-  Acknowledgments
-  Introduction
- 1. Why Agile and Lean Approaches Work
- Part I. Create a Successful Agile Team
- 2. Build the Cross-Functional, Collaborative Team
- 3. Build Teamwork with Interpersonal Practices
- How Agile Team Members Are Similar
- Team Members Practice Continual Feedback
- Team Members Coach Each Other
- Recognize When the Team Needs an External Coach
- Does the Team Need to Track Collaboration?
- Help the Team Members Build Trust
- Create a Team Environment of Safety
- Recognize Interpersonal-Skills Traps
- Now Try This
- 4. Agile Requires Different Project Leadership
- Part II. Design and Manage an Agile and Lean Project
- 5. Start Your Agile Project Right
- 6. Teams Deliver Features
- Plan at Several Levels
- Release for Learning, Feedback, and Value
- Deliver Value Through the Architecture
- Create a Walking Skeleton
- Deliver Value to Someone by Using Features
- Define Stories So You Can See the Value
- Experiment and Spike to Explore
- Write Small Stories
- Create Rolling-Wave Roadmaps
- Use a Feature Parking Lot to See Possibilities
- Consider Minimum Viable Products and Experiments
- Recognize Value Traps
- Now Try This
- 7. Rank the Work
- 8. Visualize Your Work with a Board
- 9. Create Technical Excellence
- How Much “Quality” Does Your Product Need?
- Integrate as Often as Possible
- Consider Continuous Delivery
- Refactor Every Time You Touch Code or Tests
- Work as a Whole Team to Create the Product
- Test at All Levels So Change Is Easy
- Beware of Technical Debt and Cruft
- Work at a Sustainable Pace
- Use Technical Excellence to Speed Development
- Recognize Excellence Traps
- Now Try This
- 10. Agile Estimation: The Good, The Bad, and The Ugly
- Understand Velocity
- Learn to Estimate with Relative Sizing
- Use Relative Estimation for Iteration-Based Estimates
- Count Stories Instead of Points
- Consider Cycle Time to Create More Accurate Estimates
- Know the Purpose of Your Estimation
- Create Approximate Estimates for Management
- Estimate Support Work
- Use Previous Data to Inform Your Next Estimate
- Consider the Value of #NoEstimates in Your Organization
- Recognize Estimation Traps
- Now Try This
- 11. Know What "Done" Means
- 12. Agile Team Measurements
- Teams Learn from Their Measurements
- Understand Burndowns and Burnups
- Burnups Show You the Rate of Finishing
- Iteration Contents Show What the Team Completed
- Cumulative Flow Shows Where the Work Is
- Cycle Time Shows How Long Work Takes
- Velocity Is a Capacity Measurement
- Agile Approaches Change the Meaning of Defect Measurements
- Recognize Team-Measurement Traps
- Now Try This
- 13. Help Your Meetings Provide Value
- Retrospectives Provide Valuable Data
- Walk the Board
- Standups Create Recommitment and Collaboration
- Solve Problems Outside of Standups
- Demonstrations Show Progress and Value
- Plan the Backlog
- Create or Refine the Stories as Preparation for Future Work
- Organize the Team’s Meetings
- Measure the Value from Meetings
- Create Learning Opportunities
- Recognize Meeting Traps
- Now Try This
- 14. Report Your Project State
- Part III. Help Work Groups and Managers Use Agile
- A1. Glossary
-  Bibliography
Last Thoughts
Remember, it’s not about “being agile.” The reason to use agile approaches is to deliver value faster, to work with the customer or with the business people, and to welcome change.
If you can do that, you’re better off than where you were. And that’s a form of success.
My best wishes for your successful agile approach.
Copyright © 2017, The Pragmatic Bookshelf.
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