Agile Tran
Agile Tran


This book is no longer available for sale.

Agile Tran

Last updated on 2019-03-27

About the Book

Agile By Design provides enterprise leaders with practical advice and hands on techniques to help design, operate, and improve their agile system of work.

Manage Continuous Agile Change

Get your leaders organized to guide both larger changes and more incremental improvements along the journey to greater agility

Enable Leadership at all Levels of the Organization

Provide Leaders with the key principles and corresponding methods to enable safe self organization at scale

Organize for Self Organization

Arm your leaders with design skills and management methods required to define, operate, and improve organizing structures that increase collaboration and feedback

This book is a handbook for anyone that wants to grow their Agile Ecosystem, from team, out to departments, and across the Enterprise. The Agile Ecosystem covers patterns, methods, and other building blocks that help you enable a system of work that is for for purpose, tailored to your needs.

About the Author

Jeff Anderson
Jeff Anderson

My mission in life is to help technology knowledge workers be awesome at what they do. Having been in the market since 1994, I have transitioned my initial passion for agile software engineering to provide advisory services to clients that want to thrive in a world of uncertainty and learning.

Over the last several years I have been running an Agile/Lean transformation service to help clients move from command and control towards feedback and self organization.

Our team has a solid track record coaching teams on foundational agile practices, guiding end to end organizational transformation to embrace a more agile mindset, and focused coaching of product and operations teams on how to embrace design thinking and validated learning.

I admit to an unbridled enthusiasm for any method or practice that bring creativity and joy to the value creation process, and get a kick out of turning leading edge thinking into contextualized, practical tools.

I also love to supercharge complex workshops through a combination of crowd awareness, passion, and above all humour. I’ll often iterate over a vast array of models/workshops in real time to adapt to the crowd's thinking and evolving goal of the session.

My most important skill is growing the talent around me. I continue to provide passionate, motivated people with a suite of leading edge skills that take their leadership to the next level.

I have presented at numerous conferences, nominated for a Brickell Key award, and am a founding fellow of the Lean System Society. I have also wrote a book on agile organizational change, The Lean Change Method.

Table of Contents

  • Introduction
  • Agile Mindset and Agile Behavior
  • Designing the Agile Ecosystem
    • The traditional Organizing Model does not scale well in the face of complexity
      • The Hierarchy, born from the needs of a different era
      • The Matrix, mapping complexity to confusion
      • Project Management, to the rescue forever
    • Key principles and building blocks of Agile Organizing structure
      • Principles for Growing Agile Organizing Structure
      • The Agile Team
      • The Customer
      • Agile Support
      • The Agile Porfolio
      • The Agile Ecosystem
    • Patterns for Effective Agile Organizing Structure
      • Patterns to enable Support of Agile Teams
      • Patterns to enable collaboration across your Agile Teams
    • Managing the constant evolution of your Agile Organizing Structure
      • Co-create organizing structure through Team Mapping
      • Let’s Play Full Stack Poker! Aligning on who is in your Agile team
      • Measuring your organization’s progress towards more agile organizing structure
      • The Agile Planning Cadence
      • Enterprise Kanban and the Enterprise Backlog
    • Inverse Conway, Aligning Teams to your Domain and your Architecture
      • Conway’s Law
      • A brief segue on Domain Driven Design
      • Understanding you’re Bounded Context
      • Mapping Bounded Context’s to teams
      • Using Micro-Services decoupling to teams so they can self organize more effectively
  • Facilitating your Agile Transition
    • The Agile Transition Model
      • One way to think about the flow of your Agile Transition
      • The Lean Change Method - A Brief Overview
    • Getting Organized for Agile Transition
      • The Goal of Getting Organized
      • The Leadership Team
      • Co-Creating your Transition plan using a Change Canvas
      • Going deep on your plan where you need to
      • The Leadership Boot-camp
      • Obstacles, Anti-Patterns, and Counter Measures while Getting Organized
    • Initiating your first steps toward increasing agility
      • The Goal Of Initiating
      • The Shift in Mindset we want to achieve
      • Initial Education and Communication
      • Standing up Agile teams
      • The Bootcamp and Coaching Model
      • Improving Delivery
      • Plugging holes in your engineering
      • Getting People Engaged
      • Talking to your Users
      • Shifting how support engages with Agile Teams
      • Trust, Safety, and Intrinsic Motivation
      • Obstacles, Anti-Patterns, and Counter Measures while Getting Organized
    • Adoption of Foundational Agile Behaviours
      • The Goal Of Adopting of Foundational Agile Behaviours
      • The Shift in Mindset we want to achieve
      • The Agile Basic Stack
      • Automating your Engineering
      • Leadership Insight and Action
    • Optimizing your Agile System of Work
      • The Goal Of Optimizing your Agile System of Work
      • The Shift in Mindset we want to achieve
      • Refining the Organizing Model
      • Widening the Support Net
      • Taking stock of what is working well and what is not working
      • Scaling Up to include more senior leadership
      • Scaling Left to get closer to the customer
    • Making Major Advancing towards Increasing Agility
      • The Goal Of Optimizing your Agile System of Work
      • The Shift in Mindset we want to achieve
      • Dynamic teams
      • Flow Of Value
      • Cost Of Delay
      • Lead Time trumps Throughput
      • Validated Learning trumps Output
      • Direct access to the Customer
      • No hands offs, ever
      • Micro-Services
      • Devops

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