Jutta Eckstein

Johanna Rothman

Does your organization value and rank projects based on estimation? Except for the shortest projects, estimation is often wrong. You don

Uncovering the Cost of Delay in Your Project Portfolio

Diving for Hidden Treasures

John Buck

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. 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: "[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 "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 "I love how those practices [are] integrated and summarized into actionable recommendations." Yves Lin, Titansoft "Really wonderful balance of structure and space, rigor and creativity, that you're suggesting." Michael Herman, Openspaceworld.org "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 This book invites you to take a new perspective that addresses the challenges of doing business in a volatile, uncertain, complex, and ambiguous world.

Survive & Thrive on Disruption

Company-wide Agility with Beyond Budgeting, Open Space & Sociocracy

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.

Hubert Baumeister

Software development is being revolutionized. The heavy-weight processes of the 1980s and 1990s are being replaced by light-weight, so called agile processes. Agile processes move the focus of software development back to what really matters: running software. This is only made possible by accepting that software developmentisacreativejobdoneby,with,andforindividualhumanbeings.For this reason, agile software development encourages interaction, communication, and fun. This was the focus of the Fifth International Conference on Extreme P- grammingandAgileProcessesinSoftwareEngineeringwhichtookplacebetween June 6 and June 10, 2004 at the conference center in Garmisch-Partenkirchen at the foot of the Bavarian Alps near Munich, Germany. In this way the conference provided a unique forum for industry and academic professionals to discuss their needs and ideas for incorporating Extreme Programming and Agile Metho- logies into their professional life under consideration of the human factor. We celebrated this year’s conference by re?ecting on what we had achieved in the last half decade and we also focused on the challenges we will face in the near future.

5th International Conference, XP 2004, Garmisch-Partenkirchen, Germany, June 6-10, 2004, Proceedings

Extreme Programming and Agile Processes in Software Engineering

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.

Staying Agile in a Global World

Agile Software Development with Distributed Teams

Mary Lynn Manns

Helen Sharp

Joseph Bergin

Klaus Marquardt

This collection of patterns proposes some successful techniques to assist with teaching and learning, especially of technical subjects. For professional educators, these patterns may seem obvious, even trivial, because they have used them so often. But for those newer to teaching, they offer a way to obtain the deep knowledge of experienced teachers. Patterns are not step-by-step recipes. Each of these offers a format and a process for transferring knowledge that can then be used by a variety of different teachers in many different ways. While most of the authors are involved in some aspect of computing and informatics, and so the examples are mostly drawn from those fields, much of the advice is general enough to be applied to other disciplines. The advice is not restricted to formal education, but has been used in various training scenarios as well. Most educators and trainers are not taught how to teach. Rather, they often find themselves teaching by accident. Typically, a person with a skill that is in demand, such as a particular programming language, will be asked to teach it. People assume that if the person is good in this programming language, she will be good at teaching it. But knowing the subject matter is very different from knowing how to teach it. Effectively communicating complex technologies is often a struggle for information technology instructors. They may try various teaching strategies, but this trial and error process can be time-consuming and fraught with error. Advice is often sought from other expert instructors, but these individuals are not always readily available. This creates the need to find other ways to facilitate the sharing of teaching techniques between expert and novice teachers.This is the goal of the Pedagogical Patterns Project. Pedagogy is a term that refers to the systematized learning or instruction concerning principles and methods of teaching. Patterns provide a method for capturing and communicating the deep knowledge in a field. As an example, imagine that you are looking for an effective way to teach message passing to experienced programmers in a weeklong industry course. A friend who is teaching a semester-long object technology course to traditional age university students has found an effective technique. He shares it with you without dictating the specific implementation details. This allows you to use your own creativity to implement the technique in a way that is most comfortable for you and most useful for your industry students. This is the essence of patterns: to offer a format and a process for sharing successful practices in a way that allows each practice to be used by a variety of people in many different ways.This pattern language contains patterns from the Pedagogical Patterns effort, which has been ongoing for over ten years. They have been revised and rewritten in Alexandrian form in order to support the integration into a pattern language. The currently available patterns focus on a classroom situation at beginners to advanced level. The editors and authors are a mix of industrial trainers and university educators with a wealth of experience. Some teach small groups face to face and others teach huge courses delivered over the internet. Everything here is useful for secondary education onwards. The patterns in this pattern language use a form similar to the one used by Christopher Alexander in his book A Pattern Language. This book introduced patterns to the world of architecture, from whence it has spread throughout the computing and educational disciplines.

Advice for Educators

Pedagogical Patterns

Diving Into the Deep

Agile Software Development in the Large

Siegfried Kaltenecker

Daniel Mezick

Dominik Maximini

Conny Dethloff

Gerhard Wohland

Veronika Kotrba

Ralph Miarka

Stories convey more than just knowledge. They touch, inspire, and create closeness. Stories reveal something of ourselves and can thus guide us when we encounter similar situations. In this book, 30 authors share their experiences from the world of Agile. They are experienced Product Owners, Scrum Masters, executives, Agile Coaches, consultants, and organizational developers. They tell true stories from their everyday work and personal lives: about the first steps and tensions in teams, conducive and obstructive leadership, losses and fears, amazing developments, clear values, and attitudes. These stories invite us, the readers, to learn from each other as human beings. With the purchase of this book, you support Flying Hope e.V.

34 Stories about Becoming and Staying Agile

Agile Short Stories

This is the digital version of the printed book (Copyright © 2004). Who Says Large Teams Can’t Handle Agile Software Development? 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 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 up to 200. The same techniques are also relevant to teams of as few as 10 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. Stop getting frustrated with inflexible processes that cripple your large projects! Use this book to harness the efficiency and adaptability of agile software development.

Joachim Pfeffer

Miriam Sasse

Petra Berleb

Thomas van der Burg

49 Geschichten über das Agilwerden und Agilbleiben

„(Die Autoren) untersuchen bekannte Methoden und Prozesse bis in die Tiefe, damit diese im Hinblick auf ein Gesamtunternehmen bestmöglich funktionieren. Durch die Kombination dieser Methoden zeigen sie verschiedene Wege zur modernen und agilen Führung eines Unternehmens auf. Sie kommen zur Erkenntnis, dass eine Kombination von gut aufeinander abgestimmten Methoden und guter Zusammenarbeit mehr bringt als jede Methode für sich allein.“ Anders Ivarsson, Spotify Während sich Unternehmen in einer volatilen, unsicheren, komplexen und mehrdeutigen Welt wiederfinden, besitzen sie gleichzeitig keine übergreifenden Konzepte in Bezug auf ihre Strategien, Strukturen und Prozesse, um sich darin zurechtzufinden. Die Kluft zwischen den Anforderungen des Marktes und den Fähigkeiten der eigenen Organisation wird damit immer größer, und der Druck steigt. Der Leidtragende dieser Situation ist der Mensch, der einer kaum zu erfüllenden Erwartungshaltung gegenübersteht. In erster Linie müssen die Unternehmen die finanziellen Interessen der Aktionäre erfüllen. Diese Ausrichtung kollidiert aber mit der notwendigen Fähigkeit eines Unternehmens, sich am rasanten technologischen Wandel und der Informationsflut auszurichten. Darüber hinaus herrscht Unklarheit darüber, wie das „Agile Manifest“ über die gesamte Organisation ausgeweitet werden kann. Mit der Verschmelzung von Agilität, Soziokratie, Beyond Budgeting und Open Space zu BOSSA nova entwickeln Jutta Eckstein und John Buck eine integrative und pragmatische Lösung, um eine „allgemeine Theorie“ der Agilität für das gesamte Unternehmen (und letztlich auch für die Gesellschaft) zu formulieren. Die Werte und Prinzipien der vier Kernströmungen unterstützen dabei, eine Organisation robust für zukünftige Herausforderungen vorzubereiten: Beyond Budgeting, weil es die notwendige Flexibilität und Anpassungsfähigkeit von Unternehmen aus finanzieller Sicht adressiert; Open Space, weil es Leidenschaft und Verantwortung in einer Art und Weise einbringt, dass damit die Effektivität der anderen drei Methoden multipliziert werden kann; Soziokratie, weil es Feedback in die gesamte Unternehmensstruktur integriert und die scheinbar widersprüchlichen Interessen von Aktionären und Kunden zusammenbringt; Agile, weil es im Bereich der Softwareentwicklung und darüber hinaus erfolgreich und akzeptiert ist und eine besonders wichtige Rolle im Kontext der Digitalisierung, die nahezu allen Facetten der Geschäftswelt betrifft, spielt. Über die Autoren: Jutta Eckstein ist Coach, Beraterin und Autorin. Sie hilft Teams und Organisationen bei agiler Transformation und verfügt über Erfahrungen bei der Anwendung agiler Prozesse in mittleren und großen Unternehmen. Sie ist Mitglied der Agile Alliance, deren Board Jutta Eckstein von 2003 bis 2007 angehörte. John Buck ist Präsident von GovernanceAlive LLC und Co-Direktor des Center for Dynamic Community Governance, Inc. Er hat einer Vielzahl von Unternehmen in zahlreichen Ländern geholfen, eine Synthese der neuesten Innovationen in den Bereichen Management, Lernen und kybernetisches Design zu implementieren. John arbeitet unter anderem mit dem Advanced Software Lab von Fujitsu zusammen, um Weaver zu entwickeln, eine Software, die das kollektive Gedächtnis unterstu?tzt und Meetings besser durchführen lässt.

Wie Sie Ihr Unternehmen mit den Werten und Prinzipien von Agilität, Beyond Budgeting, Open Space und Soziokratie fit für die Zukunft machen

Unternehmensweite Agilität

In this book, Jutta Eckstein examines how retrospectives –originally a kind of a facilitated workshop for gaining feedback– can be applied conceptually to initiate and implement organizational change. Technically, retrospectives were an instrument for a group to examine a past joint period of time and learn from that. The participants of a Retrospective for Organizational Change do not share a joint past, yet they learn from their different individual experiences and use this as a basis to form a shared future. The main strength is to leverage the experiences of a diverse group. Especially if the change is dynamic, which means the approach toward the goal is unclear or if it is complex, where the goal itself is indeterminate, Retrospectives for Organizational Change can provide a way to support the change.This book covers the conceptual idea of using Retrospectives for Organizational Change and additionally reports on the feedback and experiences of its practical application.

An Agile Approach

Retrospectives for Organizational Change

This is the digital version of the printed book (Copyright © 2010). All software projects 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. 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. This book is not about how to outsource and forget your problems. Rather, Eckstein details how to carefully select development partners and integrate efforts and processes to form a better product than any single contributor could deliver on his or her own. The author de-emphasizes templates and charts and favors topical discussion and exploration. Practitioners share experiences in their own words in short stories throughout the book. Eckstein trains readers to be change agents, to creatively apply the concepts in this book to form a customized distributed project plan for success. Topics include: Understanding Distributed Development The Productivity Myth Ensuring Conceptual Integrity Trust and Mutual Respect Iterations and Releases Using Features to Steer the Development Effort Team Velocity Virtual Retrospectives Dispersed Synchronization Introducing Agility to Global Projects and much more

Jutta Eckstein

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