Index
action(s), 2nd, 3rd
active listening, 2nd
ad-hoc work, 2nd, 3rd, 4th, 5th, 6th, 7th, 8th
adoption lifecycle, 2nd
and change
early adopters, 2nd, 3rd
early majority
innovators
laggards
late majority
agile
benefits, 2nd, 3rd, 4th
characteristics associated with, 2nd, 3rd, 4th
definitions
key aims of
problems solved
as a test-driven development methodology
‘Agile on the Beach 2014’ survey
agile dashboard see dashboards, agile
Agile Manifesto, 2nd, 3rd
agile software development
agile state
Alexander, Graham
Anderson, David J.
assumption-driven development
avatars, 2nd
awareness
and teams
backlog of work, 2nd, 3rd, 4th
balance, gaining
barriers, breaking down
Beck, Kent, 2nd, 3rd
behaviour-driven development
beliefs, agile
Bodek, Norman
bottlenecks, 2nd
boundaries
Brantley, Jeff
budgets
burn up/down charts
business agility
business improvement
Cairley, William T.
‘caught up in the details’ situation
change
adoption lifecycle
awareness of
directing of by leaders
enabling
metrics and measuring
and MVP, 2nd
and normalisation
as positive
rejection and denial of, 2nd
resistance to, 2nd
responding to
thriving during
understanding the journey of
Chinese proverb
Clegg, Dai
coaching, agile
collaboration, 2nd
customer
and teams, 2nd, 3rd
collaboration games
smooth sailing
collaborative work
communication/communication technologies, 2nd, 3rd
and teams
computing systems, navigation of
consensus
and teams
conservatory drip challenge
constraints
content, 2nd
continuous delivery
continuous development
continuous feedback
continuous improvement
continuous integration
continuous testing
controls
conversion rate
Covey, Stephen
culture, agile
cup of tea example
customer collaboration
customer lean pipeline
customers
and feedback-driven delivery
dashboards, agile, 2nd, 3rd, 4th, 5th, 6th
and avatars, 2nd
benefits of using
creating
current work
digital options
doing box
done box
evolving
feedback box, 2nd
future work
inbox
lean pipeline
level of detail recorded on
nature of
and photos
and sharing agile
and strategic roadmap
and swim lanes
and teams, 2nd, 3rd, 4th
tips
to do box
waiting box, 2nd
day-to-day working practices, 2nd, 3rd
defects
delivery, continuous
development, continuous
digital tools
benefits of
diminishing returns theory
DONE
face-to-face conversation
feedback, 2nd, 3rd, 4th, 5th, 6th
continuous
and dashboard, 2nd
and MVP, 2nd
releasing early work for, 2nd
reviewing of
and sprint retrospective meetings
feedback-driven delivery
firefighting, 2nd
fit for purpose, 2nd, 3rd, 4th, 5th, 6th, 7th, 8th, 9th, 10th
flexibility
and teams
flexible business management systems
focus
and working in sprints
Ford, Henry
forecasting, 2nd, 3rd, 4th, 5th, 6th, 7th, 8th, 9th
kanban, 2nd
laggards
late majority
later adopters
leadership/leaders, 2nd
breaking down barriers
directing change
and GROW model
role of within a business
lean, 2nd, 3rd
definitions
primary goals of
lean efficiencies, 2nd, 3rd
defects
inventory
motion
over-processing
over-production
talents
transportation
waiting
Lean Kit
lean pipelines, 2nd, 3rd, 4th, 5th
lean sales pipeline
lean teams
learn-act-reflect cycle, 2nd, 3rd
learning
peer
shared
learning-driven approach, 2nd
learning from experience
Lego Millennium Falcon
letting go
Lewis, James
lifecycle
adoption, 2nd
linear process, 2nd
listening
active, 2nd
logic, agile
magnetic whiteboards
managed variables
management, agile, 2nd
people
performance
self-managing teams, 2nd
workflow
workload
Manifesto for Agile Software Development see Agile Manifesto
mass production
Massachusetts Institute of Technology
meetings
reflective
retrospective, 2nd, 3rd
short regular
sprint retrospective
stand-up, 2nd, 3rd, 4th, 5th, 6th, 7th
Megginson, L.C.
method, agile
metrics, 2nd, 3rd
burn up/down charts
measuring change
performance, 2nd, 3rd
purpose of
repeat
sales vanity
sanity
and teams/team performance, 2nd, 3rd, 4th
value
vanity
volume
minimum viable product (MVP), 2nd, 3rd, 4th
and change, 2nd
mapping a
testing with
minimum viable proposition
minimum viable solution
mission creep
mistakes
mob programming
MoSCoW
motion
Mountain Goat Software
MVP see minimum viable product
pair programming
Pareto Principle, 2nd, 3rd
Passmore, Jonathan
peer learning
peer performance
people management
performance
shared
and teams
performance management
performance metrics, 2nd, 3rd
performance targets
personal development
philosophy
pipelines, 2nd
customer lean
lean, 2nd, 3rd, 4th, 5th
lean sales
Planning Poker game
Post It Plus
presentation, delivering a
priorities
important/urgent matrix
ranking, 2nd
visualising
processes and tools, 2nd
product owner
productivity
and team performance
prototype
ranking priorities, 2nd
ranking tools
reality
mapping
reflection, 2nd, 3rd, 4th, 5th, 6th, 7th
awareness of what has changed
defining what next
identification of what is going well
identifying of what is stopping you
identifying of what we can do better
and retrospectives
sprint retrospective meetings
stand-up meetings
reflective meetings
relationship management
and teams
remote working
and teams
repeat metrics
resources
retention rate
retrospective meetings, 2nd, 3rd
retrospectives, 2nd, 3rd, 4th
rework
Ries, Eric
The Lean Startup
roadmap, strategic, 2nd, 3rd
Robinson, Frank
root cause analysis
Royce, Winston W.
sales pipeline, lean
sales vanity metric
sanity metrics
scope
scope creep, 2nd, 3rd, 4th
scrums, 2nd
self-awareness
and teams
self-managing teams, 2nd
self-organising teams, 2nd
shared learning
and teams
shared performance
and teams
shared purpose
and teams
shared spaces
and teams
shared understanding
and teams
shared values
sharing agile
adoption lifecycles
tips
simplicity, 2nd
slack, 2nd, 3rd, 4th, 5th
creating
small incremental steps, 2nd, 3rd, 4th, 5th, 6th
smooth sailing game
Snakes and Ladders, 2nd
social awareness
and teams
solution-focused attitude
and teams
solution(s)
MVP and viable
optimal minimum viable
space, shared, 2nd
sprint retrospective meetings
sprints, 2nd, 3rd, 4th, 5th
case example
focus and control
scope to change
stand-up meetings, 2nd, 3rd, 4th, 5th, 6th, 7th
state of mind, 2nd, 3rd
sticky notes, 2nd, 3rd, 4th, 5th, 6th
strategic roadmap see roadmap, strategic
structure, 2nd
success
definition of
journey to
sustainable development
Sutherland, Jeff, 2nd
swarming
swim lanes
and dashboards
systems thinking
tablets versus laptops
talents
team leader
team moral
team performance
bottlenecks and distractions
and metrics, 2nd, 3rd, 4th
and peer performance
and productivity
teams, 2nd, 3rd
virtual cross-functional
and collaboration, 2nd, 3rd
and communication
and consensus
and dashboards, 2nd, 3rd, 4th
and emotional intelligence
and etiquette
features of high-performing agile
and flexibility
lean
and lean pipeline dashboard
pairing and swarming
and performance
relationship management
and remote working
resistance to change
roles within
scrums
and self-awareness
self-managing, 2nd
self-organising, 2nd
and shared learning
shared performance
and shared purpose
and shared spaces
shared understanding
and smooth sailing game
and social awareness
solution-focused attitude
and strategic roadmap
structure and size
and transparency
workflow management
workload management
test-driven approach, 2nd, 3rd, 4th, 5th
testing, continuous
time efficiency
time management tool
touch-screen technology
Toyoda, Sakichi
Toyota
Toyota Production System, 2nd, 3rd
tracking methods
traditional management tactics
transparency
and teams
transportation
Trello app