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The Agile Mind-Set

Making Agile Processes Work

An Agile process, without the right mindset, does not yield great results. Pragmatic, method-agnostic, and easy to follow, this book illuminates the adaptive, people-before-process mindset that delights customers with reliable value delivery. Unlike most books, which prescribe what to do, this one explains how to think and act in an Agile way.

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About

About

About the Book

“Too often we focus on implementation, process, and logistics without considering the broader context.” –Cameron Turner, Engineering Director, D2L

The Agile Mind-Set explains the piece of the Agile puzzle that most organizations are missing.” –Roger Brown, Agile Coach, Agile Crossing

“This book urgently needs to be read by leaders and managers who plan to hop onto the Agile bandwagon. It will help you see through the briar-patch of branded services and ossified processes, to the original intent of ‘Agile.’”Rob Myers, Principal Coach/Instructor, Agile Institute

“Gil Broza’s book has the tools, options, and practices to help people start, restart, think, rethink, grow, and improve their implementation of Agile by grasping the underpinning mind-set.” –Gunther Verheyen, Shepherding Professional Scrum at Scrum.org

“I return to The Agile Mind-Set repeatedly for inspiration and guidance, and always come away with a constructive way of approaching a challenging situation.” –Michael Goitein, Principal Project Manager, Mobiquity

“I want to give this book to every executive and manager who asks why the transition is taking so long. I also recommend it for all Agile practitioners as a valuable source of insight beyond the processes and techniques described in other books.” –Roger Brown

“Gil Broza is a kindred spirit to the pioneers of the Agile movement. He reminds us of the core values, principles, and behaviors of this enduring effort to bring joy and delight to producing software. To those new to the pursuit, he brings a lantern for the journey.” –Rich Sheridan, CEO, Menlo Innovations

Gil Broza, founder and principal mentor at 3P Vantage, has been supporting Agile leaders and their teams since 2004. Gil’s guidance helps professionals adopt effective, humane, and responsible approaches to software development. His previous book was The Human Side of Agile.

---> ** Gil will donate the royalties from your purchase to a kids' charity. **

Author

About the Author

Gil Broza

Gil Broza specializes in helping leaders solve their organization’s product development problems. He also supports their non-software colleagues in creating real business agility in their teams. In the last 20 years, Gil has guided over 100 software organizations in improving customer outcomes, team productivity, adaptability, collaboration, and engagement. To make improvements real and sustainable, Gil works with clients’ unique value delivery contexts and focuses on leadership, mindset, and systemic management. Additionally, companies call on Gil to provide leadership advisory, organizational mindset workshops, and keynotes for internal events. See his current offerings at 3PVantage.com/services.

Gil has written four highly acclaimed books. Deliver Better Results provides ten sequential and incremental strategies for optimizing value delivery. The Agile Mind-Set helps practitioners become truly Agile about their work; The Human Side of Agile guides Agile leaders in growing and supporting their teams to outstanding performance; and Agile for Non-Software Teams helps managers consider, design, start, and cultivate Agile ways of working in non-software functions. Gil is a sought-after speaker, having spoken at over 70 industry and corporate events. He has served three times as track chair for the Agile 20xx conferences.

Prior to founding 3P Vantage in 2009, Gil worked as senior developer and R&D manager for over a decade. His formal education is in computer science and mathematics. Gil lives in Toronto, Canada, with his wife, and has twins in university.

Contents

Table of Contents

What People Are Saying About The Agile Mind-Set

Foreword by Jim Highsmith

Foreword by Linda Rising

Introduction

Chapter 1: The Big Picture

  1. Elements of a Mind-Set
  2. Agile Values
  3. Agile Beliefs
  4. Agile Principles
  5. When Is Agile a Good Fit?

Chapter 2: Deciding What to Work On

  1. Outcome and Purpose
  2. Customer
  3. Value
  4. Delight
  5. Field Testing
  6. Experimentation
  7. Feedback
  8. Deferring Decisions

Chapter 3: Planning the Work

  1. Effective
  2. Time-Boxing
  3. Managing Complexity
  4. Backlog
  5. Planning for Less
  6. Commitments
  7. Splitting Items
  8. Estimating
  9. Done!

Chapter 4: Engaging People

  1. People Are Not Resources
  2. Participation
  3. Imperfect Humans
  4. Frequent Accomplishments
  5. Sustainable Pace
  6. Slack and Utilization

Chapter 5: Performing as a Team

  1. Rights
  2. Shared Responsibility
  3. Learning
  4. Collaboration
  5. Servant Leadership
  6. Stability

Chapter 6: Doing the Work, Part I

  1. Progressing
  2. Finishing without Delay
  3. Quality
  4. Safety
  5. Visibility
  6. Cost of Change

Chapter 7: Doing the Work, Part II — When It’s Software Development

  1. Design
  2. Testing
  3. Small Steps
  4. Reliable Progress
  5. Code Is for People

Chapter 8: Getting Better at Work

  1. What to Improve
  2. Making Improvements
  3. The End-Goal

Chapter 9: Adopting the Mind-Set

  1. It’s a Whole System
  2. It’s a Transformation
  3. Conditions for Change
  4. Process Design
  5. Practices
  6. Getting Better
  7. How Agile Are You?
  8. Management

Appendix A: The Waterfall Mind-Set Compared to the Agile One

  1. Values
  2. Beliefs
  3. Principles

Appendix B: Examples

  1. How I Used Agile to Renovate a House
  2. Unscripted Collaboration
  3. Mindful Process Design

Acknowledgments

Notes

Meet Gil Broza

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