AGILE Ends BackMatter

INDEX

3M, case study, 57

AA Agile. See Doing AgileAcademia, Agile integration,

188–189Ackerman, Stacey, 139, 184, 185Adoption Curve, 92Adoption Process, The, 19Advanced analytics, dependency,

155Advanced Certified ScrumMaster

(A-CSM), 113Advanced modeling, usage, 11Aflac, 185Agile, 22–25

adoption, 17, 184, 186–189alignment, 52approach, flexibility, 66belief, importance, 51, 53Big Bang approach, 86certification, 113, 194collective vision, creation, 87competency, development,

116–118culture, generational values

(alignment), 193–194evolution, 194–195, 197expectations, setting,

84–85foundation, 40framework, 63framing, 50

future, 196, 197hybrid framework, 53implementation approach,

flexibility, 85–86initiation, intent, 72, 88journey, 53–65, 72–74, 124,

182methodologies, combination,

168metrics, collection/evaluation,

150, 152objectives, misalignment, 32outcomes, 32–33patterns, 76Phased approach, 86principles, 44–45, 51, 63processes, usage, 47progress, 74Proof of Concept, 123reason, vision, 80recommendation, 163–164scaling, 136–138standard framework, 53toolkit landscape, 63transformation, 26–28, 35, 94,

124, 127types, 53usage, 30, 32, 167–175, 188–

189values, 51, 63

Agile Adoption and Transformation Survival Guide (Sahota), 66

Agile Certified Coach (ACC), 113

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ATERIAL

Agile Certified Practitioner (ACP), 113, 195

Agilecraft, 153Agile Manifesto, 22–23, 41, 76, 98

contradiction, 139guidelines, 44–48, 138principles, 102, 132, 167values, 42–44, 63, 81,

140, 175Agile Marketing Manifesto, 184Agile Modeling (Ambler), 60Agile Release Trains (ARTs), SAFe

leverage, 62–63Agilessons, 72–74, 88, 128, 141,

158, 177, 182–183Agilify Coaching & Training, 139,

140, 184, 186Agility, 30, 34, 40, 47Ahlstrom, Paul, 133Air France KLM, 63Aligned vision, instilling, 80–81Aliotti, Gilli, 27, 29Amazon, 74, 99Ambler, Scott, 59–62, 85, 132, 194Ameren, 151Analytics, usage, 10–11Artificial Intelligence (AI), 15, 196Asana, 195Ashmore, Sondra, 115, 118–119,

189Atlassian, 56, 84, 153AT&T, 155Automation, impact/tools, 13, 146Autonomous organization,

162–163AutoZone, 96, 113, 185AWS, 196

BBain & Company (Bain and

Company), 163, 187Bain Consulting, 147Barclays Bank, DA usage, 61Beck, Kent, 41Being agile, 22, 30, 40, 42, 50, 126,

154, 162, 167Berkley Technology Services LLC,

115, 118–119, 189Big Bang approach, 86,

133, 135Big Data, usage/dependency, 10–11,

155Blackberry, adaptability, 19Blockbuster, 8, 16, 18, 187Blockchain, 11–12Broome, Allen, 83Buffett, Warren, 95, 98Burndown charts, 152Business as usual (BAU), 164,

167–170Businesses

agility, 56change, agile (usage), 26people/developers, cooperation,

46value, 149

Business Process Reengineering, 19Business process reengineering

(BPR), 168–170

CCalifano, Glaudia, 103Capital One, 31, 74CBS Interactive, 27, 29Certified Product Owner, 115

219Index


Certified ScrumMaster (CSM), 113, 115, 194

Change agents, traits, 95Change champions, impact, 92–95Changes

discomfort, 93executive adaptation, 16identification/communication,

169requirements, usage, 45response (Agile value), 43, 76

Choose Your WoW! (Ambler), 60Cisco, SAFe usage, 23, 63Clear Systems LLC, 80, 112, 196Cockburn, Alistair, 22, 98Collective vision, creation, 87Comcast, 8, 83Comcast Ventures, 8, 187, 188Communication, 95

effectiveness, 85face-to-face communication,

usage, 98modes, 96style, adaptation, 103usage, 83

Confidence gap, 6–7Continuous improvement, 35, 58,

162, 175Coronavirus disease (COVID-19)

pandemic, 8, 14, 83, 98, 156, 187, 191

Corporate agility, 34, 40, 162, 175, 183

assessment, 144building, 116characteristics, 30detractors, 119–122

Corporate culture, 33, 72–73, 108Corporate data readiness, 146Corporate social responsibility

(CSR), measurement, 1509Corporate stakes, increase, 6–7Corporation

alignment, location, 123decision making, 66empowerment, 42external factors, determination,

33purpose, knowledge, 27–28transformation, 29, 33

Craft-Fiore, Ashley, 92, 94, 127Crystal Clear, 22Culture, 106–107Cumulative flow, 152Customers, 138, 140, 172

collaboration (Agile value), 43, 104

customer-centric action, 174demands, meeting, 57engagement, 162feedback, 132metrics, 149renewal rate/retention, 149satisfaction, 44–45, 173

Customer Satisfaction (CSAT) Score, 154

DData, usage, 15, 146, 148DayBlink Consulting, 72, 81, 164,

182Deloitte Consulting, 14, 50, 155Design Document Specification

(DDS), 170

220 Corporate Agility


Design Thinking, 171–172, 176Detractors, 119–122Development pace (sustaining),

Agile processes (usage), 47DevOps, 174–176, 196Diehards, 120, 121Disciplined Agile (DA), 23, 59–62,

85, 132, 194Disney, Walt, 5, 80, 182, 197Displaced workers, usage, 13Disruption, 17–18Disruptors, lessons (impact), 5Documentation, minimization,

132–133Doing Agile (A Agile), 40, 150, 152,

162, 167DSDM, 22Due diligence, requirement, 27Duke Energy Corporation, 134DXC Technology, 123, 135, 136

EEastman Kodak, 8, 16, 18, 187Effectiveness, improvement, 48Ekesi, Max, 16, 99, 120, 122, 193Elgamal, Sharief, 81Elliott, Steve, 56, 153Email conversation, 96Embarrassment, 104Emergent technology, dependency,

155Emerging markets, penetration, 184Emerging technology capabilities,

impact, 195, 197Employees (people)

contingent work selection, 14investment, 112–114

metrics, 149–150prioritization, 126retraining/repurposing, 12–13

Encompass Corporation, 104, 146, 166

Enkata, 11Enterprises, co-location strategy

(change), 191–192Enthoven, Dan, 11Ericsson Consulting, 155Executives

challenges, 8–9confidence gap, 6–7disruptors, lessons (impact), 5sponsor traits, 82Standard & Poor’s 500

(S&P500) executive com-pensation, 9

team, tenure, 7volatility, increase, 6

External advisors, impact, 112–113External disruptions, matching, 17Extreme Programming (XP), 22, 41,

176

FFace-to-face communication, usage,

98Face-to-face conversation, 46–47, 96Failure, 4, 100–103“Failure of the Month,” 101Feedback, 5, 44, 47, 55, 65, 82,

116, 162–163, 185Ferguson, Colin, 134, 191–192Financial Delivery, creation, 60Financial metrics, 149–150Fisher, David, 97, 138, 140

221Index


Flow, focus/creation, 58, 174Followers, 120, 121Fortune 500 companies, volatility

(increase), 6Framework, 53–54Functionality, prioritization, 163Furr, Nathan R., 133

GGates, Bill, 13GE Aviation, Kanban framework

(usage), 59General Electric, 59, 116, 173Generational values, 14, 16Geographical sensitivities/consider-

ations, 103–104Gig economy, 14Github, 49Grant Thornton, 28, 93

HHalo effect, 165Hammer, Michael, 168Hard costs, impact, 33–34Healthcare.gov, Agile case study, 49,

51, 65Healthcare industry, transformations

(increase), 186–187HeyMac Consulting, 117Highmark Health, 50, 98, 118, 186Hill, Crawfurd, 104, 135, 145, 146,

166Honeywell, 35, 92, 94, 127, 136Human Resources (HR), 184

blockchain, impact, 12leverage, 112–114

Hyperion, 4

IIncentivization, 8Individuals (Agile value), 42, 46, 81Information, placement/display, 133Innovation, emphasis, 105Integrated Delivery and Finance

System (IDFS), 186Intel Corporation, OKRs, 150Interactions (Agile value), 42, 81, 95Intuitive Surgical, 186

JJira Align, 56, 153, 195Johnson, Marcus, 50, 95, 98, 118,

186Jones, Joshua, 10, 15

KKaizen mindset, 162, 167Kanban (visual signal), 58–59, 66,

152Kern, Jon, 22Key Performance Indicators (KPIs),

defining/comparison, 170Kniberg, Henrik, 64Koduri, Kishore, 151Koserowski, Phil, 101, 102, 126KPMG, 155

LL3 Technologies, 185Large-Scale Scrum (LeSS), 23Leaders, expectations (understand-

ing), 124–126Leading Hotels of the World, The

(LHW), 101–102, 114



Lean (improvement tool), 19, 28, 64, 173–174

Learning and Development (L&D) programs, usage, 116–118

Leffingwell, Dean, 62, 213Lenovo, 147Levers, corporation flexing, 61Lewin, Kurt, 19Linear scalability, 56Lines, Mark, 59LitheSpeed, 17

MMarricone, Susan, 35, 136Mastercard, 74, 87, 117, 122Ma, Steven MK, 105, 145Mayner, Steve, 137McKinsey & Company, 12, 124McLemore, Christen, 117Measurement, consideration, 73MediaKind, 83Metrics, 31, 114, 144–152, 163Microsoft, 13Middle management, role (evolu-

tion), 124–127Middle managers, role (evolution),

190–191Millennials, pay cut (Fidelity study),

16Mistakes, consideration, 100–103Moore, Art, 80, 112, 196Morelli, Jennifer, 28, 93Mulcahy, Anne, 19Murray, Joseph, 155Musk, Elon, 100, 102Mutual trust, importance,

95–98

NNail and Scale. See Phased

approachNail It Then Scale It (Furr/

Ahlstrom), 133Naspers Limited, 147Netflix, 10, 18, 156, 196Net impact curve, 86Net Promoter Score (NPS), 122,

149, 151, 154, 163–165case study, 165scale, 164

Neuralink, 100NewVantage Partners (survey),

145Nicoletti, Laurie, 87, 122No Moss Consulting, 105, 145North Highland, 97, 134, 138, 140,

191–192

OObjectives. See Strategic

objectivesAgile, misalignment, 32monitoring, 156–157

Objectives and key results (OKRs), 150

Olsen, Anthony, 52, 84, 195One-team mentality, 80–82, 92Operational activities,

transformation (impact), 33Operational efficiency, 173Opportunity costs, consideration, 34Organization hierarchy, re-establish-

ment, 127Oscar, 186Outsourcing growth trends, 192

223Index


PPackaged Agile, 102, 176Panera Bread, Kanban usage, 59, 61Patience, importance, 84–85Payne, Bob, 17Peer recognition, 94–95Peter Principle, countering, 124–125Phased approach (Nail and Scale),

86, 133–138Philip Morris International, 147Phone conversation, 96Piker, Michael, 147Private equity firms, Agile (adop-

tion), 187Processes

inefficiency, discovery, 170reengineering, 170simplification, 132–133

Process-oriented frameworks, usage, 41

Product Owner (PO), 57, 97, 115, 125, 127, 190, 197

Progress measurement, 47, 148–150Project Management Institute, 60,

113, 115Project Management Institute Agile

Certified Practitioner (PMI-ACP), 115, 195

Projects, building, 46Pull, establishment, 174PwC, 6, 10

RRadioShack, 16, 18Reichheld, Fred, 163Release Train Engineers, 127Respect, 104

Return on investment (ROI), 7–8, 101, 149, 191

Rising, Linda, 76, 126Rogers, Everett, 19, 92Rowland, Junius, 96, 112–113, 185Royce, Winston W., 170

SSaboteurs, 120, 121–122Sahota, Michael K., 66, 190–191Scaled Agile Framework (SAFe), 23,

54–55, 59, 62, 66, 182Scaled Agile Framework Consultant

(SPC), 113Scaled Agile, Inc., 31, 57, 62, 87,

137Schein, Edgar, 19Scrum, 22, 41, 64, 81, 135, 152,

176Scrumban, 23Scrum Masters, 57, 127, 190Scrum@scale, 55–57Scrum: The Art of Doing Twice

the Work in Half the Time (Sutherland/Sutherland), 56

Self-organizing teams, impact, 48Servant-leader mentality, success/

failure, 82, 84SHIFT314, 66, 190Simpilearn Solutions, 172Simplicity, 48, 116SIREN, failure, 33Six Sigma, 19, 172–173Skeptics, 120, 121Slack, 195Social metrics, 150Soft costs, impact, 33–34



Software, delivery, 44–45Software Requirement Specification

(SRS), 170SpaceX, 100Spinks, David, 103Spotify, Agile case study, 64–65Sprint, 152Standard & Poor’s 500 (S&P500),

6, 9Stone, Elaine, 31Strategic approach, 31Strategic objectives, 148–150,

167–175StrategyWise, 10, 11, 15Success

finding, trust (instilling), 97measurement, 153

Sutherland, Jeff, 22, 41, 55, 57, 81, 133

Sutherland, JJ, 56

TTabbaa, Bishr, 49Taiichi Ohno, 58Tallyfy, 169Teams

cross-functional autonomous teams, 175

day-to-day interactions, estab-lishment, 82

empowerment, 42end-to-end responsibility, 174experts, assembly, 170feedback, 140interaction, 166interactive, opportunities,

81–82

journey, 80–84Kaizen mindset, 162one-team mentality, 80–82prototyping, 132self-organizing teams,

impact, 48size, importance, 57team-based objectives, 147transformation, 73

Technologyimpact/evolution, 10, 13–14integration, 163

Telstra, 82Tesla, transformation, 100Third-party organizations, reliance

(minimization), 112–114Thodey, David, 82Thomas, Tony, 52Three Stage Model, 19Tirnati, Vamsi, 123, 135, 136Toth, Louis, 8, 187, 188Toyota, 173Toys ‘R’ Us, 16, 18Transformation

activities, metrics (usage), 144–146

approaches, 137corporation, transformation,

29, 33failure, 65, 113implementation, 17increase, 186–187L&D programs, impact, 117methodologies, 168, 169preparation, 27strategic objectives, achievement,

148–150

225Index


success, 94, 114supporters, discovery/leverage,

92top-down cultural adoption, 85

Transparency, emphasis, 56, 193Trello, 195Trends, historical data, 151Trust, 104

building/sustaining, 95–96instilling, 97mutual trust, importance, 95–98

UUniversal Credit (UK), problems, 33

VValue-driver tree, 148–150Value stream, measuring/mapping,

172, 173van Bennekum, Arie, 22, 25Velocity, 152Verticals, penetration, 184Video conversation, 96Video industry, disruption, 18–19

WWalmart, traceability (usage), 11–12Walt Disney Company, 29

Waterfall process, 49, 167, 170–171, 174

Welch, Jack, 116, 173Wemanity Group, 26Whole Foods Market, 16, 99, 120,

122, 193, 194Why Agile, vision, 80Windstream Enterprise, 52, 84, 195Witkin, Dave, 102, 176Work, 9–14, 135–136

quality, 73trusting environment, building,

99Workflow, visualization, 58Workforce, evolution/attention,

13–14, 193Working software (Agile value), 43,

45–47Work in progress, limitation, 58

XXerox, transformation, 19

YYahoo! Inc, 29

ZZocDoc, 186









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