000			03000nam a22002057a 4500
999			_c2833 _d2833
005			20220704111252.0
008			220704b ||||| |||| 00| 0 eng d
020			_a9781119799276
082			_a005.1 _bBER
100			_aBerg, Cliff _97251
245			_aAgile 2: the next iteration of Agile
260			_bJohn Wiley & Sons, Inc. _aNew Jersey _c2021
300			_axxiii, 405 p.
365			_aUSD _b29.95
504			_aTABLE OF CONTENTS About the Authors vii Acknowledgments xi Foreword xv Preface xix 1 How Did We Get Here? 1 2 Specific Problems 21 3 Leadership: The Core Issue 49 4 Ingredients That Are Needed 69 5 Kinds of Leadership Needed 121 6 What Effective Collaboration Looks Like 157 7 It’s All About the Product 181 8 Product Design and Agile 2 191 9 Moving Fast Requires Real-Time Risk Management 205 10 A Transformation is a Journey 245 11 DevOps and Agile 2 275 12 Agile 2 at Scale 299 13 System Engineering and Agile 2 335 14 Agile 2 in Service Domains 363 15 Conclusion 383 Index 391
520			_aMost Agile transformations struggle. According to an Allied Market Research study, "63% of respondents stated the failure of agile implementation in their organizations." The problems with Agile start at the top of most organizations with executive leadership not getting what agile is or even knowing the difference between success and failure in agile. Agile transformation is a journey, and most of that journey consists of people learning and trying new approaches in their own work. An agile organization can make use of coaches and training to improve their chances of success. But even then, failure remains because many Agile ideas are oversimplifications or interpreted in an extreme way, and many elements essential for success are missing. Coupled with other ideas that have been dogmatically forced on teams, such as "agile team rooms", and "an overall inertia and resistance to change in the Agile community," the Agile movement is ripe for change since its birth twenty years ago. "Agile 2" represents the work of fifteen experienced Agile experts, distilled into Agile 2: The Next Iteration of Agile by seven members of the team. Agile 2 values these pairs of attributes when properly balanced: thoughtfulness and prescription; outcomes and outputs, individuals and teams; business and technical understanding; individual empowerment and good leadership; adaptability and planning. With a new set of Agile principles to take Agile forward over the next 20 years, Agile 2 is applicable beyond software and hardware to all parts of an agile organization including "Agile HR", "Agile Finance", and so on. Like the original "Agile", "Agile 2", is just a set of ideas - powerful ideas. To undertake any endeavor, a single set of ideas is not enough. But a single set of ideas can be a powerful guide.
650			_aAgile software development _97252
650			_aProject management _9387
942			_2ddc _cBK