Index

  • Accenture and Deloitte (firm), 61
  • Adams, William, 145, 148
  • Adjacent business, 97, 98
  • ADKAR model, 22–23
  • Adoption rates, 26–27
  • Agile Alliance, 7, 102
  • Agile Leadership Canvas, 131–35, 137
  • Agile Leadership Journey, 196–97
  • Agile Manifesto, 80–81, 131–32, 155–56
  • Agile methods, 6–7; barriers to, 11–13; corporate culture and, 119–20; disappointments with, 11; staff resistance to, 9
  • Agility: definition of, 15–17; finding, 79–85; giving away, 48, 52–58; organizational and team, 195; saying “no” to, 96–103, 113
  • Aligning, 30–37
  • Allocation investment, 99–100
  • Amazon, 28
  • Ambiguity (in VUCA), 145
  • Anderson, Mike, 65–67, 85–86
  • Anderson, Robert, 145, 148
  • Angiel, Randy, 43–46
  • Appelo, Jurgen, 75–76
  • Apple, 25
  • Association for Talent Development, 13
  • Barriers, 4, 11–13, 47–48, 90, 170, 186; in corporate philosophy, 117–18; in leadership, 142; at start, 22; in theory and practice, 68–69
  • Beck, Kent, 156
  • Bennis, Warren, 145
  • Berkun, Scott, 60
  • Berry, John, 130, 131
  • Big room planning, 54
  • Blank, Steve, 6, 10, 11
  • Boggs, Melissa, 63
  • Boosts, 4, 47, 90, 170, 186; in corporate philosophy, 116–17; in leadership, 142; results of, 5–8; at start, 22; in theory and practice, 67–68
  • Brain structure, 129
  • Branson, Richard, 152
  • Bremmer, Ian, 72–73
  • Brewster, Benjamin, 65
  • Brill, Janice, 114–17
  • Brown, Brené, 128
  • Buchanan, Jason, 19
  • Buffett, Warren, 154
  • Buy-ins: criticisms of, 174; problem of getting, 21–24
  • Cabrera, Luis, 88–89, 111–13, 188–89
  • Campbell, Bill, 154
  • Carlyle, Thomas, 146
  • Centers of excellence (COEs), 56
  • Chartered Institute for Professional Development (U.K.), 27–28
  • Chief executive officers (CEOs), 62–63
  • Coaching, 154–55, 162, 197
  • Coalition building, 197
  • Collaboration investment, 99
  • Collins, Jim, 93, 171–72
  • Communications strategies, 37
  • Communities of practice, 56–57
  • Competition, 28–29
  • Complexity (in VUCA), 145
  • Consistency, 38
  • Constraints, theory of, 53
  • Cook, Tim, 153
  • Core business, 97, 98
  • Corporate culture (philosophy), 12, 119–20, 137; in holistic philosophy, 127–28; before structure, 120–23; structure before, 123–26
  • Cottmeyer, Mike, 53–54
  • Crawl technique, 76–78
  • Customers, 70–71
  • Daily stand-up, 77–78
  • Dependencies, 53–54
  • DevOps, 7–8, 73, 117, 157
  • Documentation, 83–84
  • Dorsey, Jack, 153
  • Duhigg, Charles, 129
  • Dymond, Robin, 52
  • Efficiency, 38–39
  • 8-Step Process (Kotter Change process), 23
  • Eisenhower, Dwight D., 189
  • Either-or approach, 100–101
  • Engelmann, Eric, 62, 63
  • Entitlement funding, 94
  • Executive coaching, 154–55
  • Executives, 34–36
  • Exercise, 152
  • Expectations, reality versus, 48–52
  • Feedback, 155–64
  • Fielder contingency model, 147
  • FOMO (fear of missing out), 105–6
  • Forrest Gump (film), 175, 185
  • Frame narrative, 175, 185
  • Gardner, Howard, 167
  • Gardner, Michaele, 155–56
  • Gartner, 100
  • Gascoigne, Joel, 153
  • Gated funding, 195
  • Gates, Bill, 153
  • General Electric (firm), 6, 10–11, 190
  • Gervais, Michael, 150
  • Gilley, Cliff, 75
  • Global Scrum Gathering, 155
  • Goldratt, Eliyahu M., 53
  • Goldsmith, Marshall, 138
  • Goleman, Daniel, 148
  • Google (firm), 60–61, 92–93, 96
  • Government, 130–31
  • Great Man theory, 146
  • Groysberg, Boris, 125–26
  • Hackerson, Brian, 138–40, 150, 155–56, 188
  • Hansen, Morten T., 93
  • Harford, Tim, 129
  • Harley-Davidson (firm), 25
  • Heath, Chip, 23
  • Heath, Dan, 23
  • Hero syndrome, 104–5
  • Hershman, Lisa, 62
  • Hiatt, Jeffrey, 22–24
  • Hohmann, Luke, 93, 94
  • Holacracy method, 123
  • Holistic philosophy, 127–31
  • Hsieh, Tony, 123
  • Hyatt, Michael, 153
  • Hybrid approach, 102–3
  • Imposter syndrome, 140, 150, 183
  • Innovation ambition model, 97–98
  • IT (Information Technology), 8
  • J-curve pattern, 72–73
  • Jobs, Steve, 88, 154
  • Joiner, Bill, 149, 151–52
  • Journaling, 153
  • Labor dependencies, 54
  • Larman, Craig, 124–25
  • Leadership, 140–44; consistent reflection practice in, 150–55; criticisms of, 174–75; gaps in, 144–46, 165–66; intentional feedback practice in, 155–64; models of, 146–49
  • Lean Startup, 117, 157; metered funding in, 195
  • Lean Startup technique, 5–7, 10–11; metered funding in, 94
  • LeSS (Large Scale Scrum) method, 124–25
  • Lewin, Kurt, 147
  • Line managers, 60–61
  • Lonely Planet (firm), 88–89, 111–13
  • Managers, 32–33
  • Manifesto for Agile Software Development, 6
  • Marcus Aurelius, 14
  • Marquet, L. David, 79–80, 188
  • Meetings, 105
  • Megatrends reports, 27–28
  • Metered funding, 94
  • Mini-waterfall model, 50
  • Motivation, 23–24; misnamed motivators, 38–40
  • Nadella, Satya, 152
  • Nagji, Bansi, 97–98
  • Nanus, Burt, 145
  • Neeley, Tsedal, 37
  • Office of Personnel Management (federal government), 130–31
  • Operations, DevOps for, 7–8
  • Organizational agility, 195
  • Organizations: line managers’ role in, 60–61; project managers’ role in, 58–60; Scrum Masters’ role in, 66–67; specialists’ role in, 61–62; tailoring project management in, 80–85
  • Overhead, in agility, 99–100
  • Path-Goal Theory, 147
  • Philosophy (corporate), 116–20; criticisms of, 174; holistic, 127–31
  • Planning poker, 71
  • PMBOK® Guide, 59
  • Processes, 12
  • Prodect owners, 59
  • Project management, ANSI standard for, 80
  • Project Management Institute, 59, 102
  • Project managers, 58–60, 103–4
  • Project teams, 59
  • Public task boards, 78
  • Rebounds, 4–5, 48–49, 91, 170–71, 186; in leadership, 143; at start, 22; in theory and practice, 69–70
  • Resistance to change, 12
  • Resources, 12
  • Retreats and sabbaticals, 153–54
  • Rework overhead, 99
  • Ries, Eric, 5–6, 10–11
  • ROCKIN (hypothetical agility method), 124
  • Run technique, 77, 78
  • Sabbaticals and retreats, 153–54
  • Sanderson, Brandon, 1
  • Satir, Virginia, 73
  • Saying “no,” 91, 113; to agility, 96–103; to more delivery, 92–96; to yourself, 103–10
  • Scaled Agile Framework, 99
  • Schmidt, Eric, 154
  • Schwaber, Ken, 192–93
  • Scrum, 19–20, 40; project managers in, 58–59; water-Scrum-fall, 50–51
  • Scrum Alliance, 62–63
  • ScrumButs, 73–75
  • Scrum loop, 157
  • Scrum Masters, 59, 66–67, 85–86
  • Scrummerfall, 50
  • Scrum teams, 66
  • Shock therapy, 125
  • Should do activities, 108–9
  • Sinek, Simon, 24–26
  • Skill dependencies, 54
  • Slind, Michael, 125–26
  • Social media staffers, 62
  • Software engineers, 61–62
  • Soule, Sarah A., 114
  • Specialists, 61–62
  • Staff, resistance to agile methods by, 9
  • Stockdale, James, 172
  • Stockdale Paradox, 171–74
  • Storytelling, 171
  • Strickland (father), 43
  • Structure: corporate culture versus, 118–20, 137; before culture, 123–26; culture before, 120–23
  • Sublett, Howard, 63
  • Submarines, 79
  • Sutherland, Jeff, 125, 139–40
  • Swarming Day, 63
  • Swecker, Gretchen, 19–20, 40–41
  • Tailoring project management, 80–85
  • Team agility, 195
  • Thomas, Dave, 9–10
  • 360 leadership surveys, 158–62
  • Transformational business, 97–98
  • Tuff, Geoff, 97–98
  • Walker, Bryan, 114
  • Walk technique, 76–78
  • Waterfall model, 49–52
  • Water-Scrum-fall, 50–51
  • Women, in workforce, 27–28
  • Wordpress.com (firm), 60
  • Workforce, changes in, 27–28
  • Xerox, 11
  • Zaltman, Gerald, 25
  • Zappos (firm), 123
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