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| Foreword | |
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| Introduction: Framing | |
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| Acknowledgments | |
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| Systems Thinking | |
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| A Different Way to Run an Airline | |
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| Customer Focus | |
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| Who Are Your Customers? | |
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| Customers Who Pay for the System | |
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| Customers Who Use the System | |
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| Customers Who Support the System | |
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| Customers Who Derive Value from the System | |
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| What Is Your Purpose? | |
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| What Is the Nature of Customer Demand? | |
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| Failure Demand | |
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| Value Demand | |
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| System Capability | |
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| What Is Your System Predictably Achieving? | |
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| Understanding Capability | |
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| What Does Your System Need to Achieve? | |
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| Don't Set Targets | |
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| Use Relative Goals with Caution | |
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| Challenge: Pull from the Future | |
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| End-to-End Flow | |
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| Eliminate Failure Demand | |
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| Map Value Demand | |
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| Find the Biggest Opportunity | |
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| Policy-Driven Waste | |
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| How Can Policies Cause Waste? | |
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| The Five Biggest Causes of Policy-Driven Waste | |
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| Complexity | |
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| Economies of Scale | |
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| Separating Decision Making from Work | |
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| Wishful Thinking | |
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| Technical Debt | |
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| Portrait: Product Champion, Take 1 | |
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| Customer-Facing Ideation | |
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| Technology-Facing Ideation | |
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| Your Shot | |
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| Technical Excellence | |
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| Facts, Fads, and Fallacies | |
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| Structured Programming | |
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| Top Down Programming | |
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| What Happened to Structured Programming? | |
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| Object-Oriented Programming | |
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| High-Level Languages | |
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| The Life Cycle Concept | |
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| Separation of Design from Implementation | |
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| Life Cycle Concept Considered Harmful | |
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| Evolutionary Development | |
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| Meanwhile, While No One Was Paying Attention | |
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| Why Did It Work? | |
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| Distraction | |
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| The Future of Agile | |
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| Essential Complexity | |
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| Divide and Conquer | |
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| The Internet Architecture Emerges | |
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| Low-Dependency Architecture | |
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| Conway's Law | |
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| Quality by Construction | |
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| Test-Driven Development | |
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| x Unit Frameworks | |
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| Acceptance Tests | |
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| Test Automation | |
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| Testing to Failure | |
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| Continuous Integration | |
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| How Often Is "Continuous"? | |
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| After Deployment | |
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| Code Clarity | |
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| Refactoring | |
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| Evolutionary Development | |
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| Ethnography | |
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| Collaborative Modeling | |
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| Quick Experimentation | |
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| Cycles of Discovery | |
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| Deep Expertise | |
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| Expertise Is Important | |
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| Developing Expertise | |
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| Deliberate Practice | |
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| The Ten-Year Rule | |
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| Retention | |
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| Standards | |
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| Code Reviews | |
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| Portrait: Competency Leader | |
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| Growing Technical Expertise | |
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| Your Shot | |
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| Reliable Delivery | |
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| Race to the Sky | |
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| How Did They Do It? | |
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| Team Design | |
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| Flow | |
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| Schedule | |
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| Decoupling | |
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| Logistics | |
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| Cash Flow Thinking | |
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| Proven Experience | |
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| Constraints Expose Risk | |
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| System Design | |
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| Design Loopbacks | |
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| Implementation Complexity | |
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| Three Ways to Reduce Schedule Complexity | |
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| Level Workflow | |
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| Small Batches | |
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| Iterations | |
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| Making Work Ready | |
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| Kanban | |
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| How Kanban Works | |
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| Iterations or Kanban? | |
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| Commitment | |
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| Teamwork | |
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| Batch Size | |
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| Cadence | |
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| Capacity | |
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| Iterations: Velocity | |
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| Kanban: Throughput | |
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| Pull Scheduling | |
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| Scheduling Medium-Sized Systems | |
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| Decouple | |
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| Scheduling Small, Frequent Requests | |
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| Arbitrate with Value | |
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| Limit Queues | |
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| Scheduling Larger Systems | |
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| Timebox-Don't Scopebox | |
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| Portfolio Management | |
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| Adaptive Control | |
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| Customer Feedback Every Iteration | |
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| Frequent Releases | |
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| Consumability | |
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| Escaped Defects | |
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| Customer Outcomes | |
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| Portrait: Product Champion, Take 2 | |
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| The Story of a Product Champion | |
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| February 2004, Harvard University | |
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| June 2004, Palo Alto | |
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| Fall 2006, Palo Alto | |
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| February 2007, Chicago | |
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| Summer 2007. Chicago | |
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| January 2008, New Hampshire | |
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| June 2008, Denver | |
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| November 2008, Chicago | |
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| Your Shot | |
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| Relentless Improvement | |
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| Sick Hospitals | |
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| The Checklist | |
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| No Work-arounds | |
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| No Ambiguity | |
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| Quick Experiments | |
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| Visualize Perfection | |
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| The Theoretical Limit | |
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| High-Velocity Organizations | |
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| Customer Focus | |
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| Establish a Baseline | |
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| Work Design | |
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| Output | |
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| Pathway | |
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| Connections | |
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| Test-Driven Handovers | |
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| Process Standards | |
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| Expose Problems | |
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| Go to the Workplace | |
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| Learn to Improve | |
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| The Goal Is Learning | |
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| Problem/Countermeasure Board | |
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| A3 Thinking | |
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| Pull-Based Authority | |
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| Responsibility Authority | |
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| Share the Knowledge | |
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| Portrait: Manager as Mentor | |
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| Your Shot | |
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| Great People | |
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| Cultural Assumptions | |
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| The Cultural Heritage of Management Practices | |
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| Agile Software Development | |
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| Lean Software Development | |
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| Company Culture | |
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| Knowledge Workers | |
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| Knowledge Worker Productivity | |
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| Results Are Nor the Point | |
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| The Norm of Reciprocity | |
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| Remuneration or Reciprocity? | |
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| Mutual Respect | |
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| Cross-Cultural Teams | |
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| The Value of Diversity | |
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| Self-Organizing Teams? | |
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| Pride of Workmanship | |
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| Purpose-Passion-Persistence-Pride | |
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| Portrait: Front-Line Leaders | |
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| Your Shot | |
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| Aligned Leaders | |
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| Agile@IBM | |
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| The Transformation | |
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| Stakeholder Involvement | |
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| An Early Experiment | |
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| Lessons Learned | |
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| From Theory to Practice | |
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| Focus on Customer Outcomes | |
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| Change the System | |
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| Create a Sense of Urgency | |
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| Governance | |
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| Beyond Budgeting | |
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| 12 Principles | |
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| What Is Productivity? | |
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| Alignment | |
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| Cause and Effect | |
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| Susta inability | |
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| Portrait: Leaders at All Levels | |
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| Leaders Provide Purpose | |
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| Leaders Set the Tone and Tempo | |
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| Leaders Make People Better | |
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| Leaders Create Space for Others to Succeed | |
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| Bibliography | |
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| Index | |