{"product_id":"unlocking-agiles-missed-potential-isbn-9781119849087","title":"Unlocking Agile's Missed Potential","description":"\u003cb\u003eUNLOCKING AGILE'S MISSED POTENTIAL\u003c\/b\u003e \u003cp\u003eAgile has not delivered on its promises. The business side expected faster time to market, but they still experience the long delays of bloated releases. Engineers thought they would be given time to build the product right the first time, but they are rushed under pressure to deliver new features within impossible schedules. What went wrong?\u003c\/p\u003e \u003cp\u003eThe culprit is feature-based waterfall release planning perpetuated in a vain attempt to achieve business predictability. Agile didn't address the business need for multi-year financial predictability. The Agile community's answer was the naïve response, \"The business needs to be more Agile.\" Waterfall release planning with fixed schedules undercuts a basic tenet of Agile development – the need to adjust content delivered within a timebox to account for evolving requirements and incorporation of feedback. Agile without flexible content is not Agile.\u003c\/p\u003e \u003cp\u003eThis book introduces a novel solution that enables product teams to deliver higher value within shorter cycle times while meeting the predictability needs of the business. Organizations today want product teams that break down walls between product management and engineering to achieve schedule and financial objectives. Until now they haven’t had a way to implement product teams within the rigid constraints of traditional organizational structures.\u003c\/p\u003e \u003cp\u003eThe Investment planning approach described in this book supports small development increments planned and developed by product teams aligned by common schedule and financial goals. It uses Cost of Delay principles to prioritize work with the highest value and shortest cycle times. Investments provide a vehicle for collaboration and innovation and fulfill the promise of highly motivated self-directed Agile development teams.\u003c\/p\u003e \u003cp\u003eThis book is for engineers, product managers and project managers who want to finally do Agile the way it was envisioned. This book is also for leaders who want to build high-performance teams around the inherent motivational environment of Agile when done right.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eForeword by Steve McConnell, author of \u003ci\u003eMore Effective Agile: A Roadmap for Software Leaders\u003c\/i\u003e (Construx Press, 2019).\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eForeword 11\u003c\/p\u003e \u003cp\u003ePreface 13\u003c\/p\u003e \u003cp\u003eIntroduction 16\u003c\/p\u003e \u003cp\u003eThe Lost Potential of Agile Development 16\u003c\/p\u003e \u003cp\u003eMissed Business Expectations 18\u003c\/p\u003e \u003cp\u003eA New Approach to Agile Planning 19\u003c\/p\u003e \u003cp\u003eAddressing Traditional Software Development Challenges 21\u003c\/p\u003e \u003cp\u003eMotivation and Innovation 22\u003c\/p\u003e \u003cp\u003eYour Organization 22\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 1: The Persistence of Waterfall Planning 23\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction to AccuWiz 23\u003c\/p\u003e \u003cp\u003eThe New COO 24\u003c\/p\u003e \u003cp\u003eProduct Management 24\u003c\/p\u003e \u003cp\u003ePMO 25\u003c\/p\u003e \u003cp\u003eEngineering 25\u003c\/p\u003e \u003cp\u003eCustomer Perspective 26\u003c\/p\u003e \u003cp\u003eSynopsis 26\u003c\/p\u003e \u003cp\u003eSummary 27\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 2 – Why Agile has Struggled 29\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAgile Development Fundamentals 30\u003c\/p\u003e \u003cp\u003eThe Agile Revolution 30\u003c\/p\u003e \u003cp\u003eScrum 31\u003c\/p\u003e \u003cp\u003eKanban 34\u003c\/p\u003e \u003cp\u003eBarriers to Real Agile 35\u003c\/p\u003e \u003cp\u003eSchedule Pressure 35\u003c\/p\u003e \u003cp\u003eThe “Motivation” Factor 37\u003c\/p\u003e \u003cp\u003eThe Mythical Product Owner 39\u003c\/p\u003e \u003cp\u003eFeature Planning 40\u003c\/p\u003e \u003cp\u003eAgile Scaling Frameworks 41\u003c\/p\u003e \u003cp\u003eSummary 42\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 3: Embracing Software Development Variance 43\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Cone of Uncertainty 43\u003c\/p\u003e \u003cp\u003eSoftware Development Estimation Variance Explained 44\u003c\/p\u003e \u003cp\u003eMaking and Meeting Feature Commitments 45\u003c\/p\u003e \u003cp\u003eHow Other Departments Meet Commitments 47\u003c\/p\u003e \u003cp\u003eAgile Development Implications 48\u003c\/p\u003e \u003cp\u003eSummary 48\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 4: Cost of Delay 49\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWeighted Shortest Job First (WSJF) 50\u003c\/p\u003e \u003cp\u003eCost of Delay Basics 50\u003c\/p\u003e \u003cp\u003eExample 52\u003c\/p\u003e \u003cp\u003eWSJF Proof 54\u003c\/p\u003e \u003cp\u003eCoD and Net Present Value (NPV) Prioritization Methods 56\u003c\/p\u003e \u003cp\u003eNon-linear Income Profiles 57\u003c\/p\u003e \u003cp\u003eCoD for Non-Linear Cumulative Income Profiles 58\u003c\/p\u003e \u003cp\u003ePayback Period CoD Method 58\u003c\/p\u003e \u003cp\u003eThird-year Income Slope CoD Method 58\u003c\/p\u003e \u003cp\u003eCoD NPV Method 63\u003c\/p\u003e \u003cp\u003eCoD Computation Method 64\u003c\/p\u003e \u003cp\u003eWSJF and Traditional Finance 66\u003c\/p\u003e \u003cp\u003eROI 66\u003c\/p\u003e \u003cp\u003eInvestment Rate of Return (IRR) 67\u003c\/p\u003e \u003cp\u003eWSJF versus ROI Prioritization 67\u003c\/p\u003e \u003cp\u003eSummary 69\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 5: Investment Fundamentals 70\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eInvestments, Initiatives and Programs 70\u003c\/p\u003e \u003cp\u003eInvestment Hierarchy 71\u003c\/p\u003e \u003cp\u003eAccuWiz Investment Examples 74\u003c\/p\u003e \u003cp\u003ePortfolio Allocation 75\u003c\/p\u003e \u003cp\u003eInvestment Forecasts 76\u003c\/p\u003e \u003cp\u003eDevelopment Effort and Cost 76\u003c\/p\u003e \u003cp\u003eInvestment Income Forecasts 78\u003c\/p\u003e \u003cp\u003eInvestment Backlogs 81\u003c\/p\u003e \u003cp\u003eInvestment WIP 82\u003c\/p\u003e \u003cp\u003eInvestment Backlog WIP 82\u003c\/p\u003e \u003cp\u003eInvestment WIP 83\u003c\/p\u003e \u003cp\u003eTechnical Debt Investments 84\u003c\/p\u003e \u003cp\u003eSummary 86\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 6: Maximizing Investment Value 87\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eGreat Products 87\u003c\/p\u003e \u003cp\u003eBusiness Model Value Considerations 89\u003c\/p\u003e \u003cp\u003eStakeholder Value Analysis 90\u003c\/p\u003e \u003cp\u003eGilb Stakeholder Definition 90\u003c\/p\u003e \u003cp\u003eFord’s Big Mistake 92\u003c\/p\u003e \u003cp\u003eTrucking Fleet Management Example 93\u003c\/p\u003e \u003cp\u003eFive Whys 95\u003c\/p\u003e \u003cp\u003eUser Scenarios 96\u003c\/p\u003e \u003cp\u003eSummary 97\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 7: Planning High-Value Investment Features 99\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAvoiding the Feature Pit 99\u003c\/p\u003e \u003cp\u003eFeature ROI 100\u003c\/p\u003e \u003cp\u003eSummary 104\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 8: Releasing Investments 105\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eRelease Opportunity Cost 105\u003c\/p\u003e \u003cp\u003eInvestment Release Bundling 108\u003c\/p\u003e \u003cp\u003eInvestment Pricing 108\u003c\/p\u003e \u003cp\u003eLack of Customer Acceptance 110\u003c\/p\u003e \u003cp\u003eRelease Overhead Costs 111\u003c\/p\u003e \u003cp\u003eOvercoming Modular Release Challenges 113\u003c\/p\u003e \u003cp\u003eArchitecture for Modular Deployment 113\u003c\/p\u003e \u003cp\u003eConfiguration Management 113\u003c\/p\u003e \u003cp\u003eRelease Investment Prioritization 114\u003c\/p\u003e \u003cp\u003eReducing Software Inventory Costs 115\u003c\/p\u003e \u003cp\u003eSummary 118\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 9: Meeting Investment Targets 120\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eMeeting Commitments 120\u003c\/p\u003e \u003cp\u003eInvestment Teams 120\u003c\/p\u003e \u003cp\u003eManaging Investment Scope 123\u003c\/p\u003e \u003cp\u003eManaging Sales Requests 127\u003c\/p\u003e \u003cp\u003eSummary 129\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 10: Investment Planning Template 130\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eInvestment Description 130\u003c\/p\u003e \u003cp\u003eProxy Business Case 130\u003c\/p\u003e \u003cp\u003eProduct Stakeholder Analysis 132\u003c\/p\u003e \u003cp\u003eCustomer Product Stakeholders 132\u003c\/p\u003e \u003cp\u003eInternal Product Stakeholders 132\u003c\/p\u003e \u003cp\u003eConstraints 132\u003c\/p\u003e \u003cp\u003eCompetition 133\u003c\/p\u003e \u003cp\u003eAcceptance Criteria 133\u003c\/p\u003e \u003cp\u003eGo-to-Market Plan 134\u003c\/p\u003e \u003cp\u003ePricing Model 134\u003c\/p\u003e \u003cp\u003eDeployment Model 134\u003c\/p\u003e \u003cp\u003eSales Channels 134\u003c\/p\u003e \u003cp\u003eInvestment Targets 134\u003c\/p\u003e \u003cp\u003eDevelopment Cost 134\u003c\/p\u003e \u003cp\u003eCycle Time 134\u003c\/p\u003e \u003cp\u003eIncome Projections 134\u003c\/p\u003e \u003cp\u003eWSJF 136\u003c\/p\u003e \u003cp\u003eAssumption Validation 136\u003c\/p\u003e \u003cp\u003eSummary 138\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 11: Managing the Agile Roadmap 139\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Agile Roadmap Management Database 139\u003c\/p\u003e \u003cp\u003eThe Agile Technology Roadmap 141\u003c\/p\u003e \u003cp\u003eStages of Technology Acquisition 142\u003c\/p\u003e \u003cp\u003eInvestment Technology Roadmaps 143\u003c\/p\u003e \u003cp\u003eSummary 143\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 12: Maximizing Investment Development Productivity 145\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eMeasuring Software Productivity 145\u003c\/p\u003e \u003cp\u003eCost of Quality (CoQ) 146\u003c\/p\u003e \u003cp\u003eCost of Quality and Software Productivity 147\u003c\/p\u003e \u003cp\u003eSources of Software Rework 149\u003c\/p\u003e \u003cp\u003eAgile Cost of Quality 150\u003c\/p\u003e \u003cp\u003eReducing Agile User Story Rework 152\u003c\/p\u003e \u003cp\u003eReducing Agile Defect Rework 153\u003c\/p\u003e \u003cp\u003eAgile Cost of Quality Example 154\u003c\/p\u003e \u003cp\u003eSummary 155\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 13: Motivating Agile Teams 156\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBackground 156\u003c\/p\u003e \u003cp\u003eWhy You’re the Only Smart One in Your Organization 157\u003c\/p\u003e \u003cp\u003eConsequences and Behavior 158\u003c\/p\u003e \u003cp\u003ePerformance and Organizational Culture 159\u003c\/p\u003e \u003cp\u003eBehavior and Software Quality 163\u003c\/p\u003e \u003cp\u003eIntrinsic Motivation 164\u003c\/p\u003e \u003cp\u003eAgile and Motivation 165\u003c\/p\u003e \u003cp\u003eMeasuring Motivation 167\u003c\/p\u003e \u003cp\u003eMotivation Advice 169\u003c\/p\u003e \u003cp\u003eSummary 171\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 14: Innovating with Investments 173\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eInnovation – A Working Definition 174\u003c\/p\u003e \u003cp\u003eInvestments as an Innovation Vehicle 175\u003c\/p\u003e \u003cp\u003eWhy Your Organization Can’t Innovate 176\u003c\/p\u003e \u003cp\u003eAn Organizational Behavior Model of Innovation 178\u003c\/p\u003e \u003cp\u003eAn Innovation Tale of Two Companies 181\u003c\/p\u003e \u003cp\u003eCreating a Culture of Innovation 184\u003c\/p\u003e \u003cp\u003eSummary 188\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 15: AccuWiz Gets it Together 189\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Founder Meeting 189\u003c\/p\u003e \u003cp\u003eThe Announcement 190\u003c\/p\u003e \u003cp\u003eProduct Stakeholder Analysis 191\u003c\/p\u003e \u003cp\u003eCreating the Investment Backlog 192\u003c\/p\u003e \u003cp\u003eCustomer Management 195\u003c\/p\u003e \u003cp\u003eInvestment Development 195\u003c\/p\u003e \u003cp\u003eProject Management 196\u003c\/p\u003e \u003cp\u003eManagers 197\u003c\/p\u003e \u003cp\u003eExecutive Team 198\u003c\/p\u003e \u003cp\u003eInnovation is Revived 199\u003c\/p\u003e \u003cp\u003eSynopsis 199\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 16: Getting it Together in your Company: A Practical Guide 200\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eStep 1: Organizational Support 200\u003c\/p\u003e \u003cp\u003eInfluence Strategy 204\u003c\/p\u003e \u003cp\u003eStep 2: Stakeholder Value Analysis 205\u003c\/p\u003e \u003cp\u003eStep 3: Stakeholder Research 206\u003c\/p\u003e \u003cp\u003eStep 4: Stakeholder Interviews 207\u003c\/p\u003e \u003cp\u003eStep 5: Investments 207\u003c\/p\u003e \u003cp\u003eUser Scenarios 208\u003c\/p\u003e \u003cp\u003eFeature Definition 209\u003c\/p\u003e \u003cp\u003eWSJF Screening 209\u003c\/p\u003e \u003cp\u003eStep 6: Initial Roadmap 210\u003c\/p\u003e \u003cp\u003eResource Allocation 211\u003c\/p\u003e \u003cp\u003eStep 7: Investment Planning 214\u003c\/p\u003e \u003cp\u003eAgile Roadmap Alignment Meeting 215\u003c\/p\u003e \u003cp\u003eProgram Review 216\u003c\/p\u003e \u003cp\u003eStep 8: Consequence Alignment 217\u003c\/p\u003e \u003cp\u003eSummary 220\u003c\/p\u003e \u003cp\u003eAppendix 1: General Cost of Delay Formula 221\u003c\/p\u003e \u003cp\u003eReinertsen WSJF 222\u003c\/p\u003e \u003cp\u003eIncome Curve Approximation 223\u003c\/p\u003e \u003cp\u003eSummary 225\u003c\/p\u003e \u003cp\u003eAppendix 2: Investment Income Profile Forecasts 226\u003c\/p\u003e \u003cp\u003eAppendix 3: Release Cycle Productivity Formula 228\u003c\/p\u003e \u003cp\u003eAppendix 4: Rework and Productivity 232\u003c\/p\u003e \u003cp\u003eAppendix 5: Innovation Behavior Survey 233\u003c\/p\u003e \u003cp\u003eGlossary 238\u003c\/p\u003e \u003cp\u003eIndex 246\u003c\/p\u003e \u003cp\u003e\u003cb\u003eROBERT WEBBER\u003c\/b\u003e'S executive experience as VPs of engineering and product management and as a CEO, combined with years of consulting with Fortune 500 companies, provide the broad perspective to create a win-win solution for business and product development that finally achieves the promises of Agile development. Organizations can increase R\u0026amp;D ROI by over 25% using existing Agile development capabilities. Break the chains of waterfall planning!\u003c\/p\u003e \u003cp\u003eAgile has not delivered on its promises. The business side expected faster time to market, but they still experience the long delays of bloated releases. Engineers thought they would be given time to build the product right the first time, but they are rushed under pressure to deliver new features within impossible schedules. What went wrong?\u003c\/p\u003e \u003cp\u003eThe culprit is feature-based waterfall release planning perpetuated in a vain attempt to achieve business predictability. Agile didn't address the business need for multi-year financial predictability. The Agile community's answer was the naïve response, \"The business needs to be more Agile.\" Waterfall release planning with fixed schedules undercuts a basic tenet of Agile development – the need to adjust content delivered within a timebox to account for evolving requirements and incorporation of feedback. Agile without flexible content is not Agile.\u003c\/p\u003e \u003cp\u003eThis book introduces a novel solution that enables product teams to deliver higher value within shorter cycle times while meeting the predictability needs of the business. Organizations today want product teams that break down walls between product management and engineering to achieve schedule and financial objectives. Until now they haven’t had a way to implement product teams within the rigid constraints of traditional organizational structures.\u003c\/p\u003e \u003cp\u003eThe Investment planning approach described in this book supports small development increments planned and developed by product teams aligned by common schedule and financial goals. It uses Cost of Delay principles to prioritize work with the highest value and shortest cycle times. Investments provide a vehicle for collaboration and innovation and fulfill the promise of highly motivated self-directed Agile development teams.\u003c\/p\u003e \u003cp\u003eThis book is for engineers, product managers and project managers who want to finally do Agile the way it was envisioned. This book is also for leaders who want to build high-performance teams around the inherent motivational environment of Agile when done right.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eForeword by Steve McConnell, author of \u003ci\u003eMore Effective Agile: A Roadmap for Software Leaders\u003c\/i\u003e (Construx Press, 2019).\u003c\/b\u003e\u003c\/p\u003e","brand":"Wiley-IEEE Computer Society Pr","offers":[{"title":"Default Title","offer_id":47990436528357,"sku":"NP9781119849087","price":89.95,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9781119849087.jpg?v=1761787822","url":"https:\/\/k12savings.com\/products\/unlocking-agiles-missed-potential-isbn-9781119849087","provider":"K12savings","version":"1.0","type":"link"}