People over Process [electronic resource] : Leadership for Agility.

Description based upon print version of record.

Cover; Half Title; Title Page; Copyright Page; Table of Contents; List of Figures; Preface: People over Process; About the Author; Introduction; SECTION 1: Introduction to Facilitative Leadership for Agility; Chapter 1. Pacifica: "It's Not Agile If There Is No Software!"; Chapter 2. Background: The Facilitative Leader for Agility; The Emotional Roots of Agile; Predictive Versus Adaptive Process Control; The Facilitative Leader: A Model for Agile Success; Chapter 3. Background: The Organizational Leader for Agility; Rigor: Making Good Decisions; Alignment; Efficiency

Don't Forget Emotions and BelongingChapter 4. Pacifica: Mary's Diagnosis; Chapter 5. Background: Extraordinarily Well-Prepared and Conducted Meetings; Preparing for a Meeting; Conducting a Meeting; Concluding a Meeting; Chapter 6. Pacifica: The Course Correction Meeting; SECTION 2: Three Major Frameworks (Architecture, Plan, Team Structure); Chapter 7. Background: Architecture for Agility; What Is the Leadership Demand from Architecture?; The Architecture Simulation; Chapter 8. Pacifica: The Architecture Simulation Meeting; Setup; Kick Off; Reviewing the Going-In Architecture

Running ScenariosTransition to Next Steps; Chapter 9. Background: Project Planning; Scrum Release Planning Is Often Not Enough; Leadership Obligations Regarding Project Planning; Elements of the Extraordinarily Well-Prepared Project Planning Meeting; Conducting and Concluding the Planning Meeting; Chapter 10. Pacifica: The Project Planning Meeting; Preparation; Meeting Kickoff and Milestone Creation; Subgroup Planning; Fleshing Out the Milestone Plan; Set the Integrating Events; Checking Results and Setting Next Steps; Chapter 11. Background: Agile Team Configuration

Agile Team Structure Concepts and MisconceptionsSetting the Organizational Context for Agile Teams; Setting Roles on the Agile Team; Silos and Bridges: Scaling Work; Connecting to the Broader Environment; How Should Teams Determine and Adapt Their Structure?; Chapter 12. Pacifica: The Team Configuration Meeting; Establish Technical Delivery Leadership; Prepare for and Kick off Team Configuration Meeting; Introducing the New Technical Roles to the Team; Introducing the Silos and Bridges Model to the Team; Review and Agree on Silos and Bridges; SECTION 3: Background / Pacifica: Routine Meetings

Chapter 13. The Daily ScrumBackground; Pacifica Scrum Meeting; Chapter 14. Meeting or Systems Analysis?; Background; Pacifica Decision on Meeting or Not; Chapter 15. Demos; Background; The Pacifica Demo; Chapter 16. Governance Meetings; Background; Pacifica Governance Group Meeting; Chapter 17. Teleconferences; Background; Pacifica Teleconference: Use of an A3; SECTION 4: Project Retrospectives; Chapter 18. Background: Retrospectives; Retrospectives Are an Important Element of All Agility; Leaders on the Team: Getting the Retrospective Process Right

Organizational Leaders: Insist on Root Cause Thinking

This book is about improving and sustaining agility by focusing on people over process, as the first agile value advocates, and is the third and final book in the author's Lean and Agile Software trilogy. The first - A Tale of Two Systems: Lean and Agile Software Development for Business Leaders - describes what agile is and why we do it. The second - A Tale of Two Transformations: Bringing Lean and Agile Software Development to Life - guides leaders in transforming their organizations to adopt this approach. All three books mix description and elaboration of theory with practical demonstration in fictional companies and projects. This new, third book - People over Process: Leadership for Agility - presents a model of facilitative leadership for agility, which informs the entire book. It begins by describing the roots of the agile movement, which motivates the centrality of people and the need for leadership. The leadership model is then presented, very simply: rigor, alignment, efficiency, through frameworks. Leadership is considered for all team members, and then for the special case of the responsibilities of leaders in formal positions of organizational authority. With this strong background presented, the book proceeds to describe and demonstrate common and highly useful frameworks for agility. The fictional Pacifica Bank is introduced, and we see the Pacifica team work through architecture, project planning, team structure, governance, scrum meeting, and ultimately retrospectives, using frameworks that have been presented. An Appendix summarizes the most useful frameworks for future reference. Throughout the book concepts are illustrated with vignettes from my experience (in the didactic sections) and with the Pacifica fictional case study. The key benefits of the book are to make everyone involved in agile work more effective and fulfilled. Essentially, since agile was first introduced almost two decades ago, the primary focus in practice has been on process. The "scrum" methodology was developed and promulgated, and has been widely adopted. This has been on balance broadly positive, but as an industry we have progressed to the point where following the steps of a methodology, particularly one that seeks to implement concepts where the first value is "People over Process," has reached its limits. The reader of this book: Gains a powerful, simple model of leadership that enables the "People" in "People over Process;" Sees these principles in action in a fictional company, making agile leadership understandable and engaging; Improves their ability to participate in and lead agility; Learns extraordinarily useful "frameworks" that help in the most important activities in agile software. In short, the reader will be better at delivering valuable software solutions, more valuable to their organizations, and more fulfilled in their work.

OCLC-licensed vendor bibliographic record.