CREDITS

Chapter 1: “We didn’t do anything wrong but, somehow we lost”. Nokia CEO.

Chapter 1: “Gen. Helmuth von Moltke … of innovative culture”. Michael J. Gunther. Auftragstaktik: The Basis for Modern Military Command? (School of Advanced Military Studies, United States Army Command and General Staff College, Fort Leavenworth, Kansas, 2012).

Chapter 1: “If everything is important, then nothing is.” Patrick M. Lencioni, Silos, Politics, and Turf Wars: A Leadership Fable about Destroying the Barriers That Turn Colleagues into Competitors (San Francisco: Jossey-Bass, 2002).

Chapter 1: “Product: A product is anything that can be offered to a market that might satisfy a want or need”. Philip Kotler, Linden Brown, Stewart Adam, Suzan Burton, Gary Armstrong, Marketing, 7th Edition. (Frenchs Forest, New South Wales: Pearson Education Australia/Prentice Hall. 2007).

Chapter 1: “Organizations which design systems ... are constrained to produce designs which are copies of the communication structures of these organizations”. Melvin E. Conway, (April 1968), “How Do Committees Invent?”, Datamation, 14, no. 5 (April 1968): 28–31

Chapter 1: “1. Sequential lifecycle … issues in the long run”. Cesário Ramos. “Scale your product NOT your Scrum,” Scrum.org Whitepaper, February 2016.

Chapter 1: “Many, many practices.” Screenshot of Scrum © Scrum.org.

Chapter 2: “Whatever you can do or dream you can, begin it. Boldness has genius, and magic and power in it. Begin it now.” Goethe.

Chapter 2: “A vision is a … has on our staff”. Ari Weinzweig, Zingerman’s Co-Founder https://www.zingtrain.com/content/why-and-how-visioning-works.

Chapter 2: “Inspiring: To all that will be … have to tell people about it too.” Ari Weinzweig, Zingerman’s Co-Founder https://www.zingtrain.com/content/why-and-how-visioning-works.

Chapter 2: “We continually foster world-class ... sources to meet our customer’s needs”. Dilbert’s Mission Statement Generator.

Chapter 2: “Our challenge is to assertively network ... negotiate performance based solutions”. Dilbert’s Mission Statement Generator

Chapter 2, Figure 2-3: Boilerplate Product Vision/Mission statement. Dilbert’s statement.

Chapter 2, Figure 2-4. Ceralios Product Box. Image from Don McGreal.

Chapter 2, Figure 2-5: Crunchy Flakes Product Box. Image from Don McGreal.

Chapter 2: “Technology skills do not necessarily ... in a way that you can make exceptional decisions.” Venkatesh Rao, “Great CEOs Must be Either Technical or Financial,” forbes.com, May 15, 2012.

Chapter 2: “Technology changes suddenly expand the strategy canvas and offer new ways of doing old things, or entirely new things to do.” Venkatesh Rao, “Great CEOs Must be Either Technical or Financial,” forbes.com, May 15, 2012.

Chapter 2, Figure 2-10: “Strategic Alignment Index”. Measuring the Business Value of Information Technology, Intel Press.

Chapter 3, Figure 3-6: “Value Metrics based on EBMgt™”. Adapted from “Evidence-Based Management for Software Organizations [EBMgt],” http://www.ebmgt.org/.

Chapter 3: “The mind is the laboratory where products, both fake and genuine are manufactured. People grow wild weeds, others grow flourishing flowers!” Israelmore Ayivor.

Chapter 3: “If for any reason you are dissatisfied with your Domino’s Pizza dining experience, we will re-make your pizza or refund your money”. https://biz.dominos.com/web/public/about-dominos/history.

Chapter 3: “Current Value reveals the organization’s actual … ability to sustain value in the future”. Evidence-based Management Guide.

Chapter 3: “Autonomy: the desire ... something meaningful beyond than ourselves” Daniel H. Pink, Drive: The Surprising Truth about What Motivates Us (Edinburgh: Canongate, 2010).

Chapter 3: “The purpose of business is to create and keep a customer” Peter Drucker.

Chapter 3: Direct Feedback from Microsoft Office Product. Screenshot of MS-Office © Microsoft 2018

Chapter 3: “Time to market evaluates the software ... to sustainably deliver value in the future is unknown.” Evidence-based Management Guide.

Chapter 3: “The ability to innovate is necessary but often a luxury.... available capacity to innovate.” Evidence-based Management Guide.

Chapter 3: “Netscape’s project to … the same obstacles” Joel Spolsky, “Things You Should Never Do,” April 6, 2000, Retrieved 2008-09-11.

Chapter 3: “When a measure becomes a target, it ceases to be a good measure.” Campbell’s and Goodhart’s law.

Chapter 3: “slavishly imitates the working methods of more successful development organizations” New World Encyclopedia, s.v. “cargo cult,” accessed March 5, 2018, http://www.newworldencyclopedia.org/entry/Cargo_cult.

Chapter 4: “Plans are useless but planning is indispensable”. Dwight D. Eisenhower.

Chapter 4: “No plan survives contact with the enemy”. Helmuth von Moltke.

Chapter 4: “Everyone has a plan until they get punched in the face”. Mike Tyson.

Chapter 4: “Eighty percent of the time you/we are wrong about what a customer wants”. Online Experimentation at Microsoft, 2009.

Chapter 4: “Forty percent of businesses….sweat, I should be.” http://uk.businessinsider.com/chambers-40-of-companies-are-dying-2015-6.

Chapter 4, Figure 4-1: Transparent sneeze guard at a sandwich bar. Photo by Don McGreal.

Chapter 4, Figure 4-3: Audi “magic” bird’s eye car view. Photo by Don McGreal.

Chapter 4: “The problem is that we do not understand the problem.” Paul McCready.

Chapter 4: “Customer Feedback is the basis for ideas, customer data is the basis for decisions.” Roman Pichler.

Chapter 4: “For MacCready, he had no … or is it the courage to fail?” “A willingness to fail solved the problem of human-powered flight,” Financial Review, October 2015.

Chapter 5, Figure 5-7: “Nothing but a pack of cards. At this whole pack rose up into the air, and came flying down upon her...”, Alice’s Adventures in Wonderland. Illustration from John Tenniel, published in 1865. Morphart Creation/Shutterstock.

Chapter 5: “If there’s no risk on your next project, do not do it.” Tom de Marco.

Chapter 5: “a late change in requirements is a competitive advantage.” Mary Poppendieck.

Chapter 6: “Scrum is a framework for developing, delivering, and sustaining complex products.” ScrumGuides.org ©2017 Ken Schwaber and Jeff Sutherland.

Chapter 6: “Scrum is founded on empirical process … predictability and control risk.” ScrumGuides.org ©2017 Ken Schwaber and Jeff Sutherland.

Chapter 6: “Significant aspects of the process … common definition of “Done.” ScrumGuides.org ©2017 Ken Schwaber and Jeff Sutherland.

Chapter 6: “Scrum users must frequently … inspectors at the point of work.” ScrumGuides.org ©2017 Ken Schwaber and Jeff Sutherland.

Chapter 6: “If an inspector determines … Sprint Retrospective”. ScrumGuides.org ©2017 Ken Schwaber and Jeff Sutherland.

Chapter 6: “The Product Owner is responsible … from a different set of requirements”. ScrumGuides.org ©2017 Ken Schwaber and Jeff Sutherland.

Chapter 6: “Vision without execution is hallucination.” Thomas Edison.

Chapter 6: “The Development Team consists of professionals … belongs to the Development Team as a whole.” ScrumGuides.org ©2017 Ken Schwaber and Jeff Sutherland.

Chapter 6: “The Scrum Master is responsible for promoting … of Scrum in the organization.” ScrumGuides.org ©2017 Ken Schwaber and Jeff Sutherland.

Chapter 6: “The Scrum Team consists of a Product … version of working product is always available.” ScrumGuides.org ©2017 Ken Schwaber and Jeff Sutherland.

Chapter 6: “The Product Backlog is an ordered list … the work make the final estimate.” ScrumGuides.org ©2017 Ken Schwaber and Jeff Sutherland.

Chapter 6: “The Sprint Backlog is the set of Product Backlog … solely to the Development Team.” ScrumGuides.org ©2017 Ken Schwaber and Jeff Sutherland.

Chapter 6: “The Increment is the sum … release that occur during the Sprint.” ScrumGuides.org ©2017 Ken Schwaber and Jeff Sutherland.

Chapter 6: “When a Product Backlog ...work done on it.” ScrumGuides.org ©2017 Ken Schwaber and Jeff Sutherland.

Chapter 6: “At any point in time...looking decision-making”. ScrumGuides.org ©2017 Ken Schwaber and Jeff Sutherland.

Chapter 6: “The heart of Scrum ...calendar month of cost.” ScrumGuides.org ©2017 Ken Schwaber and Jeff Sutherland.

Chapter 6: “A Sprint would ...rarely makes sense.” ScrumGuides.org ©2017 Ken Schwaber and Jeff Sutherland.

Chapter 6: “The work to be ...within the Sprint”. ScrumGuides.org ©2017 Ken Schwaber and Jeff Sutherland.

Chapter 6: “The Daily Scrum is a 15-minute time-boxed … a key inspect and adapt meeting.” ScrumGuides.org ©2017 Ken Schwaber and Jeff Sutherland.

Chapter 6: “A Sprint Review is held at the end of the … overall to meet new opportunities.” ScrumGuides.org ©2017 Ken Schwaber and Jeff Sutherland.

Chapter 6: “The Sprint Retrospective is an opportunity … to focus on inspection and adaptation.” ScrumGuides.org ©2017 Ken Schwaber and Jeff Sutherland.

Chapter 6: “Product Backlog refinement is the act of … Product Owner or at the Product Owner’s discretion.” ScrumGuides.org ©2017 Ken Schwaber and Jeff Sutherland.

Chapter 6: “Increment: 'i?-kr?-m?nt, 'in- noun the action … from the stem of increscere “grow”.” By permission. From Merriam-Webster.com © 2018 by Merriam-Webster, Inc. https://www.merriam-webster.com/dictionary/word.

Chapter 6: “The problem with quick and dirty … is that dirty remains long after quick has been forgotten”. Steve C. McConnell, Software Project Survival Guide (Redmond, WA: Microsoft Press, 1998).

Chapter 6: “Agile Manifesto for... the left more.” http://agilemanifesto.org/.

Chapter 6: “The problem with my proposal … we value craftsmanship more.” https://www.infoq.com/news/2008/08/manifesto-fifth-craftsmanship.

Chapter 7: “requirement : a : something wanted or needed : NECESSITY b : something essential to the existence or occurrence of something else : CONDITION”. Merriam-Webster Dictionary.

Chapter 7: “The Product Backlog is an ordered … its content, availability, and ordering”. ScrumGuides.org ©2017 Ken Schwaber and Jeff Sutherland.

Chapter 7: “Card: Legend has …broken into smaller stories”. http://ronjeffries.com/xprog/articles/expcardconversationconfirmation/.

Chapter 7: “Independent: Stories are easiest to work with … know whether this goal is met.” William C. Wake, Extreme Programming Explored (Boston: Addison-Wesley, 2002).

Chapter 7: “Detailed Enough acceptance criteria to get started … value, risk, cost, dependencies, etc.” Roman Pichler and Mike Cohn.

Chapter 7: “SMART: Specific—what is the outcome? … display “out of service” message.” This acronym was first defined by Jef Newsom, one of the founders of Improving Enterprises.

Chapter 7: “The Product Backlog is an ordered … the lower the order, the less detail.” ScrumGuides.org ©2017 Ken Schwaber and Jeff Sutherland.

Chapter 7: “When a Product Backlog item … work to be complete, to ensure transparency.” ScrumGuides.org ©2017 Ken Schwaber and Jeff Sutherland.

Chapter 7, Figure 7-16: Ralph on vacation with birds. Photo by Ralph Jocham.

Chapter 7, Figure 7-17: Using a “Ready” line for Product Backlog items. Photo by Ralph Jocham.

Chapter 7: “Last Responsible Moment (LRM) … making a decision.” http://www.innolution.com/resources/glossary/last-responsible-moment-lrm.

Chapter 7: “As formality increases … requirements are equivalent”. Robert C. Martin, and Grigori Melnik, “Tests and Requirements, Requirements and Tests: A Mobius Strip,” IEEE Software, 25, no. 1 (2008): 54-59.

Chapter 7: “Triad: Business, Development, Testing”. The term ‘Triad’ is by Ken Pugh, and is a more common term for the ‘Three Amigos’ created around 2009 by George Dinwiddie.

Chapter 8: “Customer collaboration over contract negotiation”. Agile Manifesto.

Chapter 8: “Customer delight = Providing a continuous … customers and delivering it sooner”. Stephen Denning.

Chapter 8: “Adding manpower to a late software project makes it later”. Frederick Brooks, The Mythical Man Month (Reading, MA: Addison-Wesley, 1995), 25.

Chapter 8: “Portfolio is an … planning to commit to.” Rothman, Manage Your Product Portfolio.

Chapter 8: “nexus –noun 'nek-s?s: a relationship or connection between people or things”. By permission. From Merriam-Webster.com © 2018 by Merriam-Webster, Inc. https://www.merriam-webster.com/dictionary/word.

Chapter 8: “Nexus is the exoskeleton of scaled Scrum”. Ken Schwaber.

Chapter 8: “The primary measure of progress is working software”. Agile Manifesto.

Chapter 8: “Each tropical system is given … the forecast uncertainty increases.” https://weather.com/science/weather-explainers/news/tropical-storm-cyclone-forecast-cone-hurricane.

Chapter 8: “Our tool will not estimate how long … estimate you come up with”. Tom DeMarco and Tim Lister, Waltzing with Bears: Managing Risk on Software Projects (New York, NY: Dorset House Publising, 2003).

Chapter 8: “Be wise enough not to be reckless, but brave enough to take great risks.” Frank Warren.

Chapter 8: “Individuals and interactions over processes and tools; Working software over comprehensive documentation”. Agile Manifesto.

Chapter 8: “[...] the absence of bureaucratic … hierarchy can provide”. John Kotter, “Accelerate!” Harvard Business Review, November, 2012.

Chapter 8, Figure 8-33: “Kick-Off at Swiss Postal Services in the VIP Lounge at Stade de Suisse”. Photo by Ralph Jocham.

Chapter 8: “Resolution Type 1, or project success … point during the development cycle.” Johan Laurenz Eveleens and Chris Verhoef, “The Rise and Fall of the Chaos Report,” IEEE Software, 27, no. 1, 2010.

Chapter 9: Collaborative: Work closely with Development … competition to stay in front. (216 words) Barry Boehm and RichardTurner, Balancing Agility and Discipline: A Guide for the Perplexed (Boston, MA: Addison-Wesley, 2003).

Cover: “This book presents a method of communicating our desires, cogently, coherently, and with a minimum of fuss and bother.” Ken Schwaber.

Cover graphics, art: Sabrina Love/Scrum.org.

..................Content has been hidden....................

You can't read the all page of ebook, please click here login for view all page.
Reset
44.210.78.150