2×2 matrix of value, 87–88, 153
3 Vs
assessing, 322
marketplace feedback, 97
MVP (Minimum Viable Product), 97–104
persevere or pivot decision, 104–108
value
assessing, 321
EBMgt (Evidence-Based Management), 65–68
money toward value, tracking, 85–86
negative value, 86
neutrality of, 89
value hypothesis, 94
value proposition, 57
visible value, 87
vision
assessing, 321
boilerplate statements, 40
effectiveness of, 34
examples of, 34
pervasive, 49
Scrum and, 50
20/20 Vision, 213
A3 Reports (Toyota), 308
ability to innovate, 78
installed version index, 78–79
ABS (anti-lock braking systems), 101
absorption costs, 79
acceptance criteria
SAFE mnemonic, 208
writing, 207
accidental complexity, 126
accounting value, 57
act-sense-respond approach, 123
adaptation
Build-Measure-Learn principle and, 105
importance of, 141
validation and, 14
Agile Manifesto for Software Development, 186–187
Agile product management. See also Product Owners
Product Management Vacuum
product managers, 27
products
examples of, 25
Agile Testing Quadrants, 244, 309
post-product, 312
pre-product, 311
Quadrant 1, 310
Quadrant 3, 312
Quadrant 4, 312
agronomic product case study, 313
alignment (kickoff), 303
discontinued products, 53
product examples, 25
releases, 262
vision statement, 34
analysis paralysis, 124
anti-lock braking systems (ABS), 101
Appelo, Jurgen, 70
Apple products, 53
approval of budgets, 298
Arnuphaptrairog, Tharwon, 128
defined, 15, 89, 159–160, 215–220
Product Owners and, 160–161, 223–224
Product Backlog, 155–157. See also “Done”
nonfunctional requirements, 199–202
requirements, 192–193, 199–202
risk, 214
Scrum Guide on, 193
Specification by Example, 241–248
release burn-down charts, 162–163
release burn-up charts, 163
Sprint burn-down charts, 161–162
Auftragstaktik (Gunther), 12
authorization, 320
automated functional tests, 247
autonomy, 70
Ayivor, Israelmore, 55
backbone (story maps), 233
backlogs. See also “Done”
Product Backlog, 155–157. See also “Done”
nonfunctional requirements, 199–202
requirements, 192–193, 199–202
risk, 214
Scrum Guide on, 193
Specification by Example, 241–248
Balancing Agility and Discipline (Boehm and Turner), 320
basic features (Kano model), 99
Beck, Kent, 310
best practices, 119
Bitcoin payment options, 103
boilerplate vision statements, 40
boundaries, 302
Brooks’s Law, 78
budgets, 4
bugs, 297
Build-Measure-Learn principle, 105
burn-down charts
release burn-down charts, 162–163
Sprint burn-down charts, 161–162
burn-up charts (release), 163
business analyst group products, 25
business modeling
Lean Canvas, 38
purpose of, 35
Value Proposition Canvas, 38
business representatives, 20
business strategy, 8
Business Value Game, 213
Buy-a-Feature, 213
call center products, 25
canvases
Lean Canvas, 38
Value Proposition Canvas, 38
cards, 196
Carnegie, Andrew, 196
categorization models, 118–119
Chambers, John, 95
Channels section (Business Model Canvas), 37
chaos domain (Cynefin), 123
Chaos Standish report, 80
charts
release burn-down charts, 162–163
release burn-up charts, 163
Sprint burn-down charts, 161–162
cobra effect, 90
collaboration, 320
commitment, 320
committed resources, 302
company vision, 8
complex domain (Cynefin), 121–122
accidental, 126
categorization versus sense-making models, 118–119
chaos domain, 123
obvious domain, 119
ordered domains, 123
essential, 126
complicated domain (Cynefin), 120–121
confirmation, 196
constraints
enabling, 121
governing, 121
tight, 121
context
kickoff, 302
switching, 76
conversation, 196
Conway’s Law, 23
core team, 303
Cost Structure section (Business Model Canvas), 38
costs. See also value
absorption costs, 79
in Business Model Canvas, 38
cost-per-Sprint metric, 69
of delay, 59
money toward value, tracking, 85–86
producer benefit, 57
product cost ratio, 69
sunk costs, 97
Crosby, Philip B.304
Crossing the Chasm (Moore), 45
Cucumber, 207
current value, 68
product cost ratio, 69
revenue per employee, 68
current-reality story maps, 236
Customer Relationships section (Business Model Canvas), 37
Customer Segments section (Business Model Canvas), 37
customers, vision and, 12
cycle time, 75
categorization versus sense-making models, 118–119
chaos domain, 123
obvious domain, 119
ordered domains, 123
DAD (Disciplined Agile Delivery), 283
daily plans, 7
Daily Scrum
Product Owners and, 175
debt, technical, 80–81, 88, 297
DEEP mnemonic, 199
defects
as area of waste, 231
delay
cost of, 59
DeMarco, Tom, 296
“Demonstrate that . . .” format (acceptance criteria), 207
Denning, Stephen, 57
detailed stories, 199
detractors, 72
development
Agile Manifesto for Software Development, 186–187
Development Teams. See also release management; Scrum Teams
core team, 303
multiple teams, managing, 275–277
one product, one development team, 279
one product, several development teams, 283
scaling, 278
several products, one development team, 280–281
several products, several development teams, 281–283
Dieselgate, 86
dimension, software risk frequency by, 129–130
Disciplined Agile Delivery (DAD), 283
discontinuing products, 53
to-do lists, 193
domains (Cynefin)
chaos, 123
obvious, 119
ordered, 123
Domino’s Pizza, 63
“Done.” See also “Ready” mindset
defined, 15, 89, 159–160, 215–220
Product Owners and, 160–161, 223–224
dot-com company releases, 262
Drucker, Peter, 71
EBMgt (Evidence-Based Management), 65–68. See also KVMs (Key Value Measures)
Edison, Thomas, 141
efficiency, value and, 62
Eisenhower, Dwight D.94
Elevator Pitch template, 45–46
Elop, Stephen, 3
emergency projects, 276
emergent stories, 199
emerging practices, 121
emotional vision statements, 46–49
empiricism
accidental complexity, 126
essential complexity, 126
categorization versus sense-making models, 118–119
chaos domain, 123
obvious domain, 119
ordered domains, 123
risk matrix, 132
software risk frequency by dimension, 129–130
software risk item by frequency, 130–132
uncertainty, measuring, 115–116
employees
revenue per employee, 68
enabling constraints, 121
entrepreneurs, 20
essential complexity, 126
estimable stories, 198
estimated stories, 199
estimation, velocity and, 269–275
European Union, milk subsidies in, 89–90
evaluation of budgets, 298
Eveleens, Johan Laurenz, 305
events, 164
Daily Scrum
Product Owners and, 175
Product Backlog Refinement, 180–184
Sprint Backlog, 125
vision in, 50
Sprint Retrospectives
Product Owners and, 180
Scrum Guide on, 179
Sprint Reviews
Scrum Guide on, 176
stakeholder feedback in, 95–96
vision in, 50
Evidence-Based Management (EBMgt), 65–68. See also KVMs (Key Value Measures)
excitement features (Kano model), 100
execution, craftsmanship over, 187
exploring story maps, 234
Extreme Programming Explored (Wake), 198
Facebook products, 25
“feature” owners, product managers as, 27
features, 297
feedback. See also MVP (Minimum Viable Product)
feedback loops, 15
marketplace feedback, 97
story map feedback, 234
filling Product Management Vacuum, 10–15
focus, 41
Elevator Pitch template, 45–46
loss of, 28
forecasting
across multiple products, 291
Forming-Storming-Norming-Performing phases, 117
frequency
software risk item by, 130–132
FTE (Full-Time-Equivalent), 78
future story maps, 236
Genchi Genbutsu, 317
Gherkin syntax, 207
Given, When, Then format (acceptance criteria), 207
Goethe, Johann Wolfgang von, 33
Golden Circle, 237
good practices, 120
Google products, 53
governing constraints, 121
“Great CEOs Must be Either Technical or Financial” (Rao), 52
Gunther, Michael J.12
Hackman, Richard, 12
hallucination, 141
handoffs, 28
happiness index, 71
Harford, Tim, 126
high inventory, 28
“how,” identifying, 237
hurricane forecasting example, 287–288
hypotheses
technical, 97
impact mapping
Improving, 302
incentives, value and, 63
incremental development, 184–186
independent stories, 198
index
installed version index, 78–79
influence 232, 153
information scatter, 28
infrastructure, 297
initiating Product Owners, 317
innovation
ability to innovate, 78
installed version index, 78–79
Innovation Games Product Box, 44
inspection
Build-Measure-Learn principle and, 105
value and, 13
installed version index, 78–79
Internet Explorer, incremental improvements to, 81
intrinsic motivation, 70
invention of work, 28
inventory
as area of waste, 231
high, 28
ISO 9000, quality defined in, 304
iterative development, 184–186
Jacobson, Ivar, 195
JUnit, 310
keeping quality over time, 307–312
Key Activities section (Business Model Canvas), 37
Key Partners section (Business Model Canvas), 38
Key Resources section (Business Model Canvas), 38
Key Value Areas. See KVAs (Key Value Areas)
Key Value Measures. See KVMs (Key Value Measures)
knowledgeability, 321
known-knowns, 119
known-unknowns, 120
Kotter, John, 306
Kremer, Henry, 107
Kruchten, Philippe, 87
KVAs (Key Value Areas), 66. See also KVMs (Key Value Measures)
KVMs (Key Value Measures)
Ability to Innovate, 78
installed version index, 78–79
Current Value, 68
product cost ratio, 69
revenue per employee, 68
EBMgt (Evidence-Based Management), 65–68
Time to Market, 73
cycle time, 75
landing page MVP (Minimum Viable Product), 103
Large-Scale Scrum (LeSS), 283
Larson, Diana, 310
Last Responsible Moment (LRM), 230
Lean Canvas, 38
Lean Startup (Ries), 105
Lencioni, Patrick, 13
LeSS (Large-Scale Scrum), 283
life cycles, sequential, 27
Liftoff (Larsen and Nies), 310
Lister, Timothy, 296
low-value features, 28
LRM (Last Responsible Moment), 230
major releases, 258–262, 266–269
Manage Your Project Portfolio (Rothman), 275, 282
mapping
approaches to release types, 254–258
stories
current-reality story maps, 236
exploration of, 234
future story maps, 236
relationship with Product Backlogs, 235
steps for, 233
structure of, 232
Marco, Tom de, 128
Marick, Brian, 244
market, time to, 73
cycle time, 75
marketing value, 57
marketplace feedback, 97. See also MVP (Minimum Viable Product)
Martin, Robert, 241
mastery, 70
measurement. See also metrics (value)
of Product Owner success, 321
of progress, 28
of risk, 214
meetings. See events
Melnik, Grigori, 241
metrics (value)
ability to innovate, 78
installed version index, 78–79
current value, 68
product cost ratio, 69
revenue per employee, 68
EBMgt (Evidence-Based Management), 65–68
PoC (Percentage of Completion), 291–292
time to market, 73
cycle time, 75
Microsoft
Internet Explorer, incremental improvements to, 81
Nokia acquired by, 4
product examples, 25
Skype acquired by, 4
mindsets
Minimum Viable Product. See MVP (Minimum Viable Product)
mining MVP (Minimum Viable Product), 103
minor releases, 262
mise en place, 225
mission, 312
mission tests, 312
modeling, business
Lean Canvas, 38
purpose of, 35
Value Proposition Canvas, 38
Moltke, Helmuth von, 94
Monte Carlo simulations, 293–296
Moore, Geoffrey, 45
motion, 231
motivation, intrinsic, 70
“mountain of butter” (EU), 89–90
muda, 231
multiple products, forecasting across, 291
multiple teams, managing, 275–277
one product, one development team, 279
one product, several development teams, 283
scaling, 278
several products, one development team, 280–281
several products, several development teams, 281–283
MVP (Minimum Viable Product), 234
landing page, 103
mining, 103
patterns, 102
single-feature, 104
validating hypotheses with, 97–98
Navigator (Netscape), failed rewrite of, 81
negative value, 86
negotiable stories, 198
Net Promoter Score (NPS), 72
Netscape, 81
neutrality of value, 89
“The New New Product Development Game” (Takeuchi and Nonaka), 179
Nexus framework, scaling and, 283–285
Nies, Ainsley, 310
Nonaka, Ikujiro, 179
nonfunctional requirements
Agile Testing Quadrants and, 312
defined, 199
novel practices, 123
NPS (Net Promoter Score), 72
obvious domain (Cynefin), 119
ordered domains (Cynefin), 123
ordering Product Backlog, 209–212
overprocessing, 231
overproduction, 231
passives, 72
patterns, MVP (Minimum Viable Product), 102
Percentage of Completion (PoC), 291–292
performance features (Kano model), 99
persevere or pivot decision, 104–108
pervasive vision statements, 49
pillars of Scrum, 139
importance of, 141
validation and, 14
value and, 13
importance of, 139
planning. See also Product Backlog
business strategy, 8
company vision, 8
daily plans, 7
Daily Scrum
Product Owners and, 175
planning poker, 275
Sprint Planning, 7, 50, 167–173
planning poker, 275
PM-BOK (Project Management Body of Knowledge), risk defined in, 128
PMO (Project Management Office), 29
PMOs (Project Management Organizations), velocity metric and, 91
PoC (Percentage of Completion), 291–292
Poppendieck, Mary, 131
post-product quadrants (Agile Testing), 312
“pot committed”, 97
practical vision statements, 46–49
practices
best, 119
emerging, 121
good, 120
novel, 123
pre-product quadrants (Agile Testing), 311
PRINCE2, risk defined in, 128
principles, defining, 303
prioritizing
stories, 199
probability distribution, Monte Carlo simulations for, 293–296
probe-sense-respond approach, 121
processes
rented, 137
validation of, 15
producer benefit, 57
Product Backlog, 155–157. See also “Done”
acceptance criteria
SAFE mnemonic, 208
writing, 207
“Done”
defined, 15, 89, 159–160, 215–220
importance for Product Owners, 223–224
impact mapping
“Ready” mindset
requirements
nonfunctional requirements, 199–202
risk, 214
Scrum Guide on, 193
Specification by Example, 241–248
story mapping
current-reality story maps, 236
exploration of, 234
future story maps, 236
relationship with Product Backlogs, 235
steps for, 233
structure of, 232
user stories
DEEP mnemonic, 199
example of, 198
use cases, 195
Product Backlog Refinement, 180–184
product cost ratio, 69
product management. See also Product Owners
Product Management Vacuum
product managers, 27
products
examples of, 25
Product Management Vacuum
product managers, 27
Product Owners
Daily Scrum and, 175
Development Teams and, 146–148
Increments and, 159
initiating, 317
measuring success of, 321
personality and outcome, 315, 317
relationship to stakeholders, 144–145
Scrum Guide on, 142
Scrum Masters and, 151
Sprint Backlog and, 158
Sprint Retrospectives and, 180
product quality, 306
product validation, 15
products. See also metrics (value); release management
Development Teams and, 148–149
discontinuing, 53
examples of, 25
MVP (Minimum Viable Product)
landing page, 103
mining, 103
patterns, 102
single-feature, 104
validating hypotheses with, 97–98
product vision
boilerplate statements, 40
effectiveness of, 34
pervasive, 49
Scrum and, 50
scaling, 278
one product, one development team, 279
one product, several development teams, 283
several products, one development team, 280–281
several products, several development teams, 281–283
progress, measurement of, 28
project community interaction, 302
Project Management Body of Knowledge (PM-BOK), risk defined in, 128
Project Management Office (PMO), 29
Project Management Organizations, 91
project managers, 4
promoters, 72
promotional MVP (Minimum Viable Product), 102–103
prospective analysis, 302
proxies, 19
QA department products, 25
Quadrants, Agile Testing
post-product, 312
pre-product, 311
Quadrant 1, 310
Quadrant 3, 312
Quadrant 4, 312
quality
problems with, 29
product, 306
“Ready” mindset. See also “Done”
receiving Product Owners, 316–317
refinement of Product Backlog, 180–184
release burn-down charts, 162–163
release burn-up charts, 163
estimation and velocity, 269–275
governance and compliance, 302–308
metrics
cycle time, 75
multiple teams, managing, 275–277
one product, one development team, 279
one product, several development teams, 283
scaling, 278
several products, one development team, 280–281
several products, several development teams, 281–283
quality
product, 306
release strategy
major releases, 258–262, 266–269
mapping approaches to, 254–258
reporting
Monte Carlo simulations, 293–296
PoC (Percentage of Completion), 291–292
story maps by release, 234
value delivery through releases, 57–60
rented processes, 137
reporting, 285
Chaos Standish, 80
forecasting
across multiple products, 291
Monte Carlo simulations, 293–296
PoC (Percentage of Completion), 291–292
representation, 320
requirements
retrospectives. See Sprint Retrospectives
return on investment (ROI), 20
revenue
in Business Model Canvas, 37
producer benefit, 57
revenue per employee, 68
Revenue Streams section (Business Model Canvas), 37
risk matrix, 132
risk measurement, 214
software risk frequency by dimension, 129–130
software risk item by frequency, 130–132
risk matrix. See risk management
ROI (return on investment), 20
roles
Development Teams
Product Owners
Daily Scrum and, 175
Development Teams and, 146–148
Increments and, 159
initiating, 317
measuring success of, 321
personality and outcome, 315, 317
relationship to stakeholders, 144–145
Scrum Guide on, 142
Scrum Masters and, 151
Sprint Backlog and, 158
Sprint Retrospectives and, 180
Scrum Masters
Product Owners and, 151
Scrum Teams
Scrum Guide on, 152
SMEs (Subject Matter Experts), 145
SAFe (Scaled Agile Framework), 283
SAFE mnemonic, 208
Santa Claus rule, 29
satisfaction
Scaled Agile Framework (SAFe), 283
scaling products, 278
one product, one development team, 279
one product, several development teams, 283
several products, one development team, 280–281
several products, several development teams, 281–283
scope, 4
scoreboard-style spreadsheets, 84
scribes, 19
Scrum artifacts. See artifacts
Scrum events. See events
Scrum framework. See also strategy
Agile Manifesto for Software Development, 186–187
Agile product management and, 15–18
daily plans, 7
empiricism
accidental complexity, 126
complexity, visualizing, 116–118
essential complexity, 126
uncertainty, measuring, 115–116
incremental development, 184–186
iterative development, 184–186
pillars of, 139
transparency, 11, 95–96, 105, 139, 140
visioning with, 50
Scrum Guide
Increments, 158
pillars of Scrum, 139
adaptation, 141
inspection, 140
transparency, 140
Product Backlog, 193
release burn-down charts, 162
roles, 142
Scrum Teams, 152
Sprint Retrospectives, 179
Sprint Reviews, 176
Sprints, 167
Scrum Masters
Product Owners and, 151
Scrum roles. See roles
Scrum Teams. See also Development Teams
Scrum Guide on, 152
Scrum@Scale, 283
sense-analyze-respond approach, 120
sense-categorize-respond approach, 119
sequential life cycles, 27
simulations, Monte Carlo, 293–296
Sinek, Simon, 237
single-feature MVP (Minimum Viable Product), 104
size of Product Backlog, 214–215
skills of Product Owners, 318–321
Skype, acquisition by Microsoft, 4
small stories, 199
Smalley, Art, 308
SMEs (Subject Matter Experts), 145
Snowden, Dave, 118
Sobek, Durward, 308
software risk. See risk management
Specification by Example, 241–248
sponsors, 20
spreadsheets, scoreboard-style, 84
Sprint burn-down charts, 161–162
Sprint Planning, 7, 167–173. See also Product Backlog
Sprint Backlog, 125
vision in, 50
Sprint Retrospectives
Product Owners and, 180
Scrum Guide on, 179
vision in, 50
Sprint Reviews
Scrum Guide on, 176
stakeholder feedback in, 95–96
vision in, 50
Sprint roles. See roles
Sprints, 164–167. See also roles
Sprint burn-down charts, 161–162
Sprint Planning, 7, 167–173. See also Product Backlog
Sprint Backlog, 125
vision in, 50
Sprint Retrospectives
Product Owners and, 180
Scrum Guide on, 179
vision in, 50
Sprint Reviews
Scrum Guide on, 176
stakeholder feedback in, 95–96
vision in, 50
Stacey, Ralph Douglas, 116
relationship to Product Owners, 144–145
Start with Why (Sinek), 237
statements (vision)
boilerplate statements, 40
examples of, 34
focused, 41
Elevator Pitch template, 45–46
pervasive, 49
stories, user. See also story mapping
DEEP mnemonic, 199
example of, 198
use cases, 195
story mapping
current-reality story maps, 236
exploration of, 234
future story maps, 236
relationship with Product Backlogs, 235
steps for, 233
structure of, 232
strategy
Agile product management
Product Management Vacuum, 8–15
product managers, 27
Product Owner role types, 18–21
assessing, 322
marketplace feedback, 97
MVP (Minimum Viable Product), 97–104
persevere or pivot decision, 104–108
value
assessing, 321
EBMgt (Evidence-Based Management), 65–68
money toward value, tracking, 85–86
negative value, 86
neutrality of, 89
value hypothesis, 94
value proposition, 57
visible value, 87
vision
assessing, 321
boilerplate statements, 40
effectiveness of, 34
examples of, 34
pervasive, 49
Scrum and, 50
Subject Matter Experts (SMEs), 145
Subway, 96
success
initiating Product Owners, 317
receiving Product Owners, 316–317
sunk costs, 97
Sutherland, Jeff, 181
Swiss Postal Services, 144, 304
tactics. See also Product Owners; reporting
Product Backlog management, 155–157. See also “Done”
nonfunctional requirements, 199–202
requirements, 192–193, 199–202
risk, 214
Scrum Guide on, 193
Specification by Example, 241–248
specification by example, 241–248
estimation and velocity, 269–275
governance and compliance, 302–308
multiple teams, managing, 275–283
Takeuchi, Hirotaka, 179
TDD (Test-Driven Development), 247
teams. See also release management
Development Teams
core team, 303
multiple teams, managing, 275–283
Scrum Teams
Scrum Guide on, 152
technical debt, 80–81, 88, 297
technical hypotheses, 97
technology department products, 25
templates
“Test that . . .” format (acceptance criteria), 207
testable stories, 199
Test-Driven Development (TDD), 247
testing
Agile Testing Quadrants, 309
post-product, 312
pre-product, 311
Quadrant 1, 310
Quadrant 3, 312
Quadrant 4, 312
automated functional tests, 247
Specification by Example, 241–248
TDD (Test-Driven Development), 247
testable stories, 199
Thirty-Five activity, 213
Through the Looking Glass (Carroll), 127–128
tight constraints, 121
time
formula for, 295
measurement of success and, 4
time to market, 73
cycle time, 75
TIMWOOD mnemonic, 231
Toyota
A3 Reports, 308
Genchi Genbutsu, 317
traits of Product Owners, 318–321
transparency
Build-Measure-Learn principle and, 105
importance of, 140
transport, 231
trap of sunk costs, 97
Triad, 243
“Trial, Error and the God Complex” (Harford), 126
tropical system forecasting example, 287–288
Turner, Richard, 320
Tyson, Mike, 94
UATs (User Acceptance Tests), 312
Uber
Business Model Canvas, 40
vision statement, 34
UML (Unified Modelling Language), 195
uncertainty
Unified Modelling Language (UML), 195
Unified Process (UP), 195
unknowable-unknowables, 123
unknown-unknowns, 121
unordered domains (Cynefin), 124–125
UP (Unified Process), 195
use cases, 195
User Acceptance Tests (UATs), 312
user stories. See also story mapping
DEEP mnemonic, 199
example of, 198
use cases, 195
User Stories Applied (Cohn), 196
users, Agile Testing Quadrants and, 312
vacuum. See Product Management Vacuum
assessing, 322
defined, 306
marketplace feedback, 97
MVP (Minimum Viable Product)
landing page, 103
mining, 103
patterns, 102
single-feature, 104
validating hypotheses with, 97–98
persevere or pivot decision, 104–108
process, 15
product, 15
valuable stories, 198
value
ability to innovate, 78
installed version index, 78–79
assessing, 321
continuous delivery of, 263–265
current value, 68
product cost ratio, 69
revenue per employee, 68
EBMgt (Evidence-Based Management), 65–68
money toward value, tracking, 85–86
negative value, 86
neutrality of, 89
time to market, 73
cycle time, 75
value hypothesis, 94
value proposition, 57
visible value, 87
Value Proposition Canvas, 38
Value Propositions section (Business Model Canvas), 37
values, defining, 303
velocity
Verhoef, Chris, 305
visible value, 87
vision, 312
assessing, 321
business modeling
Lean Canvas, 38
purpose of, 35
Value Proposition Canvas, 38
company vision, 8
effectiveness of, 34
examples of, 34
product vision
boilerplate statements, 40
pervasive, 49
Scrum and, 50
visualizing complexity
Volkswagen, 86
waiting, 231
Wake, Bill, 198
walking skeleton (story maps), 233
Warren, Frank, 299
waterfall approach
major releases with, 259
Water-Scrum-Fall, 259
Weinberg, Gerald, 76
“what,” identifying, 237
“why,” identifying, 237
Wikipedia products, 25
“Wizard of Oz” MVP (Minimum Viable Product), 103–104
work
invention of, 28
working agreements, 303
writing acceptance criteria, 207
Zappos, 104
44.200.101.170