Changing Software Development: Learning to be Agile -- Contents -- Preface -- Acknowledgements -- Chapter 1 Introduction -- 1.1 Why Read this Book? -- 1.1.1 Learning for Agility -- 1.1.2 Learning Creates Competitive Advantage -- 1.1.3 Good People Like Learning -- 1.2 Who are Software Developers? -- 1.3 Software Developers are Knowledge Workers -- 1.4 Drucker's Challenge -- 1.5 The Prototype of Future Knowledge Workers -- 1.6 Software: Embedded Knowledge -- 1.7 Authority and Leadership -- 1.8 Practical Theory -- 1.9 Begin with Yourself -- 1.10 The Organization of the Book -- Chapter 2 Understanding Agile -- 2.1 The Roots of Agile Thinking -- 2.2 Positioning Agile -- 2.2.1 What is Lean? -- 2.2.2 What is a Learning Organization? -- 2.3 Common Practices of Agile Teams -- 2.3.1 Quality -- 2.3.2 Business Priorities -- 2.3.3 Design -- 2.3.4 Predictable Schedules and Time Boxes -- 2.3.5 Feedback and Communication -- 2.3.6 The New Bargain -- 2.4 Applicability Outside of Software Development -- 2.5 Conclusion -- Chapter 3 Knowledge -- 3.1 The Difference between Knowledge and Information -- 3.2 Knowledge into Action -- 3.3 Explicit and Tacit Knowledge -- 3.4 Sticky Knowledge -- 3.5 Problems with Knowledge -- 3.5.1 Knowledge Can't be Mass-produced -- 3.5.2 Knowledge Flows -- 3.5.3 The Uniqueness of Knowledge -- 3.5.4 Business Strategy and the Form of the Organization -- 3.6 Where is Knowledge in Software Development? -- 3.6.1 Codification -- 3.6.2 Specification -- 3.6.3 Hand-over -- 3.6.4 The Documentation Myth -- 3.7 Knowledge Creation -- 3.8 Conclusion -- Chapter 4 Learning -- 4.1 Three Knowledge Domains -- 4.2 Developing Software is Learning -- 4.3 Learning Benefits Your Business -- 4.4 Learning Theories -- 4.4.1 Single-loop and Double-loop Learning -- 4.4.2 Learning Styles -- 4.5 Learning, Change, Innovation and Problem Solving -- 4.6 The Role of Leaders.

4.7 Seed Learning -- 4.7.1 Personal Reflection -- 4.7.2 Training Courses -- 4.7.3 Talk Programmes -- 4.7.4 Conferences -- 4.7.5 Company Libraries -- 4.7.6 Book Study Groups -- 4.7.7 Wikis -- 4.7.8 Blogs -- 4.7.9 Searchable Intranets -- 4.7.10 Welcome Debate -- 4.8 Conclusion -- Chapter 5 The Learning Organization -- 5.1 Defining the Learning Organization -- 5.1.1 Companies Learn through People -- 5.1.2 The Role of IT in Organizational Learning -- 5.1.3 Technology Domination -- 5.1.4 The Search for Good People -- 5.2 The Infinite and the Finite Game -- 5.3 The Layers of the Organization -- 5.3.1 Trust and Honesty -- 5.3.2 Slack -- 5.4 Learning in Practice: Senge's View -- 5.4.1 Personal Mastery -- 5.4.2 Shared Vision -- 5.4.3 Team Learning -- 5.4.4 Mental Models -- 5.4.5 Systems Thinking -- 5.4.6 And Reflection -- 5.5 Blocks to Learning -- 5.5.1 Invisibility -- 5.5.2 Camouflage -- 5.5.3 Personal Defences -- 5.5.4 Micro-projects and Solo Developers -- 5.5.5 Resource Pools -- 5.5.6 Failure to Act -- 5.6 Conclusion -- Chapter 6 Information Technology - the Bringer of Change -- 6.1 Change -- 6.2 Benefits of Technology Change -- 6.3 Change is What IT People Do to Other People -- 6.4 Software Projects Fail: Why Are We Surprised? -- 6.5 Change Starts with Business Requirements -- 6.5.1 Mistakes -- 6.5.2 Lack of Skills -- 6.5.3 Gold Plating and Information Overload -- 6.5.4 Communication -- 6.5.5 Mental Models -- 6.5.6 Tacit Knowledge -- 6.5.7 Time Passes, Things Change -- 6.5.8 Learning Occurs -- 6.5.9 Looking for the Problem Changes the Problem -- 6.5.10 Late Requests are More Valuable -- 6.6 Conclusion -- Chapter 7 Understanding Change -- 7.1 Defining Change -- 7.2 The Change Spectrum -- 7.3 Radical Change -- 7.4 Routine Change in Software Development -- 7.4.1 Lack of Routine -- 7.4.2 Consequences -- 7.4.3 Finding Routine -- 7.5 Continuous Improvement.

7.5.1 Failings of Incremental Change -- 7.5.2 Failure to Go Fast Enough -- 7.5.3 Failure to Go Far Enough -- 7.6 Charting a Course -- 7.6.1 Make It Continuous -- 7.6.2 Going Further -- 7.6.3 Little Bits of Radical Change -- 7.6.4 Hard Choices -- 7.7 Internal and External Forces for Change -- 7.7.1 Combining Internal/External and Radical/Incremental -- 7.7.2 Choosing between Radical and Incremental Change -- 7.8 Conclusion -- Chapter 8 Change Models -- 8.1 Learning and Change -- 8.2 Lewin's Change Theory -- 8.3 Satir's Theory of Change -- 8.4 Kotter's Model of Change -- 8.5 Theories E and O of Change -- 8.6 Appreciative Inquiry -- 8.6.1 The Change Trap -- 8.6.2 A Different Approach -- 8.6.3 Appreciative Inquiry in Use -- 8.6.4 Aspirational Change -- 8.7 Models, Models, Models -- 8.8 Motivating Change -- 8.8.1 Push-and-pull Motivators -- 8.8.2 Shared Understanding -- 8.8.3 Blocks to Change -- 8.9 When Not to Change -- 8.10 Conclusion -- Chapter 9 Making Change Happen -- 9.1 Build a Case for Change -- 9.1.1 Find the Problems and Forces -- 9.1.2 Finding Problems -- 9.1.3 Communicate the Problem -- 9.2 Slack in Action: Make Time and Space for Learning and Change -- 9.3 Leading the Change -- 9.3.1 Create Awareness of the Problem -- 9.3.2 Create Awareness of Opportunities -- 9.3.3 Beware Unsolvable Problems -- 9.3.4 Communicate a Failure -- 9.3.5 Focus the Team on What Needs To Be Done -- 9.3.6 Explain the Change -- 9.3.7 Model the Changes Yourself -- 9.3.8 Ask for Volunteers (Self-selecting Teams) -- 9.4 Create Feedback Loops -- 9.5 Remove Barriers -- 9.6 Conclusion -- Chapter 10 Individuals and Empowerment -- 10.1 Involve People -- 10.1.1 Motivation -- 10.1.2 Time for Listening -- 10.1.3 Ask People Their Opinions -- 10.1.4 Find and Remove Mental Blocks -- 10.2 Coaching -- 10.3 Empowerment -- 10.3.1 Why Empower People?.

10.3.2 How Do You Empower Individuals? -- 10.3.3 The Leader's Role -- 10.3.4 How Do You Empower a Team? -- 10.3.5 Empowerment Takes Time -- 10.3.6 Empowerment Conflicts -- 10.4 That Difficult Individual -- 10.5 Developing the Next Leaders -- 10.6 Time to Go -- 10.7 Conclusion -- Chapter 11 Rehearsing Tomorrow -- 11.1 Future Memories -- 11.2 Planning -- 11.2.1 What.s the Problem with Traditional Planning? -- 11.2.2 Planning as Learning -- 11.2.3 Scenario Planning -- 11.3 Change Events -- 11.3.1 Improvement Meetings -- 11.3.2 Improvement Worksheet -- 11.3.3 Process Miniatures -- 11.3.4 Retrospectives -- 11.3.5 Workout -- 11.3.6 Kaizen and Kaikaku -- 11.3.7 Frequency -- 11.4 Outsiders -- 11.4.1 Consultants -- 11.4.2 Training -- 11.4.3 Facilitators -- 11.4.4 Coaches -- 11.5 Conclusion -- Chapter 12 New Beginnings -- 12.1 The Change Problem -- 12.2 Bottom-up over Top-down -- 12.3 Begin with Yourself -- 12.3.1 Warnings -- 12.3.2 Legitimacy -- 12.3.3 In a Lonely Place -- 12.4 Make Learning Happen -- 12.5 Create a Vision, Draw Up a Plan -- 12.6 Three Interlocking Ideas -- 12.7 Change Never Ends -- 12.8 Conclusion -- Further Reading -- References -- Index.