Index
A
- A/B test, Valuable Increments
- Accelerate (Forsgren), Management
- accidental complexity, Controlling Complexity
- accountability
- accuracy, of estimates, Stabilizing Capacity
- action alerts, Monitoring and Alerting
- actors, 3. Incorporate actors
- ad-hoc coordination approach, Scaling Horizontally
- adaptability, Adaptive rather than predictive, Balancing Adaptability and Predictability, Adaptability
- adaptive planning
- about, Planning, Adaptive Planning
- adapting plans, Adapt Your Plans
- alternatives to, Alternatives and Experiments
- balancing adaptability and predictability, Balancing Adaptability and Predictability
- creating your plan, How to Create Your Plan
- example, How to Create Your Plan
- experimenting with, Alternatives and Experiments
- first increment, Your First Increment
- focusing on one increment at a time, Focus on One Increment at a Time
- in action, Balancing Adaptability and Predictability
- indicators of, Indicators
- organizational culture and, Adaptive Planning and Organizational Culture
- prerequisites for, Prerequisites
- questions regarding, Questions
- release early/often, Release Early, Release Often
- slicing increments, Slice Your Increments
- valuable increments, Valuable Increments
- adjourning, Adjourning: Separating and moving on
- ADRs (architectural decision records), Application architecture
- "Adventures in Promiscuous Pairing: Seeking Beginner's Mind" (Lacey), Further Reading
- Adzic, Gojko
- affinity estimating, Affinity estimating
- affinity mapping, Work simultaneously, 2. Cluster stories into increments
- "A-Frame Architecture" (Shore), Separate Infrastructure and Logic
- Agile
- applying individual practices, Applying Individual Agile Practices
- choosing coaches, Choose Agile Coaches
- essence of, The Essence of Agile
- governance, Agile Governance
- improving existing teams, Improving Existing Agile Teams
- introducing, Introducing Agile
- joining a team, Joining an Agile Team
- origins of, Agile’s Genesis
- practicing, Practicing Agile
- why it doesn't work, Why Agile Fails
- why it works, Why Agile Works
- Agile Conversations (Squirrel), Further Reading, Use empathy
- Agile Estimating and Planning (Cohn), Splitting and Combining Stories, Further Reading
- Agile Fluency Model
- about, The Agile Fluency Model
- choosing zones, Choose Your Zones
- Delivering zone, Delivering Zone, Invest in Agility
- Focusing zone, Focusing Zone, Invest in Agility
- future of, Into the Future
- Optimizing zone, Optimizing Zone, Invest in Agility
- Strengthening zone, Strengthening Zone
- Agile Lifecycle Management software, If teams have to use a corporate tracking tool…, In-person equipment and supplies, Remote equipment and tools, Prerequisites, Corporate Tracking Tools, Corporate Tracking Tools
- (see also issue tracking software (issue tracker))
- Agile Manifesto, The Agile Manifesto, Document the Purpose
- Agile planning tools (see Agile Lifecycle Management software)
- Agile Retrospectives: Making Good Teams Great (Larsen and Derby), Improvement, Further Reading
- Agile Software Development (Cockburn), Further Reading, Further Reading
- Agile teams
- addressing security concerns, Address Security Concerns
- changing HR policies, Change Harmful HR Policies
- changing management style of, Change Team Management Style
- choosing and creating, Choose or Create Agile Teams
- creating a learning-friendly purpose for, Establish a Learning-Friendly Purpose for Each Team
- creating rooms, Create Team Rooms
- delegating authority and responsibility to, Delegate Authority and Responsibility to Teams
- experts as part of, When Experts Aren’t Part of the Team
- getting buy-in from, Get Team Buy-In
- norming, Supporting Energized Work
- of peers, A Team of Peers
- self-organizing, A Team of Peers
- size of, Team Size
- staffing, Staffing the Team
- troubleshooting guide, If you’re required to have a separate code review step…
- The Agile Culture: Leading through Trust and Ownership (Pixton), Experiments and Further Reading
- alert fatigue, Monitoring and Alerting
- alerts, Monitoring and Alerting
- alignment
- about, Alignment
- adhering to agreements, Adhering to Agreements
- alternatives to, Alternatives and Experiments
- chartering, Chartering Alignment
- creating working agreements, Create working agreements
- defining standards, Define standards
- experimenting with, Alternatives and Experiments
- getting to know one another, Get to know one another
- indicators of, Indicators
- iterating, Iterating Alignment
- prerequisites for, Prerequisites
- questions regarding, Questions
- "The Almighty Thud" (Fowler), Born Out of Crisis
- Ambler, Scott, Refactoring Databases: Evolutionary Database Design, Further Reading
- Anderson, David, Ownership, Further Reading
- application architecture, Application architecture
- (see also system architecture)
- approval tests (see characterization tests)
- Approvals testing framework, Adding Tests to Existing Code
- architecture, stories and, Architecture, design, technical infrastructure
- as-built documentation, working incrementally and, As-built documentation
- assume positive intent, Use empathy
- asynchronous communication, compared with real-time, Team Room
- asynchronous integration, Synchronous Versus Asynchronous Integration
- audio, compared with video, Team Room
- Austin, Robert, Measuring and Managing Performance in Organizations, Accountability, Why Measurement Dysfunction is Inevitable, Further Reading
- authority, delegating to teams, Delegate Authority and Responsibility to Teams
- automating, zero friction and, Automate Everything
- autonomy
B
- backlog (see visual planning)
- backlog items (see stories)
- backlog refinement (see the planning game)
- Badass: Making Users Awesome (Sierra), Further Reading
- baseline release estimate, Custom risk adjustments
- bazaar approach, Alternatives and Experiments
- BDD (behavior-driven development) community, Alternatives and Experiments
- Beck, Kent, Design
- behaviors, modeling, Model the behaviors you want to see
- Behind Closed Doors: Secrets of Great Management (Rothman), Further Reading
- Behind Human Error (Woods), Quality, Further Reading
- Belshee, Arlo, Ownership, Detectives’ whiteboard
- Bennis, Warren, Safety
- Bernhard, Gary, "Functional Core, Imperative Shell", Separate Infrastructure and Logic
- beta web applications, Adapt Your Plans
- "Better Testing, Worse Quality" (Hendrickson), Alternatives and Experiments
- Beyer, Betsy, Site Reliability Engineering: How Google Runs Production Systems, Roll back the deploy, Incident Analysis
- Beyond Budgeting (Hope and Fraser), Experiments and Further Reading
- big visible charts, Big Visible Charts
- Bird, Alexander, Designing remote collaboration
- blame culture, Change Harmful HR Policies
- Bland, David, Testing Business Ideas, Experiments and Further Reading
- Blank, Steve
- blind spot discovery
- about, Quality, Blind Spot Discovery
- alternatives to, Alternatives and Experiments
- chaos engineering, Chaos Engineering
- experimenting with, Alternatives and Experiments
- exploratory testing, Exploratory Testing
- indicators of, Indicators
- penetration testing, Penetration Testing and Vulnerability Assessments
- prerequisites for, Prerequisites
- questions regarding, Questions
- validated learning, Validated Learning
- vulnerability assessments, Penetration Testing and Vulnerability Assessments
- blue/green deployment, Roll back the deploy
- Bockeler, Birgitta, "On Pair Programming", Further Reading
- Boeg, Jesper, Level Up Agile with Toyota Kata, Alternatives and Experiments
- Boehm, Barry, Design
- Bossavit, Laurent, Design
- "The Leprechauns of Software Engineering: How Folklore Turns Into Fact and What to Do About It", Further Reading
- boundaries, context and, Boundaries and interactions
- brainstorming, Work simultaneously, Step 2: Brainstorming (20 minutes)
- breakthrough, Levels of Design
- broad tests, Rely on Narrow Unit Tests, Use Broad Tests Only as a Safety Net
- Brooks's Law, When Your Roadmap Isn’t Good Enough
- Brooks, Fred, "No Silver Bullet Essence and Accident in Software Engineering", Controlling Complexity
- Buck, John, Company-wide Agility with Beyond Budgeting, Open Space & Sociocracy, Into the Future
- bug stories, Bug stories
- bugs
- about, No Bugs
- alternatives for reducing, Alternatives and Experiments
- attitudes about, ‘Tude
- building in quality, No Bugs
- experimenting with, Alternatives and Experiments
- fixing, Fix Bugs Immediately
- indicators of, Indicators
- prerequisites for, Prerequisites
- preventing design errors, Prevent design errors
- preventing programmer errors, Prevent programmer errors
- preventing requirement errors, Prevent requirements errors
- preventing systemic errors, Prevent systemic errors
- questions regarding, Questions
- testers' role, Testers’ Role
- build for operation
- about, DevOps
- alternatives to, Alternatives and Experiments
- configuration, Configuration
- experimenting with, Alternatives and Experiments
- indicators of, Indicators
- logging, Logging
- metrics and observability, Metrics and Observability
- monitoring and alerting, Monitoring and Alerting
- paranoic telemetry, Paranoiac Telemetry
- prerequisites for, Prerequisites
- questions regarding, Questions
- secrets and, Secrets
- threat modeling, Threat Modeling
- build server (see CI server)
- Build-Measure-Learn loop, Your First Increment, Validated Learning, Validated Learning
- "Building a Psychologically Safe Workplace" (Edmonson), Further Reading
- Building Evolutionary Architectures (Ford), Further Reading
- Building Microservices (Newman), Further Reading
- Burns, Robert, Manage Problems
- business decisions, autonomy and, Business Decisions
- business expertise, autonomy and, Business Expertise
C
- cadence, Cadence, The Demo Cadence
- Cagan, Marty, Inspire: How to Create Tech Products Customers Love, Experiments and Further Reading
- canary server, Detecting Deployment Failures
- capacity
- about, Ownership, Capacity
- alternatives to, Alternatives and Experiments
- compared with productivity, Capacity Is Not Productivity
- defending estimates, Defending Estimates
- estimating stories, Estimating Stories
- experimenting with, Alternatives and Experiments
- improving, How to Improve Capacity
- indicators of, Indicators
- initial, Your Initial Capacity
- iteration timebox and, Capacity and the Iteration Timebox
- measuring, Yesterday’s Weather
- prerequisites for, Prerequisites
- questions regarding, Questions
- stabilizing, Stabilizing Capacity
- Cargo Cult
- Agilists, Why Agile Fails
- The Cattle Car, Release Early, Release Often
- The Deadline, When Your Roadmap Isn’t Good Enough
- The DevOps Team, Monitoring and Alerting
- Gotta Go Fast, Capacity Is Not Productivity
- Maximum Acceleration, Management
- Planning Day, The Planning Game
- The Rest of the Story, Team Room
- Sit Down Stand-Up, Stand-Up Meetings
- Some Done, “Done Done”
- Test-Driven Debaclement, Step 5: Repeat
- The Hole Team, Whole Team
- The Tool, Pull Requests and Code Reviews
- Writers' Workshop, Stories
- Cargo Cult Agile, Why Agile Fails
- change
- chaos engineering, Quality, Chaos Engineering
- Chaos stage, in change, Understanding Change
- characterization tests, Working with Unfamiliar Code, Adding Tests to Existing Code
- chartering
- chartering session, Commit to the purpose
- Chatham House Rule (see Vegas rule)
- CI server, The Many Flavors of Continuous Integration, Continuous Integration Without a CI Server
- CI/CD server (see CI server)
- CIO Magazine, Adaptive rather than predictive
- Circles and Soup approach, Circles and Soup
- Clacey, Kristen, The Remote Facilitator's Pocket Guide, Further Reading
- classes, design within/across, Within a class or module
- clean-up stories, Clean-up stories
- cluster mapping, Cluster Mapping
- CMMI (Capability Maturity Model Integration), The Agile Fluency Model
- coaching
- coaching skills, Coaching Skills, Team Size
- Cockburn, Alistair, Stories, As-built documentation, Ownership
- cocktail party effect, The cocktail party effect, Alternatives and Experiments
- Coddled Nulls, Squashed Errors and Coddled Nulls
- code
- Code Class, Data Class and Code Class
- code editors, Know Your Editor
- code reviews, If you’re required to have a separate code review step…, Alternatives and Experiments, Pull Requests and Code Reviews
- code smells, Code Smells
- cohesion, Coupling and Cohesion
- Cohn, Mike, Agile Estimating and Planning, Splitting and Combining Stories, Further Reading
- collaboration, What Is Agile?
- (see also teamwork)
- about, Collaboration
- collective code ownership, Collective Code Ownership-Alternatives and Experiments
- compared with conversation, Team Room
- mob programming, Mob Programming-Further Reading
- pair programming, Pair Programming-Further Reading
- remote, Designing remote collaboration
- secrets of, Secrets of Collaboration
- sources, Collaboration
- team dynamics and, Communication, Collaboration, and Interaction
- ubiquitous language, Ubiquitous Language-Further Reading
- without conflict, Collaborating Without Conflict
- collaboration-oriented direction, Shared Leadership
- collaborative teams, Choose or Create Agile Teams
- collective code ownership
- about, Collaboration, Collective Code Ownership
- alternatives to, Alternatives and Experiments
- benefits to programmers, Benefits to Programmers
- collaborating wihout conflict, Collaborating Without Conflict
- egoless programming, Egoless Programming
- experimenting with, Alternatives and Experiments
- indicators of, Indicators
- making it work, Making Collective Ownership Work
- prerequisites for, Prerequisites
- questions regarding, Questions
- unfamiliar code, Working with Unfamiliar Code
- collective ownership, Continuous flow
- commentators, Shared Leadership
- commitments
- committed resources, Committed resources
- communication
- Company-wide Agility with Beyond Budgeting, Open Space & Sociocracy (Eckstein and Buck), Into the Future
- completion criteria, How to Create a Story, Mock-ups, customer examples, and completion criteria
- complicated-subsystem teams, Scaling Horizontally
- compound refactoring, Compound refactorings
- configuration, Configuration
- conflict, safety and, Don’t shy away from conflict
- conformance to plan, Adaptive rather than predictive
- connection-building exercise, Don’t shy away from conflict
- Connextra template, How to Create a Story
- consent vote, Seek consent
- constraints, supporting, Support the constraint
- (see also organizational constraints)
- context
- about, Context
- alternatives to, Alternatives and Experiments
- available skills, Available skills
- boundaries and, Boundaries and interactions
- chartering, Chartering Context
- committed resources, Committed resources
- experimenting with, Alternatives and Experiments
- indicators of, Indicators
- interactions and, Boundaries and interactions
- iterating, Iterating Context
- prerequisites for, Prerequisites
- questions regarding, Questions
- sponsor commitment, Sponsor commitment
- context diagram, Boundaries and interactions, Influence: Persuade or recommend
- "Continuous Design" (Shore), Further Reading
- continuous delivery (see continuous integration)
- Continuous Delivery (Humble and Farley), Further Reading, How to Use Continuous Deployment
- continuous deployment
- about, Release Early, Release Often, The Many Flavors of Continuous Integration, DevOps, Continuous Deployment
- alternatives to, Alternatives and Experiments
- data migration, Data Migration
- detecting failures, Detecting Deployment Failures
- experimenting with, Alternatives and Experiments
- fix forward, Alternative: Fix forward
- fixing, Fix the deploy
- how to use, How to Use Continuous Deployment
- incremental releases, Incremental Releases
- indicators of, Indicators
- prerequisites for, Prerequisites
- resolving failures, Resolving Deployment Failures
- rollback, Roll back the deploy
- continuous flow, Ownership, Continuous flow, Further Reading
- continuous improvement, Retrospectives
- continuous integration
- about, Applying Individual Agile Practices, Development, Continuous Integration
- alternatives to, Alternatives and Experiments
- as a tool, Continuous Integration Is a Practice, Not a Tool
- code reviews, Pull Requests and Code Reviews
- continuous delivery and, The Many Flavors of Continuous Integration
- experimenting with, Alternatives and Experiments
- frequency of, Integrate many times per day
- indicators of, Indicators
- multistage integration builds, Multistage Integration Builds
- prerequisites for, Prerequisites
- process of, The Continuous Integration Dance
- pull requests, Pull Requests and Code Reviews
- questions regarding, Questions
- synchronous versus asynchronous, Synchronous Versus Asynchronous Integration
- types of, The Many Flavors of Continuous Integration
- without a CI server, Continuous Integration Without a CI Server
- Continuous Integration (Duvall), DevOps
- continuous integration server (see CI server)
- contrarian leadership role, Shared Leadership
- conversation
- conversational estimating, Conversational estimating
- Conway's Law, Vertical scaling
- (see also Inverse Conway Maneuver)
- coordination meeting (see stand-up meeting)
- coordinators, Shared Leadership
- "The Core 6 Refactorings" (Belshee), Adding Tests to Existing Code
- corporate tracking tools (see Agile Lifecycle Management software)
- correlation ID, Logging
- coupling, Coupling and Cohesion
- creativity, sparking, Spark creativity and innovation
- critic leadership role, Shared Leadership
- Critical Chain (Goldratt), Further Reading
- cross-cutting concerns, splitting out, Splitting and Combining Stories
- cross-functional teams, Choose or Create Agile Teams
- cross-team dependencies, Cross-Team Dependencies
- Crucial Accountability: Tools for Resolving Violated Expectations, Broken Commitments, and Bad Behavior (Patterson), Go to gemba, Further Reading
- CRUD (Create, Read, Update, Delete) operations, Splitting and Combining Stories
- crunch mode (see death march)
- Cunningham's Law, Demonstrate
- Cunningham, Ward, Define standards, Ownership, Demonstrate, Collaboration, Development, Design, Quality
- custom development
- customer discovery, Experiments and Further Reading
- customer examples
- about, Mock-ups, customer examples, and completion criteria, Ownership, Customer Examples
- alternatives to, Alternatives and Experiments
- Describe, Demonstrate, Develop process, Customer Examples
- experimenting with, Alternatives and Experiments
- indicators of, Indicators
- prerequisites for, Prerequisites
- questions regarding, Questions
- customer goals, respecting, Respect Customer Goals
- customer huddle, When Estimating Is Difficult
- customer review board, Customer review
- customer skills, Customer Skills, Team Size, Improve customer skills, Develop customer skills
- customer validation, Experiments and Further Reading
- customer value, stories representing, How to Create a Story
- customer-centric stories, Customer Value
- customers (see on-site customers)
D
- daily planning, Applying Individual Agile Practices
- daily Scrum (see stand-up meeting)
- daily stand-up (see stand-up meeting)
- dark launch, Incremental Releases
- dark, going, Taking Breaks
- Data Class, Data Class and Code Class
- Data Clumps, Primitive Obsession and Data Clumps
- data gathering, in incident analysis, 2. Gather data
- data migration, Data Migration
- data, splitting stories along boundaries of, Splitting and Combining Stories
- "date and approximate scope" roadmap, Option 3: Date and Approximate Scope
- deadlines, When Your Roadmap Isn’t Good Enough
- death march, Alternatives and Experiments
- DEBUG logs, Monitoring and Alerting
- defect counts, measurement dysfunction and, Defect counts
- defects (see bugs)
- definition of done, Ownership
- Dekker, Sidney, The Field Guide to Understanding 'Human Error', Quality, Incident Accountability, Further Reading
- delegatory management, Delegatory Management, Alternatives and Experiments
- delivering value, Adaptive rather than predictive
- Delivering zone (Agile Fluency Model)
- DeMarco, Tom
- Demings, W. Edward, Alternatives and Experiments
- Denne, Mark, Software By Numbers, Focus on One Increment at a Time, Further Reading
- dependency management, Dependency management
- deploying
- Derby, Esther
- Describe, Demonstrate, Develop process, Customer Examples
- design
- about, Design
- evolutionary, Design
- incremental, Incremental Design-Further Reading
- reflective, Reflective Design-Further Reading
- remote collaboration, Designing remote collaboration
- simple, Simple Design-Further Reading
- sources, Design
- stories and, Architecture, design, technical infrastructure
- team rooms, Designing your team room
- design errors, Prevent design errors
- design experiments, Design Experiments
- Design Patterns (Gamma), Application architecture
- design recap, Prerequisites
- detectives' whiteboard, Detectives’ whiteboard
- development
- about, Development
- continuous integration, Continuous Integration-Further Reading
- fast, reliable tests, Fast, Reliable Tests-Further Reading
- refactoring, Refactoring-Further Reading
- sources, Development
- spike solutions, Spike Solutions-Alternatives and Experiments
- test-driven, Test-Driven Development-Further Reading
- zero friction, Zero Friction-Alternatives and Experiments
- development skills, Development Skills
- DevOps
- The DevOps Handbook (Kim), Further Reading, How to Use Continuous Deployment, Incremental Releases, Further Reading
- DevSecOps (see DevOps)
- diplomat leadership role, Shared Leadership
- direct value, Valuable Increments, Adaptability
- discovery
- discovery tree, FAST
- distancing through differencing, Organizational Learning
- Divergent Change, Shotgun Surgery and Divergent Change
- documentation stories, Documentation stories
- documentation, working incrementally and, Documentation
- domain expertise (aka subject matter expertise), Domain expertise (aka subject matter expertise), The Domain Expertise Conundrum
- domain knowledge, Domain expertise (aka subject matter expertise), Customer Examples
- domain rules, Domain expertise (aka subject matter expertise)
- Domain-Driven Design: Tackling Complexity in the Heart of Software (Evans), Collaboration, Further Reading
- "Done Done"
- dot voting, Work simultaneously
- driver, Why Pair?
- Dubois, Patrick, DevOps
- Duvall, Paul, Continuous Integration, DevOps
E
- Eckstein, Jutta, Company-wide Agility with Beyond Budgeting, Open Space & Sociocracy, Into the Future
- economic buyer
- Edmonson, Amy
- "Building a Psychologically Safe Workplace", Further Reading
- The Fearless Organization: Creating Psychological Sefty in the Workplace for Learning, Innovation, and Growth, Further Reading
- "The Effective Post-Fire Critique" (Montagna), Step 1: The Prime Directive (5 minutes), Further Reading
- egoless programming, Egoless Programming
- emergency alerts, Monitoring and Alerting
- emergency requests, Emergency Requests
- empathy
- enabling teams, Scaling Horizontally
- energized work
- about, Teamwork, Energized Work
- alternatives to, Alternatives and Experiments
- experimenting with, Alternatives and Experiments
- how to be energized, How to Be Energized
- indicators of, Indicators
- mob programming and, Energized work
- prerequisites for, Prerequisites
- questions regarding, Questions
- supporting, Supporting Energized Work, Support energized work
- sustainable pace, Alternatives and Experiments
- taking breaks, Taking Breaks
- epic (see valuable increments)
- EPISODES pattern language, Ownership, Collaboration, Development
- error handling, in TDD, Special cases, error handling, and runtime assertions
- escaped defects, Prevent systemic errors
- estimating, What Is Agile?
- études, Incrementally Refactor
- Evans, Eric, Levels of Design
- "Evolutionary Design Animated" (Shore), Further Reading
- evolutionary system architecture
- about, DevOps, Evolutionary System Architecture
- alternatives to, Alternatives and Experiments
- benefits of, Are You Really Gonna Need It?
- controlling complexity, Controlling Complexity
- evolutionary design, Design
- experimenting with, Alternatives and Experiments
- indicators of, Indicators
- prerequisites for, Prerequisites
- refactoring, Refactoring System Architecture
- simplicity of, Aim for Simplicity
- example mapping, Alternatives and Experiments
- exchange programs, Platform Development
- executive sponsor, Identify the Purpose
- exercises, connection-building, Don’t shy away from conflict
- expectations, being explicit about, Be explicit about expectations
- experts, as part of the team, When Experts Aren’t Part of the Team
- exploratory testing, Exploratory Testing
- external quality, How to Build Quality In
- Extract Function refactoring, Self-Documenting Code
- Extreme Programming Explained (Beck), Accountability, Improvement, Design
F
- face-to-face conversation, Team Room
- facilitator-coach, Facilitator-coaches
- Facilitators' Guide to Participatory Decision-Making (Kaner), Norming: We’re #1
- fail fast, Fail Fast
- the failure bow, Be open about mistakes
- failure, nature of, The Nature of Failure
- Falco, Llewellyn, How to Mob, Adding Tests to Existing Code
- false harmony, Don’t shy away from conflict
- Farley, David, Continuous Delivery, Further Reading, How to Use Continuous Deployment
- FAST (Fluid Scaling Technology), FAST
- fast feedback, Applying Individual Agile Practices
- fast, reliable tests
- about, Fast, Reliable Tests
- adding to existing code, Adding Tests to Existing Code
- alternatives to, Alternatives and Experiments
- broad tests, Rely on Narrow Unit Tests, Use Broad Tests Only as a Safety Net
- controlling global state, Control Global State
- experimenting with, Alternatives and Experiments
- for outside interactions, Test Outside Interactions with Narrow Integration Tests
- indicators of, Indicators
- narrow tests, Rely on Narrow Unit Tests
- prerequisites for, Prerequisites
- separating infrastructure and logic, Separate Infrastructure and Logic
- simulating nonlocal dependencies, Simulate Nonlocal Dependencies
- writing sociable tests, Write Sociable Tests
- fastagile.io, Adopting FAST
- FBI (Federal Bureau of Investigation), Why Agile Won
- The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth (Edmonson), Further Reading
- feasibilty forecasts, Feasibility Forecasts
- Feathers, Michael, Working Effectively with Legacy Code, Further Reading
- feature flags
- about, DevOps, Feature Flags
- alternatives to, Alternatives and Experiments
- application configuration, Application configuration
- experimenting with, Alternatives and Experiments
- indicators of, Indicators
- keystones, Keystones
- prerequisites for, Prerequisites
- secrets, Secrets
- user configuration, User configuration
- feature team, LeSS
- feature toggles (see feature flags)
- feedback
- feedback loops, Feedback Loops
- Fenton, Chris, Designing remote collaboration
- The Field Guide to Understanding 'Human Error' (Dekker), Quality, Incident Accountability, Further Reading
- Fields, Jay, Working Effectively with Unit Tests, Further Reading
- FIT (Framework Integrated Test), Ownership
- fix forward, Alternative: Fix forward
- flaky tests, Control Global State
- (see also fast, reliable tests)
- flexibility, around security measures, If there’s no flexibility around security requirements…
- flow, Why Pair?, Alternatives and Experiments
- fluency
- focused integration tests (see narrow integration tests)
- Focusing zone (Agile Fluency Model)
- Follett, Mary Parker, Shared Leadership
- follower leadership role, Shared Leadership
- Ford, Neal, Building Evolutionary Architectures, Further Reading
- forecasting
- about, Accountability, Forecasting
- alternatives to, Alternatives and Experiments
- custom risk adjustments, Custom risk adjustments
- date and scope, Date and Scope Forecasts
- experimenting with, Alternatives and Experiments
- feasibility, Feasibility Forecasts
- indicators of, Indicators
- predefined release dates, Predefined Release Dates
- prerequisites for, Prerequisites
- questions regarding, Questions
- reducing risk, Reducing risk
- steering plans, How to steer your plans
- uncertainty and risk, Uncertainty and Risk
- foreign element, Understanding Change
- formal proposal, management buy-in and, 3. Make a Formal Proposal
- Forsgren, Nicole, Accelerate, Management
- 40-hour week (see energized work)
- The Four Steps to the Epiphany (Blank), Discovery, Experiments and Further Reading
- Fowler, Martin, Invest in Agility, Design
- "The Almighty Thud", Born Out of Crisis
- "Is Design Dead?", Further Reading
- on "once and only once", Once and Only Once
- on change, If management isn’t supportive…
- on keystones, Further Reading
- on simple designs, Further Reading
- "Patterns for Managing Source Code Branches", Further Reading
- Patterns of Enterprise Application Architecture, Further Reading
- Refactoring: Improving the Design of Existing Code, How to Refactor, Further Reading, Code Smells, Further Reading
- fractional assignment, Fully dedicated team members
- Fraser, Robin, Beyond Budgeting, Experiments and Further Reading
- Freeman, Steve, Growing Object-Oriented Software, Guided by Tests, Alternatives and Experiments
- Freeman-Benson, Bjorn, Physical Team Rooms, Junior team members
- fully dedicated team members, Fully dedicated team members
- fully dedicated teams, Choose or Create Agile Teams
- "Functional Core, Imperative Shell" (Bernhard), Separate Infrastructure and Logic
- Fundamental Attribution Error, Use empathy
- funding, autonomy and, Funding
- fuzzing, Alternatives and Experiments
G
- gaming, the process, Gaming
- Gamma, Erich, Published Interfaces
- gatekeepers, Shared Leadership
- gateway, Test Outside Interactions with Narrow Integration Tests, Third-Party Components
- gemba, Go to gemba, Define goals and guardrails
- "general direction" roadmap, Option 2: General Direction
- generalizing specialists, Generalizing Specialists
- The Goal (Goldratt), Further Reading
- goals, defining, Define goals and guardrails
- going dark, Taking Breaks
- Goldratt, Eliyahu
- Google, Safety, Are You Really Gonna Need It?
- governance
- green-field codebase, If there’s no valuable green-field work to do…
- Grenning, James, Conversational estimating, Eat the Onion from the Inside Out
- Group Genius: The Creative Power of Collaboration (Sawyer), Further Reading
- groupthink, Norming: We’re #1
- Groupthink: Psychological Studies of Policy Decisions and Fiascoes (Janis), Norming: We’re #1
- Growing Object-Oriented Software, Guided by Tests (Freeman and Pryce), Alternatives and Experiments
- guardrails, Define goals and guardrails
- "A Guide to Threat Modeling for Developers" (Gumbley), Threat Modeling
- Gumbley, Jim, "A Guide to Threat Modeling for Developers", Threat Modeling
H
- Half-Baked Objects, Time Dependencies and Half-Baked Objects
- happy path, Eat the Onion from the Inside Out
- Haukness, Gabriel, Designing remote collaboration
- heartbeat retrospective, Types of Retrospectives
- Heaton, Robert, "Migrating bajillions of database records at Stripe", Further Reading
- Hendrickson, Elisabeth, Quality
- "Hexagonal Architecture" (Cockburn), Separate Infrastructure and Logic
- Hodgson, Peter, Further Reading
- Hohmann, Moses, Innovation Games: Creating Breakthrough Products through Collaborative Play, Further Reading, Experiments and Further Reading
- holacracy, Into the Future
- honesty, with stakeholders, Be Honest
- Hope, Jeremy, Beyond Budgeting, Experiments and Further Reading
- horizontal scaling, Scaling Horizontally
- horizontal stripes, Keep Your Options Open
- horizontal-market software, Horizontal-Market Software
- HR policies, changing, Change Harmful HR Policies
- Humble, Jez, Continuous Delivery, Further Reading, How to Use Continuous Deployment
- Hunt, Andrew, The Pragmatic Programmer: Your Journey to Mastery, Once and Only Once, Further Reading
- hustle, Show Some Hustle
- hybrid-remote team, Designing remote collaboration
I
- IFM (see Incremental Funding Methodology)
- impact mapping, Impact Mapping
- Impact Mapping (Adzic), Further Reading, Further Reading
- impediment removal
- about, Impediment Removal
- alternatives to, Alternatives and Experiments
- changing responses, Soup: Change your response
- Circles and Soup approach, Circles and Soup
- control, Control: Take direct action
- experimenting with, Alternatives and Experiments
- identifying impediments, Identifying Impediments
- indicators of, Indicators
- influence, Influence: Persuade or recommend
- prerequisites for, Prerequisites
- questions regarding, Questions
- Implementation Patterns (Beck), Further Reading
- improvement
- improvement charts, Improvement Charts
- in person, compared with virtual, Team Room
- in-house custom development, In-House Custom Development
- in-person equipment/supplies, team rooms and, In-person equipment and supplies
- incident analysis
- about, Quality, Incident Analysis
- alternatives to, Alternatives and Experiments
- closing, 5. Close the retrospective
- conducting, Conducting the Analysis
- experimenting with, Alternatives and Experiments
- incident accountability, Incident Accountability
- indicators of, Indicators
- nature of failure, The Nature of Failure
- organizational learning, Organizational Learning
- prerequisites for, Prerequisites
- preventing failure, 4. Decide what to do
- questions regarding, Questions
- incident report, Organizational Learning
- incidents, Incident Analysis
- incremental design
- about, Design, Incremental Design
- ADRs (architectural decision records), Application architecture
- alternatives to, Alternatives and Experiments
- application architecture, Application architecture
- design levels, Levels of Design
- experimenting with, Alternatives and Experiments
- how it works, How Incremental Design Works
- indicators of, Indicators
- prerequisites for, Prerequisites
- questions regarding, Questions
- risk-driven architecture, Risk-Driven Architecture
- Incremental Funding Methodology, Alternatives and Experiments
- incremental releases, Incremental Releases
- incremental requirements
- increments
- Industrial XP, Teamwork
- influencer leadership role, Shared Leadership
- info alerts, Monitoring and Alerting
- Information (SIS), Understanding Change
- information radiator (see big visible chart)
- informative workspace
- about, Ownership, Informative Workspace
- alternatives to, Alternatives and Experiments
- big visible charts, Big Visible Charts
- experimenting with, Alternatives and Experiments
- gaming, Gaming
- indicators of, Indicators
- informative charts, Improvement Charts
- prerequisites for, Prerequisites
- questions regarding, Questions
- subtle cues, Subtle Cues
- infrastructure wrapper, Test Outside Interactions with Narrow Integration Tests
- infrastructure, separating from logic, Separate Infrastructure and Logic
- Innovation Games: Creating Breakthrough Products through Collaborative Play (Hohmann), Further Reading, Experiments and Further Reading
- innovation, sparking, Spark creativity and innovation
- insights
- Inspire: How to Create Tech Products Customers Love (Cagan), Experiments and Further Reading
- instructor leadership role, Shared Leadership
- integration, Five-Minute Integration
- Integration stage, in change, Understanding Change
- interactions
- interactive, compared with one-way, Team Room
- internal quality, How to Build Quality In
- Internet access, respecting differences in, Designing remote collaboration
- Inverse Conway Maneuver, Scaling Horizontally
- investing in agility
- "Is Design Dead?" (Fowler), Further Reading
- issue tracking software (issue tracker), Fix Bugs Immediately
- iterated waterfall, If waterfall governance is required…
- iterating, What Is Agile?
- iteration commitments, Making and Meeting Iteration Commitments
- iteration demo (see stakeholder demo)
- iteration retrospective (see heartbeat retrospective)
- iteration timebox, capacity and, Capacity and the Iteration Timebox
- iterations
- "It's Not Just Standing Up: Patterns for Daily Standup Meetings" (Yip), Further Reading
J
- J-curve, Make Time for Learning
- Janis, Irving L., Groupthink: Psychological Studies of Policy Decisions and Fiascoes, Norming: We’re #1
- Jeffries, Ron, Design
- Jira, Visual Tracking
- (see also Agile Lifecycle Management software)
- Jones, Capers, No Bugs
- Joy, Inc. (Sheridan), Further Reading
- "just the facts" roadmap, Option 1: Just the Facts
K
- kaikaku, Making Changes, If management isn’t supportive…
- kaizen, Making Changes, If management isn’t supportive…
- Kanban, If management isn’t supportive…, Cadence
- (see also continuous flow)
- Kanban (Anderson), Further Reading
- Kaner, Sam, Quality
- Katzenback, John R., The Wisdom of Teams: Creating the High Performance Organization, Further Reading, What Makes a Team?, Further Reading
- Kerievsky, Joshua, Teamwork, Improvement, Collaboration
- Kerth, Norm
- key ideas
- building in quality, No Bugs
- collective ownership, Continuous flow
- continuous improvement, Retrospectives
- embracing failure, Incident Analysis
- face-to-face conversation, Team Room
- fast feedback, Why TDD Works
- feedback and iteration, Real Customer Involvement
- last responsible moment, Adapt Your Plans
- minimizing work in progress, Slice Your Increments
- optimizing for maintenance, Five-Minute Integration
- self-organizing teams, A Team of Peers
- simplicity, Simple Design
- key stakeholders, Identify the Purpose
- keybindings, Tools and keybindings
- keystones, Keystones
- Kim, Gene
- Kline, Nancy, Time to Think: Listening to Ignite the Human Mind, Further Reading
- Klitgaard, Gitte, Safety
- knowledge silos, Working with Unfamiliar Code
- KPIs (Key Performance Indicators), Document the Purpose
L
- Lacey, Mitch, "Adventures in Promiscuous Pairing: Seeking Beginner's Mind", Further Reading
- Langr, Jeff, Pairing Stations
- large-scale change, Large-Scale Change
- Large-Scale Scrum (LeSS), LeSS
- Large-Scale Scrum: More with LeSS (Larman), Adopting LeSS
- Larman, Craig, Large-Scale Scrum: More with LeSS, Adopting LeSS
- Larsen, Diana, Understanding Change, Accountability, Further Reading, The Role of Agile Management, Improvement, Quality, Into the Future
- last responsible moment, Adapt Your Plans
- Late Status Quo stage, in change, Understanding Change
- "later map", in story mapping, 1. Determine scope
- lateral movement, of coaches, Team Capability
- Law of Mobility, Work simultaneously
- leaderful teams, Shared Leadership
- leadership, What Is Agile?
- Lean Software Development: An Agile Toolkit (Poppendieck), Further Reading, Ownership
- Lean Startup, Validated Learning
- The Lean Startup (Ries), Your First Increment, Quality, Validated Learning
- learning value, Valuable Increments, Adaptability
- learning, making time for, Make Time for Learning
- legacy code, automating, Automating Legacy Code
- The Leprechauns of Software Engineering: How Folklore Turns Into Fact and What to Do About It (Bossavit), Further Reading
- LeSS (Large-Scale Scrum), LeSS
- Level Up Agile with Toyota Kata (Boeg), Alternatives and Experiments
- liftoff, Charter the Purpose
- Liftoff: Start and Sustain Successful Agile Teams (Larsen and Nies), Teamwork, Further Reading, Prospective Analysis
- Lindstrom, Lowell, When Estimating Is Difficult
- The Little Book of Impediments (Perry), Further Reading
- Little, Todd, Accountability, A date and scope example
- "Schedule Estimation and Uncertainty Surrounding the Cone of Uncertainty", Further Reading
- living requirements document, The Living Requirements Document
- local builds, Local builds
- logging, Logging
- long-lived teams, Choose or Create Agile Teams
- loops, in TDD, Loops and generalization
- "lost" iteration, Incomplete Stories
M
- Maestro: A Surprising Story about Leading by Listening (Nierenberg), Further Reading
- maintenance, optimizing for, Five-Minute Integration
- management
- about, Management
- alternatives to, Alternatives and Experiments
- delegatory, Delegatory Management, Alternatives and Experiments
- experimenting with, Alternatives and Experiments
- gemba, Go to gemba, Define goals and guardrails
- indicators of, Indicators
- measurement dysfunction, Measurement Dysfunction
- measurement-based, Management
- need for metrics, When Metrics Are Required
- prerequisites for, Prerequisites
- questions regarding, Questions
- role of Agile management, The Role of Agile Management
- Theory X, Theory X and Theory Y
- Theory Y, Theory X and Theory Y
- management buy-in, for change, Get Management Buy-In-If management isn’t supportive…
- Manns, Mary Lynn, More Fearless Change: Strategies for Making Your Ideas Happen, If management isn’t supportive…, Further Reading
- Marick, Brian, Ownership
- Marquet, L. David, Turn the Ship Around! A True Story of Turning Followers into Leaders, Further Reading, Experiments and Further Reading
- maturity, fluency and, The Agile Fluency Model
- Maverick (Semler), Into the Future
- McCarthy, Seth, Designing remote collaboration
- McConnell, Steve, Software Estimation: Demystifying the Black Art, Further Reading
- McGeady, Steven, Demonstrate
- McGregor, Douglas, Theory X and Theory Y
- McMillan, Dennis, Designing remote collaboration
- Meadows, Kevin, Mob Programming: A Whole Team Approach, Further Reading
- measurement dysfunction, Measurement Dysfunction
- measurement-based management, Management
- measurements, inconsequential, Make measurements inconsequential
- Measuring and Managing Performance in Organizations (Austin), Accountability, Why Measurement Dysfunction is Inevitable, Further Reading
- medium upgrades, for team rooms, Designing remote collaboration
- meetings, stories and, Meetings and overhead
- merciless refactoring (see reflective design)
- method, Practicing Agile
- metrics
- microliths, Components → Microliths
- "Migrating bajillions of database records at Stripe" (Heaton", Further Reading
- milestone retrospective, Types of Retrospectives
- Miller, Brent, Designing remote collaboration
- mind maps, Impact Mapping
- miracle of collaboration, How to Win the Planning Game
- MMF (Minimum Marketable Feature) (see valuable increments)
- mob programming
- about, Collaboration, Mob Programming
- alternatives to, Alternatives and Experiments
- asking for help and, Always ask, always help
- energized work and, Supporting Energized Work
- experimenting with, Alternatives and Experiments
- how it works, How to Mob
- indicators of, Indicators
- mobbing station, The Mobbing Station
- prerequisites for, Prerequisites
- process of, Making Mobbing Work
- questions regarding, Questions
- team size and, Team Size
- why it works, Why Mobbing Works
- Mob Programming: A Whole Team Approach (Zuill and Meadows), Further Reading
- mobbing (see mob programming)
- mobbing station, The Mobbing Station
- mock-ups, Mock-ups, customer examples, and completion criteria
- modeling behaviors, Model the behaviors you want to see
- modular monolith, Microliths → Modules
- modules
- "monitor" alerts, Monitoring and Alerting
- monitor leadership role, Shared Leadership
- monitoring, Monitoring and Alerting
- Montagna, Frank, "The Effective Post-Fire Critique", Step 1: The Prime Directive (5 minutes), Further Reading
- More Fearless Change: Strategies for Making Your Ideas Happen (Manns), If management isn’t supportive…, Further Reading
- MoSCoW, Committed resources
- Mueller, Robert S., Why Agile Won
- multi-team development, Identify the Purpose
- multistage integration builds, Multistage Integration Builds
- mute mapping, Work simultaneously, Affinity estimating, Step 3: Mute Mapping (15 minutes)
- MVP (minimum viable product), Your First Increment
N
- Naked Planning, Ownership, Detectives’ whiteboard
- narrow integration tests, Test Outside Interactions with Narrow Integration Tests
- narrow tests, Rely on Narrow Unit Tests
- navigator, Why Pair?
- Nelson, Ryan, Adaptive rather than predictive
- New Status Quo stage, in change, Understanding Change
- Newman, Sam, Building Microservices, Further Reading
- Nierenberg, Roger, Maestro: A Surprising Story about Leading by Listening, Further Reading
- Nies, Ainsley, Liftoff: Start and Sustain Successful Agile Teams, Teamwork, Further Reading, Prospective Analysis
- "No Silver Bullet: Essence and Accident in Software Engineering" (Brooks), Controlling Complexity
- no bugs, No Bugs
- noise cancellation, with situational awareness, Alternatives and Experiments
- nonfunctional concerns, Splitting and Combining Stories
- nonfunctional requirements, “Nonfunctional” stories
- nonfunctional stories, “Nonfunctional” stories
- norming, Supporting Energized Work, Norming: We’re #1
- "now map", in story mapping, 1. Determine scope
O
- observability, Metrics and Observability
- OKRs (Objectives and Key Results), Document the Purpose
- Olfert, Jeff, Designing remote collaboration
- "On Paid Programming" (Bockeler and Siessegger), Further Reading
- on-site customers, Customer Skills
- Once and Only Once, Once and Only Once
- one-way communication, compared with interactive, Team Room
- Open Space Technology (Owen), Work simultaneously
- operation stories, Operation and security stories
- operations documentation, working incrementally and, Operations documentation
- operations skills, Operations, Team Size
- operations, splitting stories based on, Splitting and Combining Stories
- optimizing teams, Valuable Increments
- Optimizing zone (Agile Fluency Model)
- option value, Valuable Increments, Adaptability
- organizational antibodies, If concrete commitments are required…, Accountability
- organizational capacity, scaling and, Organizational Capability
- organizational constraints, Invest in Agility, Organizational Constraints
- organizational culture, adaptive planning and, Adaptive Planning and Organizational Culture
- organizational learning, Organizational Learning
- organizational safety, Allow yourself to be vulnerable
- organizations, what they value, Choose Your Agility
- Orzell, Greg, Quality
- osmotic communication, The cocktail party effect
- Osterwalder, Alexander, Testing Business Ideas, Experiments and Further Reading
- outsourced custom development, Outsourced Custom Development
- overhead, stories and, Meetings and overhead
- oversight, accountability and, Accountability and Oversight
- overtime, The role of overtime
- Owen, Harrison, Open Space Technology, Work simultaneously
- ownership
- about, Ownership
- capacity, Capacity-Alternatives and Experiments
- collective, Continuous flow
- customer examples, Customer Examples-Further Reading
- "done-done", “Done Done”-Alternatives and Experiments
- informative workspace, Informative Workspace-Further Reading
- slack, Slack-Further Reading
- sources, Ownership
- stand-up meetings, Stand-Up Meetings-Further Reading
- task planning, Task Planning-Further Reading
P
- pair programming
- about, Collaboration, Pair Programming
- alternatives to, Alternatives and Experiments
- asking for help and, Always ask, always help
- challenges with, Challenges
- effective navigating, Effective Navigating
- energized work and, Supporting Energized Work
- experimenting with, Alternatives and Experiments
- indicators of, Indicators
- pairing stations, Pairing Stations
- prerequisites for, Prerequisites
- process of, How to Pair
- questions regarding, Questions
- reasons for, Why Pair?
- teaching via, Teaching Through Pairing
- team size and, Team Size
- pairing (see pair programming)
- pairing stations, Pairing Stations
- partially-remote teams, Virtual Team Rooms
- "Patterns for Managing Source Code Branches" (Fowler), Further Reading
- Patterns of Enterprise Application Architecture (Fowler), Further Reading
- Patterson, Kerry, Crucial Accountability: Tools for Resolving Violated Expectations, Broken Commitments, and Bad Behavior, Go to gemba, Further Reading
- Patton, Jeff, Alternatives and Experiments
- peacemaker leadership role, Shared Leadership
- Pearce, Craig L., Shared Leadership: Reframing the Hows and Whys of Leadership, Further Reading
- peers, teams of, A Team of Peers
- penetration testing, Penetration Testing and Vulnerability Assessments
- pentesting (see penetration testing)
- people, as resources, Boundaries and interactions
- people-oriented, compared with process-oriented, People-oriented rather than process-oriented
- Peopleware: Productive Projects and Teams (DeMarco), Further Reading
- performance
- permissions, Available skills
- Perry, Thomas L., The Little Book of Impediments, Further Reading
- personal connections, in team rooms, Designing remote collaboration
- personal development, Personal Development
- The Phoenix Project (Kim), Further Reading
- physical team rooms, Physical Team Rooms, Adopting a physical team room
- PI (Program Increment) Planning, My Recommendation
- ping-pong pairing, Communication style
- pinning tests (see characterization tests)
- pioneer leadership role, Shared Leadership
- Pixton, Pollyanna, The Agile Culture: Leading through Trust and Ownership, Experiments and Further Reading
- planning
- about, Planning
- adaptive, Planning, Adaptive Planning-Further Reading
- incremental requirements, Incremental Requirements-Further Reading
- the planning game, The Planning Game-Alternatives and Experiments
- predictive, Planning
- real customer involvement, Real Customer Involvement-Experiments and Alternatives
- sources, Planning
- stories, Stories-Alternatives and Experiments
- task, Task Planning
- visual, Planning
- Planning Extreme Programming (Beck), Ownership, Further Reading
- the planning game
- about, 4. Play the planning game, 7. Play the planning game, The Planning Game
- alternatives to, Alternatives and Experiments
- experimenting with, Alternatives and Experiments
- facing reality, Facing Reality
- how to play, How to Play
- indicators of, Indicators
- iterating, Iterating the Planning Game
- keeping options open, Keep Your Options Open
- prerequisites for, Prerequisites
- prioritizing development decisions, Prioritizing Development Decisions
- questions regarding, Questions
- using, How to Create Your Plan
- winning, How to Win the Planning Game
- working agreements and, The planning game
- planning horizons, How to Create Your Plan
- planning poker, Conversational estimating
- planning tools (see Agile Lifecycle Management software)
- platform development, Platform Development
- platform teams, Scaling Horizontally
- Plavcan, Matt, Designing remote collaboration
- player-coach, Player-coaches
- Pool, Dave, Designing remote collaboration
- Poppendieck, Mary and Tom, Delegate Authority and Responsibility to Teams
- portfolio vision, Identify the Purpose
- portfolios, scaling, Scaling Products and Portfolios-My Recommendation
- positive feedback, Learn how to give and receive feedback
- post-mortem (see incident report)
- potentially shippable increment, Valuable Increments
- power dynamics, Support your growing trust with three-fold commitment
- The Power of a Positive No: How to Say No and Still Get to Yes (Ury), Further Reading
- practices, Practicing Agile
- practitioner-coach, Practitioner-coaches
- The Pragmatic Programmer: Your Journey to Mastery (Hunt), Once and Only Once, Further Reading
- predefined release dates, Predefined Release Dates
- predictability, balancing with adaptability, Balancing Adaptability and Predictability
- predictive design, Alternatives and Experiments
- predictive, compared with adaptive, Adaptive rather than predictive
- Prime Directive, Step 1: The Prime Directive (5 minutes)
- Primitive Obsession, Once and Only Once, Primitive Obsession and Data Clumps
- The Principles of Product Development Flow (Reinertson), Further Reading
- priorities, splitting stories based on, Splitting and Combining Stories
- process, Practicing Agile
- process-oriented, compared with people-oriented, People-oriented rather than process-oriented
- product backlog (see visual planning)
- product backlog item (see stories)
- product management (aka product ownership), Product management (aka product ownership)
- product owner (see product management)
- product vision, Identify the Purpose
- product-based governance, Agile Governance
- productivity, compared with capacity, Capacity Is Not Productivity
- products
- program backlog (see visual planning)
- programmer errors, Prevent programmer errors
- programming skills, Programming, design, and architecture
- Project Aristotle, Safety
- Project Retrospectives (Kerth), Improvement, Further Reading
- project-based governance, Agile Governance
- "Promiscuous Pairing and Beginner's Mind: Embrace Inexperience" (Belshee), Further Reading
- promoter leadership role, Shared Leadership
- promoting the purpose, Promote the Purpose
- prospective analysis, Prospective Analysis
- prototype, Questions
- Pryce, Nat, Growing Object-Oriented Software, Guided by Tests, Alternatives and Experiments
- psychological safety, Understanding Psychological Safety
- published interfaces, Published Interfaces
- pull requests, Pull Requests and Code Reviews
- pull system, How to Create Your Plan
- purpose
- about, Purpose
- alternatives to, Alternatives and Experiments
- chartering, Charter the Purpose
- chartering session, Commit to the purpose
- committing to, Commit to the purpose
- consenting to vision, Consent to the vision
- documenting, Document the Purpose
- example, Document the Purpose
- experimenting with, Alternatives and Experiments
- identifying, Identify the Purpose
- improving mission, Improve the mission
- indicators of, Indicators
- iterating, Iterate the Purpose
- prerequisites for, Prerequisites
- promoting, Promote the Purpose
- questions regarding, Questions
- reviewing draft, Review the draft purpose
- revising indicators, Revise the indicators
- using, How to Create Your Plan
- vision and, Start With the Vision
- working incrementally and, Purpose and visual plan
Q
- quality
- Quartel, Ron, FAST
R
- real customer involvement
- about, Real Customer Involvement
- alternatives to, Experiments and Alternatives
- experimenting with, Experiments and Alternatives
- horizontal-market software, Horizontal-Market Software
- in-house custom development, In-House Custom Development
- outsourced custom development, Outsourced Custom Development
- personal development, Personal Development
- platform development, Platform Development
- prerequisites for, Prerequisites
- questions regarding, Questions
- results, Results
- vertical-market software, Vertical-Market Software
- real-time communication, compared with asynchronous, Team Room
- refactoring
- about, Development, Refactoring
- alternatives to, Alternatives and Experiments
- compound, Compound refactorings
- evolutionary system architecture, Refactoring System Architecture
- experimenting with, Alternatives and Experiments
- in action, Refactoring in Action
- indicators of, Indicators
- prerequisites for, Prerequisites
- process of, How to Refactor
- questions regarding, Questions
- Refactoring Databases: Evolutionary Database Design (Ambler), Further Reading
- Refactoring to Patterns (Kerievsky), Further Reading
- Refactoring: Improving the Design of Existing Code (Fowler), How to Refactor, Further Reading, Code Smells, Further Reading
- reflective design
- about, Design, Reflective Design
- alternatives to, Alternatives and Experiments
- code smells, Code Smells
- experimenting with, Alternatives and Experiments
- how it works, How Reflective Design Works
- identifying improvements, Identifying Improvements
- in practice, Reflective Design in Practice
- incrementally refactoring, Incrementally Refactor
- indicators of, Indicators
- prerequisites for, Prerequisites
- questions regarding, Questions
- reverse-engineering, Reverse-Engineering the Design
- refusal, of team members, If a few team members refuse…
- Reina, Dennis, Trust and Betrayal in the Workplace, Further Reading
- Reinertson, Donald G., The Principles of Product Development Flow, Further Reading
- release, If Delivering teams don’t have control over their release processes…, Predefined Release Dates
- release plan (see visual planning)
- release train, Release Early, Release Often
- release-oriented deployment, Alternatives and Experiments
- releasing
- blind spot discovery and, Prerequisites
- compared with deploying, Keep the integration branch ready to release
- continuous deployment and, How to Use Continuous Deployment
- continuous integration and, Keep the integration branch ready to release
- early and often, Release Early, Release Often
- feature flags and, Feature Flags
- forecasting, Uncertainty and Risk
- no bugs and, No Bugs
- options and, Adaptability
- remote equipment/tools, for team rooms, Remote equipment and tools
- The Remote Facilitator's Guide (Clacey), Further Reading
- reproducible builds, Reproducible Builds
- request ID (see correlation ID)
- requirement errors, Prevent requirements errors
- requirements analysis, Work Incrementally
- research time, Dedicate time to exploration and experimentation
- Resistance stage, in change, Understanding Change
- resources
- responsibility, delegating to teams, Delegate Authority and Responsibility to Teams
- responsibility-authority double bind, Logging, 3. Generate insights
- results, for real customer involvement, Results
- retrospective objective, Step 5: Retrospective Objective (10–20 minutes)
- retrospectives
- about, Retrospectives
- alternatives to, Alternatives and Experiments
- applying individually, Applying Individual Agile Practices
- continuous improvement, Retrospectives
- experimenting with, Alternatives and Experiments
- heartbeat, Types of Retrospectives
- indicators of, Indicators
- iteration, Types of Retrospectives
- milestone, Types of Retrospectives
- prerequisites for, Prerequisites
- questions regarding, Questions
- types pf, Types of Retrospectives
- reviewer leadership role, Shared Leadership
- Ries, Eric, Experiments and Further Reading
- risk
- risk adjustment, Date and Scope Forecasts
- risk-driven architecture, Risk-Driven Architecture
- RISKOLOGY simulator, A date and scope example
- roadmaps
- about, Roadmaps
- Agile governance, Agile Governance
- alternatives to, Alternatives and Experiments
- corporate tracking tools, Corporate Tracking Tools
- "date and approximate scope", Option 3: Date and Approximate Scope
- experimenting with, Alternatives and Experiments
- "general direction", Option 2: General Direction
- indicators of, Indicators
- "just the facts", Option 1: Just the Facts
- prerequisites for, Prerequisites
- questions regarding, Questions
- troubleshooting, When Your Roadmap Isn’t Good Enough
- rollback, Roll back the deploy
- rolling-wave planning, How to Create Your Plan
- Rooney, Dave, Designing remote collaboration
- Rothman, Johanna, Behind Closed Doors: Secrets of Great Management, Further Reading
- runbooks, Operations documentation, Logging
- runtime assertions, in TDD, Special cases, error handling, and runtime assertions
S
- SaaS (Software as a Service), Vertical-Market Software
- SAFe (Scaled Agile Framework), My Recommendation, Release Early, Release Often
- safety
- about, Teamwork, Safety
- alternatives to, Alternatives and Experiments
- being open about mistakes, Be open about mistakes
- conflict and, Don’t shy away from conflict
- creating and, How to Create Safety
- curiosity and, Be curious
- enabling all voices, Enable all voices
- experimenting with, Alternatives and Experiments
- feedback and, Learn how to give and receive feedback
- in team rooms, Designing remote collaboration
- indicators of, Indicators
- leader's role in, Leaders’ Role
- organizational, Allow yourself to be vulnerable
- prerequisites for, Prerequisites
- psychological, Understanding Psychological Safety
- questions regarding, Questions
- using empathy, Use empathy
- vulnerability and, Allow yourself to be vulnerable
- Satir Change Model, Understanding Change
- Satir, Virginia, Understanding Change
- Sawyer, Keith, Group Genius: The Creative Power of Collaboration, Further Reading
- say/do ratio, measurement dysfunction and, Say/do ratio
- scaling
- "Schedule Estimation and Uncertainty Surrounding the Cone of Uncertainty " (Little), Further Reading
- schedule risks, Uncertainty and Risk
- Schein, Edward, Safety
- Schmaltz, David, Facing Reality
- scope, of forecasts, Date and Scope Forecasts
- Scrum, Facilitator-coaches
- Scrum Master, Generalizing Specialists
- The Scrum Team (see Whole Team)
- Seashore, Charles N., What Did You Say? The Art of Giving and Receiving Feedback, Norming: We’re #1
- second adopter syndrome, Team Capability
- secondary build, Multistage Integration Builds
- security stories, Operation and security stories
- security, addressing concerns with, Address Security Concerns
- self-discipline, in evolutionary system architecture, Self-discipline
- self-documenting code, Self-Documenting Code
- self-organizing teams, A Team of Peers
- Semler, Ricardo. Maverick, Into the Future
- 7 Rules for Positive, Productive Change (Derby), Further Reading
- shared leadership, Shared Leadership
- Shared Leadership: Reframing the Hows and Whys of Leadership (Pearce), Further Reading
- Shef, Brian, Designing remote collaboration
- Sheridan, Richard, Joy, Inc., Further Reading
- shift left, Testers’ Role
- Shore, James
- Shostack, Adam, Threat Modeling: Designing for Security, Threat Modeling
- Shotgun Surgery, Shotgun Surgery and Divergent Change
- Sierra, Kathy, Badass: Making Users Awesome, Further Reading
- Siessegger, Nina, "On Pair Programming", Further Reading
- simple design
- about, Design, Simple Design
- alternatives to, Alternatives and Experiments
- cohesion, Coupling and Cohesion
- coupling, Coupling and Cohesion
- experimenting with, Alternatives and Experiments
- fail fast, Fail Fast
- indicators of, Indicators
- "once and only once", Once and Only Once
- performance optimization, Performance Optimization
- prerequisites for, Prerequisites
- published interfaces, Published Interfaces
- questions regarding, Questions
- self-documenting code, Self-Documenting Code
- third-party components, Third-Party Components
- YAGNI (You Aren't Gonna Need It), YAGNI: You Aren’t Gonna Need It
- simultaneous brainstorming, Work simultaneously, 1. Brainstorm stories, 1. Brainstorm stories and cluster into small increments, 2. Brainstorm impacts, 5. Brainstorm increments, 2. Brainstorm possible outcomes, 2. The whole team brainstorms stories, Creating Tasks
- simultaneous conversation, enabling in team rooms, Designing remote collaboration
- SIS (Support, Information, and Structure), Understanding Change
- sit together (see team rooms)
- Site Reliability Engineering: How Google Runs Production Systems (Beyer), Roll back the deploy, Incident Analysis
- situational awareness, noise cancellation with, Alternatives and Experiments
- size, of teams, Team Size
- Skelton, Matthew, Team Topologies, Scaling Horizontally, My Recommendation
- skepticism, of team members, If team members are skeptical…
- skills
- slack
- Slack: Getting Past Burnout, Busywork, and the Myth of Total Efficiency (DeMarco), Further Reading, Further Reading
- Sloss, Benjamin Treynor, DevOps
- Smith, Matt, The Wisdom of Teams: Creating the High Performance Organization, What Makes a Team?, Further Reading
- smoke tests, Use Broad Tests Only as a Safety Net
- sociable tests, Rely on Narrow Unit Tests, Write Sociable Tests
- Sociocracy, Into the Future
- Software By Numbers (Denne), Focus on One Increment at a Time, Further Reading
- Software Estimation: Demystifying the Black Art (McConnell), Further Reading
- solitary tests, Rely on Narrow Unit Tests
- special stories, Special Stories
- Specification by Example (Adzic), Further Reading
- spike (see spike solutions)
- spike solutions
- about, Development, Spike Solutions
- alternatives to, Alternatives and Experiments
- design experiments, Design Experiments
- experimenting with, Alternatives and Experiments
- indicators of, Indicators
- making time for, Making Time for Spikes
- prerequisites for, Prerequisites
- questions regarding, Quick Questions, Questions
- third-party dependencies, Third-Party Dependencies
- spike stories, Spike stories
- splitting stories, Splitting and Combining Stories
- sponsor (see executive sponsor)
- sponsor commitment, Sponsor commitment
- Spotify, Sample team rooms
- Sprint backlog (see task planning)
- Sprint planning (see the planning game)
- Sprint review (see stakeholder demo)
- Sprint Zero, Your First Week
- sprints (see iterations)
- Squashed Errors, Squashed Errors and Coddled Nulls
- Squirrel, Douglas, Agile Conversations, Further Reading, Use empathy
- stable teams, Stable teams
- Stack Overflow, Are You Really Gonna Need It?
- staffing teams, Staffing the Team
- stakeholder demos
- about, Stakeholder Demos
- alternatives to, Alternatives and Experiments
- cadence, The Demo Cadence
- conducting, How to Conduct a Stakeholder Demo
- experimenting with, Alternatives and Experiments
- feedback loops, Feedback Loops
- indicators of, Indicators
- preparing for, Be Prepared
- prerequisites for, Prerequisites
- questions regarding, Questions
- troubleshooting, When Things Go Wrong
- stakeholder trust
- about, Accountability
- alternatives to, Alternatives and Experiments
- delivering on commitments, Deliver on Commitments
- empathy, Show Some Empathy
- experimenting with, Alternatives and Experiments
- honesty, Be Honest
- hustle, Show Some Hustle
- indicators of, Indicators
- managing problems, Manage Problems
- prerequisites for, Prerequisites
- questions regarding, Questions
- respecting customer goals, Respect Customer Goals
- value book, Make Stakeholders Look Good
- stakeholders
- stand-up meetings
- about, Ownership, Stand-Up Meetings
- alternatives to, Alternatives and Experiments
- daily stand-up meeting, How to Hold the Daily Stand-Up
- experimenting with, Alternatives and Experiments
- indicators of, Indicators
- length of, Be Brief
- prerequisites for, Prerequisites
- process for, How to Hold the Daily Stand-Up
- questions regarding, Questions
- standards, defining, Define standards
- The Startup Owner's Manual (Blank), Experiments and Further Reading
- Stellman, Andrew, Team Capability
- step (in story maps), 2. Define steps
- stop the line, Resolving Deployment Failures
- stories
- about, Stories
- alternatives to, Alternatives and Experiments
- architecture and, Architecture, design, technical infrastructure
- bug, Bug stories
- clean-up, Clean-up stories
- clustering into increments, 2. Cluster stories into increments
- combining, Splitting and Combining Stories
- creating, How to Create a Story
- customer-centric, Customer Value
- customers prioritizing, How to Play
- design and, Architecture, design, technical infrastructure
- documentation, Documentation stories
- estimating, Estimating Stories
- experimenting with, Alternatives and Experiments
- incomplete, Incomplete Stories
- indicators of, Indicators
- measurement dysfunction and, Stories and story points
- meetings and, Meetings and overhead
- nonfunctional, “Nonfunctional” stories
- operation, Operation and security stories
- overhead and, Meetings and overhead
- prerequisites for, Prerequisites
- questions regarding, Questions
- security, Operation and security stories
- sizing, 1. Customers decide the scope of the plan
- special, Special Stories
- spike, Spike stories
- splitting, Splitting and Combining Stories
- technical infrastructure and, Architecture, design, technical infrastructure
- tiny, Tiny stories
- storming, Storming: Group adolescence
- story mapping, Story Mapping
- story points, measurement dysfunction and, Stories and story points
- stream-aligned teams, Scaling Horizontally
- Strengthening zone (Agile Fluency Model), Strengthening Zone
- strong code ownership, Alternatives and Experiments
- strong-style pairing, Communication style
- Structure (SIS), Understanding Change
- Structured Design: Fundamentals of a Discipline of Computer Program and Systems Design (Yourdon), Coupling and Cohesion
- structured logs, Logging
- Support (SIS), Understanding Change
- sustainable pace (see energized work)
- synchronous integration, Synchronous Versus Asynchronous Integration
- system architecture, Evolutionary System Architecture
- (see also application architecture)
- systemic errors, Prevent systemic errors
T
- T-shaped people (see generalizing specialists)
- tablets
- task grid, Task grid
- task planning
- about, Ownership
- alternatives to, Alternatives and Experiments
- cadence, Cadence
- continuous flow, Continuous flow
- creating tasks, Creating Tasks
- cross-team dependencies, Cross-Team Dependencies
- detectives' whiteboard, Detectives’ whiteboard
- emergency requests, Emergency Requests
- experimenting with, Alternatives and Experiments
- first week, Your First Week
- incomplete stories, Incomplete Stories
- indicators of, Indicators
- iteration commitments, Making and Meeting Iteration Commitments
- iterations, Iterations
- prerequisites for, Prerequisites
- questions regarding, Questions
- task grid, Task grid
- using, How to Create Your Plan
- visual tracking, Visual Tracking
- task-oriented direction, Shared Leadership, Shared Leadership
- tasks
- TCR (test and commit or revert), Alternatives and Experiments
- TDD (test-driven development)
- about, Applying Individual Agile Practices, Development, Test-Driven Development
- alternatives to, Alternatives and Experiments
- disadvantages of, Step 5: Repeat
- example of, A TDD Example-Special cases, error handling, and runtime assertions
- experimenting with, Alternatives and Experiments
- indicators of, Indicators
- prerequisites for, Prerequisites
- process of, How to Use TDD
- questions regarding, Questions
- why it works, Why TDD Works
- team, Alignment
- team capability, scaling and, Team Capability
- team dynamics
- about, Team Dynamics
- adjourning stage, Adjourning: Separating and moving on
- alternatives to, Alternatives and Experiments
- communication, collaboration and interaction, Communication, Collaboration, and Interaction
- components of teams, What Makes a Team?
- experimenting with, Alternatives and Experiments
- forming stage, Forming: The new kid in class
- indicators of, Indicators
- mob programming and, Team dynamics
- norming stage, Norming: We’re #1
- prerequisites for, Prerequisites
- questions regarding, Questions
- shared leadership, Shared Leadership
- storming stage, Storming: Group adolescence
- team development, Team Development
- team synergy, Performing: Team synergy
- toxic behavior, Toxic Behavior
- team rooms
- about, Team Room
- alternatives to, Alternatives and Experiments
- asking for help, Always ask, always help
- cocktail party effect, The cocktail party effect
- collaboration in, Secrets of Collaboration
- consent vote, Seek consent
- creating, Create Team Rooms
- creating visualizations, Create visualizations
- designing, Designing your team room
- designing remote collaboration, Designing remote collaboration
- dropping in/out, Drop in and drop out
- experimenting with, Agree to experiment, Alternatives and Experiments
- in-person equipment/supplies, In-person equipment and supplies
- indicators of, Indicators
- junior members, Junior team members
- multiple teams, Multiple teams
- osmotic communication, The cocktail party effect
- physical, Physical Team Rooms, Adopting a physical team room
- prerequisites for, Prerequisites
- questions regarding, Questions
- remote equipment/tools, Remote equipment and tools
- sample, Sample team rooms
- simultaneous brainstorming, Work simultaneously
- virtual, Virtual Team Rooms
- team synergy, Performing: Team synergy
- Team Topologies (Skelton), Scaling Horizontally, My Recommendation
- teamwork
- about, Teamwork
- alternatives for, Alternatives and Experiments
- coaching skills, Coaching Skills
- customer skills, Customer Skills
- development skills, Development Skills
- experimenting with, Alternatives and Experiments
- generalizing specialists, Generalizing Specialists
- indicators of, Indicators
- prerequisites for, Prerequisites
- quantity of customers, Team Size
- questions regarding, Questions
- self-organizing teams, A Team of Peers
- sources, Teamwork
- staffing the team, Staffing the Team
- team of peers, A Team of Peers
- team size, Team Size
- whole team/hole, Whole Team
- whole team/hole team, The Hole Team Revisited
- technical debt (see internal quality)
- technical infrastructure, stories and, Architecture, design, technical infrastructure
- technical skills (see development skills)
- telemetry, Paranoiac Telemetry
- ten-minute rule, Agree to experiment
- test double, Write Sociable Tests
- Test-Driven Development: By Example (Beck), Further Reading
- test-first programming (see TDD (test-driven development))
- "Testing Without Mocks: A Pattern Language" (Shore), Further Reading
- Testing Business Ideas (Osterwalder and Bland), Experiments and Further Reading
- testing skills, Testing, Team Size
- tests (see fast, reliable tests)
- Theory X management, Theory X and Theory Y
- Theory Y management, Theory X and Theory Y
- third-party dependencies, Third-Party Dependencies
- threat modeling, Threat Modeling
- Threat Modeling: Designing for Security (Shostack), Threat Modeling
- three-fold commitment, Support your growing trust with three-fold commitment
- Time Dependencies, Time Dependencies and Half-Baked Objects
- Time to Think: Listening to Ignite the Human Mind (Kline), Further Reading
- "To a Mouse" (poem), Manage Problems
- toxic behavior, Toxic Behavior
- traceability, Address Security Concerns
- transforming idea, Understanding Change
- troubleshooting
- trunk-based development, The Many Flavors of Continuous Integration
- trust, What Is Agile?
- Trust and Betrayal in the Workplace (Reina), Further Reading
- Tuckman, Bruce W., Team Development
- Turn the Ship Around! A True Story of Turning Followers into Leaders (Marquet), Further Reading, Experiments and Further Reading
- The Twelve-Factor App (Wiggins), Configuration, Further Reading
U
- ubiquitous language
- uncertainty, forecasting and, Uncertainty and Risk
- unit tests, Rely on Narrow Unit Tests
- (see also fast, reliable tests)
- Ury, William, The Power of a Positive No: How to Say No and Still Get to Yes, Further Reading
- user activities, 3. Distill out user activities
- user experience design (aka interaction design), User experience design (aka interaction design)
- user stories (see stories)
- User Story Mapping (Patton), Further Reading
- user tasks, in story maps, 2. Define steps
V
- validated learning, Validated Learning, Validated Learning
- valuable increments, Valuable Increments
- value book, Make Stakeholders Look Good
- value velocity, When Metrics Are Required
- value, in organizations, Choose Your Agility
- van Schoonderwoert, Nancy, No Bugs
- VCF (Virtual Case File), Why Agile Won
- Vegas rule, 1. Set the stage
- velocity (see capacity)
- vendoring, Dependency management
- vertical scaling, Scaling Vertically-Challenges and benefits of vertical scaling, Scaling Vertically and Horizontally, Vertical scaling
- vertical stripes, Keep Your Options Open, Your First Week
- vertical-market software, Vertical-Market Software
- video communication, compared with audio-only, Team Room
- virtual communication, compared with in person, Team Room
- virtual team rooms, Virtual Team Rooms
- vision, Start With the Vision, Consent to the vision
- visual planning
- about, Planning, Visual Planning
- alternatives to, Alternatives and Experiments
- breaking down increments, Breaking Down Increments
- cluster mapping, Cluster Mapping
- experimenting with, Alternatives and Experiments
- impact mapping, Impact Mapping
- indicators of, Indicators
- iterating, Iterating the Visual Plan
- prerequisites for, Prerequisites
- prospective analysis, Prospective Analysis
- questions regarding, Questions
- story mapping, Story Mapping
- using, How to Create Your Plan
- who does it, Who Plans?
- working incrementally and, Purpose and visual plan
- visual tracking, Visual Tracking
- visualizations, creating for team rooms, Create visualizations
- Vodde, Bas, Adopting LeSS, Organizational Constraints, Alternatives and Experiments
- vulnerability assessments, Penetration Testing and Vulnerability Assessments
- vulnerability, safety and, Allow yourself to be vulnerable
W
- Wake, Bill, Ownership
- walking skeleton, Your First Week, Keep the integration branch ready to release, Spike Solutions
- wall, creating for virtual team rooms, Designing remote collaboration
- waterfall governance, Replace Waterfall Governance Assumptions
- weak code ownership, Alternatives and Experiments
- What Did You Say? The Art of Giving and Receiving Feedback (Seashore), Norming: We’re #1
- whole team
- about, Whole Team, The Hole Team Revisited
- alternatives to, Alternatives and Experiments
- coaching skills and, Coaching Skills
- customer skills and, Customer Skills
- development skills and, Development Skills
- experimenting with, Alternatives and Experiments
- generalizing specialists and, Generalizing Specialists
- indicators of, Indicators
- of peers, A Team of Peers
- prerequisites for, Prerequisites
- questions regarding, Questions
- size of, Team Size
- staffing, Staffing the Team
- Wiggins, Adam, The Twelve-Factor App, Configuration, Further Reading
- WIP (Work In Progress), Slice Your Increments
- The Wisdom of Teams: Creating the High Performance Organization (Katzenback and Smith), Further Reading, What Makes a Team?, Further Reading
- Woods, David, Behind Human Error, Quality, Further Reading
- working agreements
- Working Effectively with Legacy Code (Feathers), Further Reading
- Working Effectively with Unit Tests (Fields), Further Reading
- wrapper, Third-Party Components
- Writely, Your First Increment
X
- XP (Extreme Programming)
- about, Why Agile Works
- as source, Teamwork, Planning, Ownership, Accountability, Improvement, Collaboration, Development, Design, DevOps
- case studies, No Bugs
- Delivering zone and, Achieving Delivering Fluency
- design, Design
- iterations and sprints in, Ownership
- ten-minute rule, Agree to experiment
Z
- zero friction
- about, Development
- alternatives to, Alternatives and Experiments
- automating, Automate Everything
- automating legacy code, Automating Legacy Code
- code editors, Know Your Editor
- controlling complexity, Control Complexity
- dependency management, Dependency management
- experimenting with, Alternatives and Experiments
- five-minute integration, Five-Minute Integration
- indicators of, Indicators
- local builds, Local builds
- one-second feedback, One-Second Feedback
- optimizing for maintenance, Five-Minute Integration
- prerequisites for, Prerequisites
- questions regarding, Questions
- reproducible builds, Reproducible Builds
- ZOMBIES mnemonic, Eat the Onion from the Inside Out
- Zuill, Woody, Mob Programming