Index
Absolute estimation, 84–85, 182
Acceptance criteria
Definition of Done beginning with, 81–83, 188
in eXtreme Programming, 12
in My Agile Journey stories, 152, 178
Product Backlog Items with, 39, 64, 196
Product backlog vs. Sprint backlog, 69, 71
release backlog with, 199
Test-Driven Development with, 205
for well-formed PBIs, 69
Acceptance Test-Driven Development (ATDD), 117, 182
Affinity estimating, 182
Affinity grouping, 182
Agile
benefits of Scrum, 48
definition of, 182
enhancing skills after certification in, 24–26
getting value from conferences/events on, 21–23
marketability of Scrum certification, 15–21
other methodologies vs., 10–13
retrospectives. See Sprint Retrospective
simulation exercises in, 26–30
Trainer site, 25
Agile Estimating and Planning (Cohn), 88
Agile journeys, stories of. See My Agile Journey story
Agile Lifecycle Management (ALM), 158–159
as building block, 54
Agile Retrospectives (Larsen and Derby), 133
Agile Software Development with Scrum (Schwaber and Beedle), 204, xiv
ALM (Agile Lifecycle Management), 158–159
Animal Farm, 49
Application Lifecycle Management, 174
Architecture
designed best by self-organizing teams, 6, 102
Sprint Planning for design of, 74
Sprint Planning for design of UX/UI, 127, 130
traditional approach to requirements, 61
ATDD (Acceptance Test-Driven Development), 117, 182
Avogadro’s number, 183
Backlog
definition of, 183
product. See Product backlog (PBL)
Backlog refinement
Agile journey story using, 153
change management taking place via, 185
definition of, 183
indefinite duration for, 76
product, 134
Behavior patterns, positive and negative, 42
Blockers. See Impediments
Bottom liner approach, adoption of Scrum, 44–47
Burndown. See Release Burndown; Sprint Burndown
Business Sponsor
absolute estimation and, 85
definition of, 183
product from perspective of, 67
Scrum roles/interactions of, 108
Categories of Innovativeness, 16–17
Certification
described on Scrum Alliance site, 111–112
Certified Enterprise Coach (CEC), 25, 184
Certified Scrum Product Owner (CSPO)
Agile journey story as, 177
as Certified Scrum Professional requirement, 184
definition of, 184
gaining competitive edge with, 20
recommended for ScrumMasters, 108–109
SAFe bias against Scrum and, 40–41
Scaled Agile Academy certification competing with, 41
Certified Scrum Professional (CSP)
definition of, 184
gaining competitive edge with, 17–18
hiring, 20
Agile journey stories, 159, 162–164, 172
definition of, 185
enhancing skills with, 25
SAFe bias against Scrum, 40–41
Agile journey stories on, 159, 165–166, 172
definition of, 185
developing maximum potential after, 16
gaining competitive edge with, 17–18, 20
Change
Agile journey stories on implementing Scrum, 148–150, 164–169
being what you want to see in organization, 53–54
for big change between Sprints, 97–98
in delivery of products. See Product development
iterative/incremental approach to, 4–5
responding to vs. following plan, 6
SAFe vs. Scrum training for, 37–38
uncertainty inherent in, 65
waterfall for organizations with no, 4
welcoming even late in development, 6
when Agile is not for you, 13–15
Coach
accompanying training with, 57
Agile journey stories as, 150–160, 171–172
applying for Certified Enterprise Coach, 25, 184
author of this book as, xix–xx, xvi
definition of, 186
moving to Scrum using Agile, 55–56, 169–170
recommending starting with two-week Sprints, 75
Scrum roles/interactions, 108
ScrumMaster role as, 38, 114–115, 122–123
Commitment
building trust by establishing, 70
importance of team, 124
self-management via, 137
Communication
collocating teams to improve efficiency of, 34
Daily Scrum vs. continuous team, 132
distributed teams suffer issues of, 188
efficiency of face-to-face, 6, 188
permutation formula for calculating lines of, 195
in teams of nine or more people, 33
Communities of Practice
Agile journey story on, 157
in organizational transformation, 50
representing UX/UI, 128
Snyder model in building, 202
Completion Criteria, Definition of Done, 81–82
Completion date, measuring progress on product, 77–80
Conferences, what to implement after, 125–127
Continuous deployment, 117, 186
Continuous innovation, 59
Continuous integration, 126, 186
Conway, Melvin, 33
Conway’s Law, 40
Cross-functional development teams
definition of, 186
integrating components at feature level in Scrum, 61
larger size, 33
smaller size, 32
Crossing the Chasm (Moore), 197
Crystal Clear, 11
CSM. See Certified ScrumMaster (CSM)
CSP. See Certified Scrum Professional (CSP)
CSPO. See Certified Scrum Product Owner (CSPO)
CST. See Certified Scrum Trainer (CST)
Culture, not conducive to Scrum ideology, 50–54
Cumulative flow diagram, 186, 192
Customers
collaboration vs. contract negotiation with, 6, 141
definition of, 187
exceeding expectations of/or losing, 62–64
giving value to, 170
making big change between Sprints for, 98
measuring performance through eyes of, 63–64
necessity of feedback from, 60–61
Agile journey story on, 161
definition of, 187
implementing after taking training course, 126
working with Kanban, 117
Daily standup, 187
Databases, traditional approach to requirements, 61
Davies, Rachel, 35
Decision-making
Forte’s principle in, 190
in Scrum teams, 102
by self-managing teams, 41
Agile journey story on, 152, 170
contacting PO when feature meets, 133
definition of, 188
for feature at end of each Sprint, 62
fixed delivery dates and, 91–92
PBI unfinished if not meeting, 65
shippable features meeting, 112–113
Delivery
Agile journey story on, 179–180
measuring progress on product, 77–80
Delivery date, in release planning, 199
Deming, W. Edwards, 52
Denning, Steve, 13
Deployment
traditional approach vs. Scrum, 62
Derby, Esther, 133
Design, waterfall delivery model, 3
Detractors, Net Promoter Score, 63–64
Development Team
Agile journey stories, 157–160, 176–180
conveying information to, 6
definition of, 188
integrating UX/UI into, 127–128
integration of PM/PO/ScrumMaster, 105–108
prescribed meetings for, 129–135
quality assurance and, 112–113
release date based on velocity of, 79–80
responsible for delivery during Sprint, 70
role in Sprint Planning, 73
Scrum prescription for size of, 32–34
ScrumMaster as coach to, 114–116
ScrumMaster cannot simultaneously be on, 121–123
Sprint backlog, 70
DevOps, 127
Diffusion of innovations, 16–17
Disciplined Agile Delivery (DAD), 37
Discovery, allowing for, 155
DoD. See Definition of Done (DoD)
Drive (Pink), 104
Dunbar’s number, 189
Duration, Sprint
overview of, 107
in Sprint Planning, 130
sprint retrospective proportional to, 203
when making big change in, 98
Dynamic Systems Development Method (DSDM), 11
Early Adopters, diffusion of innovations, 17
Early Majority, diffusion of innovations, 17
Education. See Training
Einstein, Albert, 105
Empirical process control
definition of, 189
Deming Wheel depicting, 102–103
Scrum as, 52
Epics
applying Definition of Done to, 81
breaking down requirements to, 61–62
as larger User Stories, 69
Estimation
affinity, 182
Agile journey story on, 154–155
causes of uptick in Burndown, 93–94
ideal days as unit of, 191
overview of, 84
tracking release with Burndown Chart, 89–92
for well-formed PBIs, 69
Events, getting most value from, 21–23
External locus of control, 53
Agile journey story on, 148, 163
blending with Scrum and Kanban, 118
as building block, 54
definition of, 190
overview of, 11
rules for values/principles, 5–7
Facilitation, 190
Features
architecture vs. in SAFe, 40
meeting Definition of Done, 62
relative estimation and complexity of, 87–89
releases driven by, 79
sharp drop in Burndown because of removed, 95–96
shippable increments of, 66–68
splitting/integrating at each Scrum level, 61–62
traditional approach to, 61
Feedback, customer, 59
Fibonacci sequence
definition of, 190
in relative estimating, 86–89, 198
Finner, Mark, 161
Fixed delivery dates
release planning meeting for, 130
in Scrum, 107
using trade-off matrix for, 46
Fixed iterations, 107
Force-rank order, of product backlog, 72
Forte’s principle, 190
The Goal: A Process of Ongoing Improvement (Goldratt and Cox), 173
Golden Circle, 190
Gut feeling, in relative estimation, 87
Hamel, Gary, 169
Happiness, as your responsibility, 118–120
Hardening Innovation and Planning (HIP) sprints, SAFe, 39–40
Hardening sprint, 191
Helicopter parents, 105
Hiring decisions, Scrum certification and, 16–21
House TV show, 16
HOW
creating products using Golden Circle, 190
overcoming culture not conducive to Scrum, 51–54
Sprint Planning meeting addressing, 131
Hybrid Agile, 10
Ideal days, 191
Ideal line, in Burndown, 96–97
definition of, 191
overcoming culture not conducive to Scrum, 51–52
ScrumMaster ensuring removal of, 38, 108, 115, 200
as topic of Daily Scrum, 117
Information radiators, 147, 154, 192
Integration, of components in traditional approach, 61
Interface/user experience (UI/UX) services
traditional approach to requirements, 61
where to place in Scrum Team, 127–128
Internal locus of control, 53
Interpersonal dynamics, and ScrumMasters, 114
Intuition, in relative estimation, 87
INVEST acronym
definition of, 192
for product backlog in Sprint Planning, 72
separating architecture/features in SAFe, 40
Issues. See Impediments
Iterative development
Agile journey story on, 153
Product Increment and. See Product Increment
SPI as. See Shippable Product Increment (SPI)
Jeffries, Ron, 35
Jolie, Angelina, 55
Joyful, requirement to be, 119–120
Kanban
Agile journey stories, 150–155, 159
as building block, 54
cumulative flow diagram in, 186
cycle time in, 187
definition of, 192
rules for values/principles, 5–7
understanding, 11
when there are many uber-critical items, 65
work in progress in, 208
Kanban board
Agile journey stories, 151–153, 159–160
building, 153
definition of, 193
input queue, 192
Scrum board as modified, 200
setting life/career goals using, 151
task board vs., 205
visualizing incremental improvement on, 160
Kerth, Norm, 133
Kirchhoff’s law, 193
Knaster, Rich, 35
Laggards, diffusion of innovations, 17
Large Scale Scrum (LeSS), 37
Larman, Craig, 33
Larsen, Diana, 133
Late Majority, diffusion of innovations, 17
Lawrence, Richard, 62
Leadership
enabling team effectiveness. See Teams
of ScrumMaster. See ScrumMaster
Situational, 115
Leading SAFe Handbook, 36
Lean
Agile journey stories, 155–160, 166, 173
LeSS (Large Scale Scrum), 37
Management
enabling self-organization, 104
how teams get true autonomy from, 123–125
SAFe targeting middle-tier, 38
Managers
definition of, 193
Manifesto for Agile Software Development. See The Agile Manifesto
Marketability, of Scrum certification, 15–21
Meetings, Scrum
overview of, 129
product backlog refinement, 134
release planning, 130
Mentoring, accompanying training with, 57
Methodology, Agile vs. other, 10–13
Middle-tier management, SAFe targeting, 38
for initial product release, 199
in release planning, 199
in releases driven by scope, 79
transition to Scrum in bottom liner organization, 44–45
Mistakes, ScrumMaster allowing small, 105
Monty Python, xiv
Moore, Geoffrey, 197
MVP. See Minimum viable product (MVP)
NAVTEQ, 36
Net Promoter Score (NPS), 63–64, 193
Nordstrom’s tire return story, 63
Occam’s razor, 33
Open Space Technology (Owen), 168
Ordered, definition of, 194
Organizational vision. See also Vision/strategy
in organizational transformation, 49
size of development teams in fulfilling, 33
Organizations
hurdles in transition to Scrum, 42–48
overcoming culture not conducive to Scrum, 50–54
question of scaling Scrum in, 32–34
SAFe SPC course for. See Scaled Agile Framework (SAFe) SPC training
training leadership in Agile, 54–57
values/principles defining culture of, 7
Orwell, George, 49
Pair Programming
definition of, 194
as eXtreme Programming practice, 12, 190
using, 126
Parking Lot chart
definition of, 194
for out-of-scope topics, 187
using in SPC training, 35
Parkinson’s law, 194
Passive customers, Net Promoter Score, 63–64
Patterns, Burndown Chart, 92–97
Patton, George S., 136
Patton, Jeff, 145
PBIs. See Product Backlog Items (PBIs)
PBL. See Product backlog (PBL)
PDCA (plan-do-check-act) cycle
definition of, 195
Deming Wheel illustrating, 102–103
Scrum as empirical process control, 52
Perfect line, in Burndown, 96–97
Permutation formula (lines of communication), 195
Personal Kanban
Agile journey stories on using, 151, 160–161
working with, 116
Phased development
Agile as iterative/incremental vs., 5–9
Pink, Daniel, 104
Pitt, Brad, 55
Planning poker
definition of, 195
Fibonacci numbers used in, 190
PM Role Mapping exercise, 105–106
Politics, and ScrumMasters, 114
Portfolio manager, 195
Potentially shippable increment (PSI), SAFe, 36, 39
Principles
Agile as collection of, 5–7, 11
approach to organizational transformation, 49–50
Print production, Agile in, 156–157
Prioritized
definition of, 195
ordered items vs., 194
with acceptance criteria, 39
breaking down into Sprints, 64–66
definition of, 196
determining total size of Sprint backlog, 91–92
key elements for well-formed, 69–70
definition of, 202
as primary input into Sprint Planning, 72–74, 131
release backlog as portion of, 199
Story Points via, 90
Product backlog refinement, 134
Product demo
definition of, 196
building better, 59
Burndown chart trends and patterns, 92–97
as focus of Scrum Team, 199
knowing what customers want most, 60–61
making big changes between Sprints, 97–98
measuring progress for product completion date, 77–80
Product backlog breakdown into Sprints, 64–66
Product backlog vs. Sprint backlog, 69–72
shippable increments valuable to end user, 66–68
splitting requirements into smaller pieces, 61–62
Story Points and Burndown, 84–92
trade-off matrix in, 206
triple constraint in, 206
typical Sprint duration for, 74–77
in waterfall delivery model, 3
Product Increment. See also Shippable Product Increment (SPI)
as artifact, 183
delivering value to customer, 62
as feature or set of features, 66
iteratively delivering through product lifecycle, 4–5, 9
need to be shippable/valuable to end user, 66–68
product demo showing, 196
releasing into production, 199
tools reflecting true state of, 132
definition of, 196
iteratively delivering increments throughout, 4–5, 9
measuring progress for product completion date, 79–80
project lifecycle vs., 107
uncertainty over, 70
Product manager, definition of, 196
Product Owner
Acceptance Test-Driven Development and, 182
as business sponsor in small organizations, 183
certification as. See Certified Scrum Product Owner (CSPO)
in change management, 185
in charge of Product backlog, 69–71, 192
contacting when feature meets Definition of Done, 133
in Daily Scrum, 187
definition of, 196
ensuring success of product, 60
examining product demo, 196
in product backlog refinement, 134, 183
in product funding, 107
product manager vs., 196
in release planning, 130
roles/interactions of, 106–109
SAFe acknowledging need for full-time, 38–39
as Scrum Team member, 200
ScrumMaster coaching, 114
in Sprint Planning, 72–74, 131–132
in Sprint Review, 132–133, 203
as stakeholder, 204
use of Golden Circle, 190
when Agile is not for you, 14
when making big changes between Sprints, 98
Product vision. See also Vision/strategy
definition of, 197
Product Owner responsibility for, 109
Products, projects vs., 106–107
Program manager, 197
Progress, measuring for product completion date, 77
Project lifecycle
definition of, 197
measuring progress for product completion date, 78–80
product lifecycle vs., 107
Project Management Office (PMO), 198
Project Retrospectives (Kerth), 133
Projects, products vs., 106–107
Promoters as loyal customers, Net Promoter Score, 63–64
PSI (potentially shippable increment), SAFe, 36, 39
Quality assurance (QA), and Scrum, 112–113
Questions, and information, 109–112
Radical Management (Denning), 12
Rapid Application Development, effect on Agile, 11
Rational Unified Process (RUP), effect on Agile, 11–12
Reagan, Ronald, 136
Reality Is Broken (McGonigal), 169
Rebellion approach, adopting Scrum, 47–48
Refactoring
definition of, 198
in eXtreme Programming, 12
References
getting answers to questions, 109–112
Relative estimation, 86–89, 198
Release
definition of, 199
measuring progress on product, 79
Release planning
Agile journey story on, 178–179
definition of, 199
meetings, 130
tracking progress for release, 89–90
Release train, SAFe training, 36
Requirements
Agile journey story on startups and, 149
splitting into smaller pieces, 61–62
Retrospective. See Sprint Retrospective
Return on investment, from very first Sprint, 42
Roadblocks. See Impediments
Roll, Rich, 55
Roosevelt, Franklin D., 123, 137
Royce, Winston, 2
RUP (Rational Unified Process), effect on Agile, 11–12
Saddington, Peter, 35
SBIs (Sprint Backlog Items), 74
Scaled Agile Academy (SAA), 41
Scaled Agile Framework (SAFe) SPC training
background, 36
SPC class, 35
Scaled Program Consultant (SPC)
background, 36
class, 35
observations about SAFe, 36–41
overview of, 35
Schwaber, Ken, 34, 36, 51–52, 200, 204
Scope
causes of uptick in Burndown, 93–94
fixed-scope releases, 80
releases driven by, 79
Scrum
Agile journey stories implementing, 144–146, 157–160, 163–167, 171–172
as building block, 54
definition of, 200
marketability of certification in, 15–21
overcoming culture resistant to, 50–54
prescribed meetings in, 129–135
problems in every organization using, 36
rules for values and principles, 5–7
SAFe general bias against, 40–41
SAFe training mainstreaming/modifying, 36
scaling for large teams, 32–34
shippable increments valuable to end user in, 66–68
splitting/integrating features at each level in, 61–62
true benefits of, 48
Scrum Alliance, 40–41, 111–112
Scrum Guide
on development team forecasts, 124
on development team size, 32
hiring decisions outside scope of, 16
on product backlog refinement, 134
on release planning, 130
on Sprint Planning, 131
Scrum Punkin’ Chunkin’ simulation exercise, 26–30
Scrum Team. See also Teams
Agile journey story on implementing, 168–169
applying Miller’s law to size of, 193
creating fixed delivery dates, 91–92
definition of, 200
making big change between Sprints, 98
role in Sprint Planning, 73–74
ScrumMaster as coach to, 38, 114–115, 122–123
selecting Sprint duration, 75–77
Sprint Retrospective on, 133–134
Scrum: The Art of Doing Twice the Work in Half the Time (Sutherland), 166
ScrumBan, 149
Agile journey stories on, 157–160, 167–169, 171–172
as coach to Scrum Team, 38, 114–115, 122–123
definition of, 200
facilitating Daily Scrum, 187
most important skill of, 114–116
roles and interactions of, 106–109
SAFe not viewing as full-time role, 38–39
self-managing teams achieved with, 137
separating Product Owner role from, 144–145
as situational leader, 105
team member ineffectiveness as, 121–123
when Agile is not for you, 14
Self-managing teams, 135–137, 201
Self-organizing teams
Agile journey stories, 154–155, 168–169
best architectures/designs from, 6
definition of, 201
smaller teams as, 33
Seminar, what to implement after, 125–127
Sharp drop, in Burndown, 95–96
Shippable Product Increment (SPI). See also Product Increment
continuous deployment in Kanban vs., 12
cross-functional team producing, 183
definition of, 201
Definition of Done and, 188
delivering value to end user, 66–68
Development Team skills for delivery of, 112–113
every one to four weeks in Scrum, 7
as result of each Sprint, 202
simulating with Scrum game, 29–30
Sprint Review at end of each Sprint, 132–133
working with Kanban, 117
Shotgun approach, to adopting Scrum, 43–44
Simplicity, as essential, 6
Sinek, Simon, 190
Situational Leadership, 115
Six Sigma, 12
Skywalker, Luke, 32
Sledgehammer approach, adopting Scrum, 43
SMEs (subject matter experts), 127–128
Snyder model, 202
Software developer unions, 48
SPC. See Scaled Program Consultant (SPC)
SPIs. See Shippable Product Increment (SPI)
Sports teams, coaches for, 122–123
Sprint backlog
as artifact, 183
coming from Sprint Planning, 71
definition of, 202
expressing work remaining in, 90
generating Burndown chart using size of, 92–93
key actions for user story DoD, 83
making big changes between Sprints, 98
reasons for flat line in Burndown, 94
reasons for uptick in Burndown, 93
in Sprint Planning, 73–74, 127, 131
in Sprint Review, 132–133, 304
team commitment to, 137
typical duration for Sprints, 75
Sprint Backlog Items (SBIs), 74
defined, 92
definition of, 202
inconsistent vs. consistent, 67–68
Sprint backlog size as basis of, 65, 70, 74
Sprint goal
Burndown Charts tracking work to meet, 90, 92
definition of, 202
for every Sprint, 92
making big changes between Sprints, 98
in Scrum vs. Kanban, 118
in Sprint Planning, 71, 73, 131, 203
Sprint Planning
breaking down PBI into Sprints at, 65
definition of, 203
PBI elements required for, 69
placing UX/UI in second phase of, 127
recommended length per Sprint duration, 76–77
Sprint backlog coming from, 70–71
Sprint, realizing ROI from very first, 42
in Agile journey stories, 154, 158, 165–166, 178–179
definition of, 203
in organizational transformation, 50
recommended length per Sprint duration, 76–77
revisiting Definition of Done during, 84
working with Kanban, 117
Sprint Review
definition of, 203
recommended length per Sprint duration, 76–77
working with Kanban, 117
Sprint zero, 203
Sprint(s)
in 12-month Scrum project, 7–8
in Agile journey stories, 157–160, 165–166, 178–179
breaking down product backlog into, 64–66
Burndown tracking what work remains in, 92
creating fixed delivery dates, 91–92
definition of, 202
making big change between, 97–98
meeting Definition of Done at every, 62
SAFe not emphasizing PSI in every, 39
Stakeholders
in Agile journey story, 179–180
bottom liner approach to adopting Scrum, 44–48
definition of, 204
reinforcing trust in, 70
role in Sprint Review meeting, 132–133
when Agile is not for you, 14
Start with Why (Sinek), 190
Startups, Agile journey story on, 148–150
Status meetings (weekly), 126, 171, 204
Stories. See also My Agile Journey story, 204
Story mapping, 145
Story Points
in Agile journey story, 178
breaking down product backlog into Sprints, 65
causing flatline in Burndown with added, 94–95
definition of, 205
indicating size of Sprint backlog, 70
for releases driven by scope, 79
used at PBL level for release-level granularity, 90–92
Story Splitting Cheat Sheet, 62
Subject matter experts (SMEs), 127–128
Sustainable development, Agile promoting, 6
Sutherland, Jeff, 36, 166, 200
T-shirt sizes, in relative estimation, 87, 198
Task boards
definition of, 205
as Kanban board, 193
as tool, 206
TDD. See Test-Driven Development (TDD)
Agile journey story on implementing, 152, 167
definition of, 205
happiness as own responsibility, 118–121
overview of, 102
QA team as inside or outside, 112–113
scaling Scrum for large, 32–34
Scrum/Kanban working together, 116–118
Scrum prescription for size of, 32
ScrumMaster ability to drive, 105–109
ScrumMasters cannot be members of, 121–123
ScrumMaster’s most important skill, 114–116
self-management of individuals in, 135–137
self-organization tips, 102–105
training courses/conferences/seminars for, 125–127
where to place UX/UI in, 127–128
Technical debt
definition of, 205
Definition of Done ensuring little or no, 188
hardening Sprint to pay down, 191
as Product Backlog Item, 64, 69
in Sprint backlog, 202
Technology
Stacey model for organizational complexity, 4–5
in waterfall delivery model, 4
Agile journey story on, 158
definition of, 205
implementing after taking training course, 126
working with Kanban, 117
Testing, automating methods of, 112
TFTBOTR (Training from the Back of the Room) techniques, 27, 41
Theme park industry, Agile journey story, 140–142
Theory of Constraints, 173, 205
Thinking globally, organizational transformation, 50
Timebox
in Daily Scrum, 132
definition of, 206
measuring progress for product completion date, 79–80
Parkinson’s law and, 194
Sprint as fixed, 202
Tinker Toys, 27
Tools
definition of, 206
individuals/interactions over processes and, 141
Scrum and Kanban working together, 116–118
Test-Driven Development, 182
Toyota Production System, 173
certification in. See Certified Scrum Trainer (CST)
overcoming culture not conducive to Scrum, 52–53
SPC. See Scaled Agile Framework (SAFe) SPC training
what to implement after, 125–127
Training from the Back of the Room (TFTBOTR) techniques, 27, 41
Transformation backlog
defined, 49
identifying improvements/practices, 126
in organizational transformation, 49
Transformation tools, organizational, 48–50
Transparency
Agile journey story by CST, 164
in Empirical Process Control, 103, 189
in honesty, 144
in Kanban, 12
Triple constraint, 206
Trust
Agile journey story on, 154
building by establishing commitments, 70
enabling self-organization as, 103–104
failure to self-manage linked to lack of, 136–137
true autonomy and, 124
Unions, software developer, 48
Updates
causing sharp drop in Burndown, 95–96
in Sprint Burndown, 92
Use case
definition of, 207
expressing PBIs using, 196
User experience/user interface (UX/UI), 61, 127–128
User stories
breaking down requirements to, 61–62
definition of, 207
for development of each feature in PBI, 69
larger stories as really big, 69
story as short form of, 204
Value delivery
Agile journey stories on, 151–155, 170–171
progress measures for product delivery, 78–80
of shippable increments to end user, 66–68
in waterfall method, 4
Values
Agile as collection of, 5–7, 11
approach to organizational transformation, 49–50
as building blocks, 54
Verification (testing), waterfall delivery model, 3
Video conferencing, in Agile, 178
achieving self-management, 136
Agile journey story on, 152–153
management most effective when dealing with, 125
Stacey model for organizational complexity, 4–5
waterfall delivery model, 4
Vodde, Bas, 33
Waterfall
definition of, 208
Waterfall, transition to Scrum from
Agile journey stories on, 163–166, 169–171
overview of, 42
sledgehammer approach, 43
Wave Rider (Owen), 168
Weisbart, Adam, 35
WHAT
creating products using Golden Circle, 190
overcoming culture not conducive to Scrum, 51–54
in Sprint Planning, 131
What Matters Now (Hamel), 169
WHY
creating products using Golden Circle, 190
of incremental change, 174–175
overcoming culture not conducive to Scrum, 51–54
Work Breakdown Structure (WBS), 14, 208
Work in progress (WIP) limits, Kanban
comparing methodologies, 12
defining with Kanban board, 193
definition of, 208
overview of, 192
updating Sprint backlog, 93
working with Scrum Team, 117
Workflow
Scrum board, 193
task board, 205
Waterfall, 2
Workflow, Kanban
cumulative flow diagram in, 186
cycle time in, 187
defining with Kanban board, 193
definition of, 192
overview of, 12
working with Scrum Team, 117
Working agreements
definition of, 208
updating in Sprint retrospective, 133, 203
Working software, 6
XP. See eXtreme Programming (XP)
Yoda, 32