.3 ``How Much Will It Cost?´´ Is the Wrong Question -- 8.3.1 Thinking in Buckets -- 8.3.2 Short Sprints Really Help -- 8.4 Stop Thinking Like an IT Person: Think Like a Businessperson -- 8.5 Things Move So Dang Fast -- Test Drive Your Knowledge Again -- Try This Next -- Reference -- 9: Flipping the Run/Build Ratio: The Business Case for Software Craftsmanship -- Test Drive Your Knowledge -- 9.1 Just Keeping the Lights On -- 9.2 Software Craftsmanship: How a Movement Among Developers Is Good for Business -- 9.2.1 Software Craftsmanship Practices -- 9.2.1.1 Clean Code -- 9.2.1.2 Pair Programming -- 9.2.1.3 Test-Driven Development (TDD) -- 9.2.1.4 Continuous Integration -- 9.2.1.5 Behavior-Driven Development (BDD) -- 9.2.1.6 Legacy Rescue -- 9.2.1.7 Screaming Architecture -- 9.2.2 Software Craftsmanship with Commercial Packaged Software -- 9.3 DevOps -- 9.4 The Intention of Software Craftsmanship -- Test Drive Your Knowledge Again -- Try This Next -- References -- 10: Better Vendor RFPs and Contracts -- Test Drive Your Knowledge -- 10.1 Let´s Put It Out to Bid! -- 10.2 The Alan Shepard Principle -- 10.3 A Better Way to Write RFPs -- 10.3.1 RFPs with Value Stories -- 10.3.2 Sprint Zero Contract with Follow-On -- 10.3.3 Connecting Non-Agile Vendors to Your Agile Process -- 10.4 Working with Vendors Is Not Always Easy -- Test Drive Your Knowledge Again -- Try This Next -- 11: Servant Leadership -- Test Drive Your Knowledge -- 11.1 The Basis of Servant Leadership -- 11.1.1 Needs Not Wants -- 11.1.2 Management and Leadership -- 11.1.2.1 Management and Leadership at the Movies -- 11.1.2.2 Battling Hunger in Sub-Saharan Africa -- 11.2 A Leadership Culture -- 11.3 The Nine Leadership Principles -- 11.3.1 Leadership Principle 1: Bring Decision-Making as Close to the Work as Possible -- 11.3.2 Leadership Principle 2: A Leader Is Anxious When the Team Is Calm and Calm When the Team Is Anxious -- 11.3.3 Leadership Principle 3: A Leader Is a Systems Scientist -- 11.3.4 Leadership Principle 4: A Leader Understands the Benefits and Dangers of Measurement -- 11.3.5 Leadership Principle 5: A Leader Negotiates -- 11.3.6 Leadership Principle 6: A Leader Leads Across Team Boundaries Using Scouts and Ambassadors -- 11.3.7 Leadership Principle 7: A Leader Organizes Field Trips -- 11.3.8 Leadership Principle 8: A Leader Is a Student of Corporate Culture -- 11.3.9 Leadership Principle 9: A Leader Respects the Psychological Contract -- 11.4 The Desolate Wasteland of Management Training -- 11.5 Getting St.
