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Agile Work

Language:  English
Takes a very realistic view. How Agile has changed. Agile core ideas, as well as newer elements. Explains how DevOps relates to Agile. Covers how the needs of organizations differ in works.
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  • Preface
  1. What is “Agile”?
  2. Why Agile Arose
  3. Core Philosophical Differences Between Agile and Traditional (PMP-based) Methods
    1. No Big Design Up Front
    2. Documentation Matters
    3. Testing and Deployment Are Continuous
  4. Agile Became a Set of Tribes
  5. Agile is Not Scrum
  6. Scaling Agile
  7. Impact of Organization Culture
  8. Impact of Regional Culture
  9. Kanban
    1. Kanban Maturity Model
  10. The Agile Portfolio Approach
  11. Why Automation Is the Enabler for Agile
  12. Why Agile Failed, and Was Reborn
    1. Missing Elements
    2. Flawed Ideas
    3. Reception
  13. New Agile Thinking
    1. Agile 2
  14. How DevOps Relates to Agile
    1. Why DevOps is Not XP
    2. Why Agile at Scale Needs DevOps
  15. What Agile / DevOps Looks Like Today in Digital Platform Companies
  16. Startups versus Mature Organizations
  17. How Agile Differs in Hardware Product Companies
  18. Some of the Challenges of Agile and DevOps Today
  • Conclusion
  • Endnotes

Different from most books about Agile, in that it takes a very realistic view of what works and how Agile has changed over time. Explains the core ideas, as well as how those have been supplemented by frameworks. Covers many of the newer elements of Agile thought, including the expansive reinterpretation “Agile 2.” Explains how DevOps relates to Agile, and why DevOps is necessary for Agile at scale. Describes approaches used by many successful Internet-based companies, including Google and Amazon, and compares that with what organizations often do when they try to copy Agile methods.

About the Author

Cliff Berg was an early adopter of Agile methods, but also an early challenger of Agile’s lack of attention to issues important in large organizations. He co-founded a successful 200-person tech startup, authored four books, and has experience developing a wide range of software systems, from compilers to microservices. He is a DevOps trainer for O’Reilly and also teaches his own DevOps course on multi-team DevOps. He participated in more than ten Agile transformations, for a wide range of organizations. He founded the Agile 2 movement, and is a former nuclear and electrical engineer.

About the Author

Cliff Berg