Agile or "lightweight" processes have revolutionized the software development industry. They're faster and more efficient than traditional software development processes. They enable developers to embrace requirement changes during the project, deliver working software in frequent iterations, and focus on the human factor in software development. 
Unfortunately, most agile processes are designed for small or mid-sized software development projects--bad news for large teams that have to deal with rapid changes to requirements. That means all large teams! 
With Agile Software Development in the Large, Jutta Eckstein--a leading speaker and consultant in the agile community--shows how to scale agile processes to teams of 1 to 200. In fact, the same techniques are also relevant to teams of ten or more developers, especially within large organizations. 
Topics include: * the agile value system as used in large teams * the impact of a switch to agile processes * the agile coordination of several sub-teams * the way project size and team size influence the underlying architecture 
Stop getting frustrated with inflexible processes that cripple your large projects! Use this book to harness the efficiency and adaptability of agile software development.

Agile Software Development in the Large: Diving Into the Deep

Computers & Technology

Eckstein, Jutta

Programming

Dorset House

Today companies are expected to be flexible and both rapidly responsive and resilient to change, which basically asks them to be Agile. Lack of an overarching theory about how to expand the Agile Manifesto has led to many fragmented attempts to apply Agile company-wide. Enjoy insights in the book shared by Jez Humble, Diana Larsen, James Shore, Johanna Rothman, and Bjarte Bogsnes. Find out what Spotify, ING, Ericsson, and Walmart say in the book. Quotes from early readers:
<ul>
<li>
"[This is] a very important book. My hopes are that it will be the missing link between agile for teams and the flexible, adaptive and humane organisations we want to build. It’s a great book. Thanks for writing it!" ~Sandy Mamoli, author of Creating Great Teams</li>
<li>
"Just as Spotify has worked hard to make all aspects of product development align well and work together - I see Jutta and John in this book exploring methods and processes that will work very well across the whole company." ~ Anders Ivarsson, Spotify</li>
<li>
"I love how those practices [are] integrated and summarized into actionable recommendations." ~ Yves Lin, Titansoft</li>
<li>
"Really wonderful balance of structure and space, rigor and creativity, that you're suggesting." ~ Michael Herman, Openspaceworld.org</li>
<li>
"Company-wide Agility with Beyond Budgeting, Open Space and Sociocracy [...] makes an important case for companies to regard trust and autonomy the norm, rather than a privilege. [...] Overall a great overview of how leaders can reimagine the way power is distributed within their companies." ~ Aimee Groth, Author of The Kingdom of Happiness: Inside Tony Hsieh’s Zapponian Utopia</li>
</ul>
 Notice, how they emphasize that doing Agile (the mechanics) is different from being Agile (the mindset). The mindset lets you apply flexible Agile patterns not only for software development teams but for the whole company. Many experts are looking into implementing company-wide Agility. Yet, they work from one perspective. For example: <ul>
<li>A Beyond Budgeting expert might say, "Stop fixing the budget annually, because otherwise you won't have the flexibility to react to frequent market changes." 
</li> <li>An Open Space expert might say, "You need to make space for what you don’t know and can’t control, for totally new things to emerge. If people can follow their passion, you will be able to implement company-wide Agility, otherwise people will just do what they are asked." </li> <li>A Sociocracy expert might say, "You first need to resolve the power structure, because as long as you have a hierarchy defined as top-down you will not become agile." 
</li> <li>An Agile expert might say, "You need to start inspecting and adapting by using regular retrospectives in order to react flexibly, otherwise you will neither be able to learn from the market nor from within your company." </li> </ul>
 All of these perspectives are true, but the perspective is always from within the discipline. Our new perspective synthesizes these approaches and invites you to take a new, overview perspective that can truly address the challenges of doing business in a volatile, uncertain, complex, and ambiguous world.

Company-wide Agility with Beyond Budgeting, Open Space & Sociocracy: Survive & Thrive on Disruption

Business & Money

Buck, John

Economics

CreateSpace Independent Publishing Platform

Does your organization value and rank projects based on estimation? Except for the shortest projects, estimation is often wrong. You don’t realize the value you planned when you wanted. How can you finish projects in time to realize their potential value?Instead of estimation, consider using cost of delay to evaluate and rank projects. Cost of delay accounts for ways projects get stuck: multitasking, other projects not releasing on time, work queuing behind experts, excessive attention to code cleanliness, and management indecision to name several. Once you know about cost of delay, you can decide what to do about it. You can stop the multitasking. You can eliminate the need for experts. You can reduce the number of projects and features in progress. You can use cost of delay to rank projects and work in your organization. Learn to use cost of delay to make better decisions for your project, program, or project portfolio.

Diving for Hidden Treasures: Uncovering the Cost of Delay in Your Project Portfolio

Rothman, Johanna

Management & Leadership

Practical Ink

Notes to the 2nd edition: This second edition reflects such updates as: the new Agile Fluency Model, the renaming / rebranding of Statoil to Equinor, and some small additions to complexity. We also enhanced the description of Organizational Open Space and explain how it differs from Liberating Structures. Today companies are expected to be flexible and both rapidly responsive and resilient to change, which basically asks them to be Agile. Lack of an overarching theory about how to expand the Agile Manifesto has led to many fragmented attempts to apply Agile company-wide. Enjoy insights in the book shared by Jez Humble, Diana Larsen, James Shore, Johanna Rothman, and Bjarte Bogsnes. Find out what Spotify, ING, Ericsson, and Walmart say in the book. Quotes from early readers:
<ul>
<li>
"[This is] a very important book. My hopes are that it will be the missing link between agile for teams and the flexible, adaptive and humane organisations we want to build. It’s a great book. Thanks for writing it!" ~Sandy Mamoli, author of Creating Great Teams</li>
<li>
"Just as Spotify has worked hard to make all aspects of product development align well and work together - I see Jutta and John in this book exploring methods and processes that will work very well across the whole company." ~ Anders Ivarsson, Spotify</li>
<li>
"I love how those practices [are] integrated and summarized into actionable recommendations." ~ Yves Lin, Titansoft</li>
<li>
"Really wonderful balance of structure and space, rigor and creativity, that you're suggesting." ~ Michael Herman, Openspaceworld.org</li>
<li>
"Company-wide Agility with Beyond Budgeting, Open Space and Sociocracy [...] makes an important case for companies to regard trust and autonomy the norm, rather than a privilege. [...] Overall a great overview of how leaders can reimagine the way power is distributed within their companies." ~ Aimee Groth, Author of The Kingdom of Happiness: Inside Tony Hsieh’s Zapponian Utopia</li>
</ul>
 Notice, how they emphasize that doing Agile (the mechanics) is different from being Agile (the mindset). The mindset lets you apply flexible Agile patterns not only for software development teams but for the whole company. Many experts are looking into implementing company-wide Agility. Yet, they work from one perspective. For example: <ul>
<li>A Beyond Budgeting expert might say, "Stop fixing the budget annually, because otherwise you won't have the flexibility to react to frequent market changes." 
</li> <li>An Open Space expert might say, "You need to make space for what you don’t know and can’t control, for totally new things to emerge. If people can follow their passion, you will be able to implement company-wide Agility, otherwise people will just do what they are asked." </li> <li>A Sociocracy expert might say, "You first need to resolve the power structure, because as long as you have a hierarchy defined as top-down you will not become agile." 
</li> <li>An Agile expert might say, "You need to start inspecting and adapting by using regular retrospectives in order to react flexibly, otherwise you will neither be able to learn from the market nor from within your company." </li> </ul>
 All of these perspectives are true, but the perspective is always from within the discipline. Our new perspective synthesizes these approaches and invites you to take a new, overview perspective that can truly address the challenges of doing business in a volatile, uncertain, complex, and ambiguous world.

Jutta Eckstein

Agilidad empresarial con Beyond Budgeting, Open Space y Sociocracia: Sobrevivir y Prosperar en la Era de la Disrupción (Spanish Edition)

Pascual, Carlos Marín

Business Culture

Jutta Eckstein, Germany

The pandemic forced all teams to be distributed. However independent of COVID, in fact, all teams face the challenges of diverse distances – temporal, geographical, cultural, lingual, political, historical, and more. Many forms of distance even affect developers in the same room. The goal of this book is to reconcile two mainstays of modern agility: the close collaboration agility relies on, and project teams distributed across different cities, countries, and continents. 
Enjoy insights in the book shared by Ainsley Nies (Co-author of Liftoff), Daniel Karlstrom, David Hussman (known as the Dude), Debra Lavell (Training and Communications Manager at Intel Corp.), Joseph Pelrine (Agile Psychologist), Linda Rising (Co-author of More Fearless Change), Michael Kircher (CTO DATEV eG), Naresh Jain (Tech Startup Founder), and Nicolai Josuttis (author of The C++ Standard Library). 
"[Eckstein] has covered the gamut of the common and uncommon challenges that teams encounter. This should be required reading for anyone involved in distributed agile development." ~Ken Pugh, author of Prefactoring. 
In Agile Software Development with Distributed Teams, Jutta Eckstein asserts that, in fact, agile methods and the constant communication they require are uniquely capable of solving the challenges of distributed projects. Agility is responsiveness to change – in other words, agile practitioners maintain flexibility to accommodate changing circumstances and results. Iterative development serves the learning curve that global project teams must scale.

Agile Software Development with Distributed Teams: Staying Agile in a Global World

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