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by Tim Brizard
Broken Agile: Stories from the Trenches, Second Edition
Cover
Title
Copyright
Dedication
Contents
About the Author
Acknowledgments
Chapter1 : Introduction
Chapter2 : Scale Success
Real-Life Stories
Story 1: Learn from the Success of Others
Story 2: Share Knowledge Across Teams
Chapter3 : Communication
Real-Life Stories
Story 1: Lack of Transparency
Story 2: Leadership Frustration
Story 3: Bridging a Communication Gap
Story 4: Communication Breakdown
Story 5: Lack of Productivity
Story 6: Inability to Share Knowledge
Story 7: Simply Too Much Noise
Story 8: A Common Language
Story 9: Scrum Master Should Not Be a Part-Time Role
Chapter4 : Poor Foundations
Real-Life Stories
Story 1: Building a Good Foundation
Story 2: Rigid Rules
Chapter5 : Long-Run Plan for Success
Real-Life Stories
Story 1: Creating a Sense of Ownership
Story 2: Spreading Knowledge
Story 3: Good Transition of Ownership
Chapter6 : Adjusting in Time
Real-Life Stories
Story 1: Planning Too Far Ahead
Story 2: Always Be Improving
Story 3: A Lot of Wasted Planning
Chapter7 : Sending the Wrong Signals
Real-Life Stories
Story 1: Complete Breakdown in Trust
Story 2: Please Don’t Compare Scrum Teams
Story 3: Dictating Velocity
Story 4: Avoid Creating Team Hierarchies
Chapter8 : Balancing Life and Work
Real-Life Stories
Story 1: Mandating Velocity
Story 2: Creating a Cadence
Story 3: Great Work-Life Balance
Chapter9 : Fake It Until You Make It
Real-Life Stories
Story 1: Not Shippable
Story 2: Functional Software
Story 3: Who’s Training Who?
Story 4: Using the “Agile” Excuse
Chapter10 : Building Unity
Real-Life Stories
Story 1: Where Is Everyone?
Story 2: Peer Pressure
Story 3: Burning Out a Team
Story 4: Give Time to Learn New Things
Story 5: Great Teamwork
Story 6: All Teams Are Not the Same
Story 7: Building Team Morale
Chapter11 : Keeping Engaged
Real-Life Stories
Story 1: Keeping It Fresh
Story 2: A Lot of Free Time
Story 3: Avoid Pigeonholing
Chapter12 : Fundamental Misunderstandings
Real-Life Stories
Story 1: Artificial Limits
Story 2: Merging of Roles
Story 3: Agile Smells
Story 4: Going Through the Motions
Story 5: What Are We Building?
Story 6: Things Are Not Always Interchangeable
Story 7: Cliff Dives
Story 8: Things Always Breaking
Story 9: Diminishing Returns
Story 10: Something Is Missing
Story 11: Ineffective Demo Meetings
Chapter13 : Challenges with Estimations
Real-Life Stories
Story 1: Estimation Overkill
Story 2: Who Estimated This?
Story 3: Excuse for Poor Estimating
Story 4: Another Reason to Use Points
Story 5: Right Flavor of Agile
Chapter14 : Transparency
Real-Life Stories
Story 1: Lack of Commitment
Story 2: Misleading Numbers
Story 3: Caving into Pressure
Chapter15 : Specifications and Testing
Real-Life Stories
Story 1: Missing Good Acceptance Criteria
Story 2: Great Collaboration
Story 3: Quality of Test Code
Story 4: Too Many Sources of Truth
Story 5: One Size Does Not Fit All
Story 6: Worth the Investment
Chapter16 : Some Process Required
Real-Life Stories
Story 1: Process Can Add Value
Story 2: Clear Rules
Story 3: Simple Definitions
Chapter17 : Physical vs. Virtual
Real-Life Stories
Story 1: Physical Board Seems More Satisfying
Story 2: Combined Team Meetings
Chapter18 : Final Thoughts
References
Index
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