Lean From the Trenches (For Linda Teigland) by Kniberg, Henrik -- Read -- Imperial Library of Trantor

Index

Lean from the Trenches Table of Contents What Readers Are Saying About Lean from the Trenches Foreword Preface

Who This Book Is For How to Read This Book New to Agile or Lean? Disclaimer Acknowledgments

Part 1: How We Work Chapter 1: About the Project

1.1 Timeline 1.2 How We Sliced the Elephant 1.3 How We Involved the Customer

Chapter 2: Structuring the Teams Chapter 3: Attending the Daily Cocktail Party

3.1 First Tier: Feature Team Daily Stand-up 3.2 Second Tier: Sync Meetings per Specialty 3.3 Third Tier: Project Sync Meeting

Chapter 4: The Project Board

4.1 Our Cadences 4.2 How We Handle Urgent Issues and Impediments

Chapter 5: Scaling the Kanban Boards Chapter 6: Tracking the High-Level Goal Chapter 7: Defining Ready and Done

7.1 Ready for Development 7.2 Ready for System Test 7.3 How This Improved Collaboration

Chapter 8: Handling Tech Stories

8.1 Example 1: System Test Bottleneck 8.2 Example 2: Day Before the Release 8.3 Example 3: The 7-Meter Class

Chapter 9: Handling Bugs

9.1 Continuous System Test 9.2 Fix the Bugs Immediately! 9.3 Why We Limit the Number of Bugs in the Bug Tracker 9.4 Visualizing Bugs 9.5 Preventing Recurring Bugs

Chapter 10: Continuously Improving the Process

10.1 Team Retrospectives 10.2 Process Improvement Workshops 10.3 Managing the Rate of Change

Chapter 11: Managing Work in Progress

11.1 Using WIP Limits 11.2 Why WIP Limits Apply Only to Features

Chapter 12: Capturing and Using Process Metrics

12.1 Velocity (Features per Week) 12.2 Why We Don’t Use Story Points 12.3 Cycle Time (Weeks per Feature) 12.4 Cumulative Flow 12.5 Process Cycle Efficiency

Chapter 13: Planning the Sprint and Release

13.1 Backlog Grooming 13.2 Selecting the Top Ten Features 13.3 Why We Moved Backlog Grooming Out of the Sprint Planning Meeting 13.4 Planning the Release

Chapter 14: How We Do Version Control

14.1 No Junk on the Trunk 14.2 Team Branches 14.3 System Test Branch

Chapter 15: Why We Use Only Physical Kanban Boards Chapter 16: What We Learned

16.1 Know Your Goal 16.2 Experiment 16.3 Embrace Failure 16.4 Solve Real Problems 16.5 Have Dedicated Change Agents 16.6 Involve People

Part 2: A Closer Look at the Techniques Chapter 17: Agile and Lean in a Nutshell

17.1 Agile in a Nutshell 17.2 Lean in a Nutshell 17.3 Scrum in a Nutshell 17.4 XP in a Nutshell 17.5 Kanban in a Nutshell

Chapter 18: Reducing the Test Automation Backlog

18.1 What to Do About It 18.2 How to Improve Test Coverage a Little Bit Each Iteration 18.3 Step 1: List Your Test Cases 18.4 Step 2: Classify Each Test 18.5 Step 3: Sort the List in Priority Order 18.6 Step 4: Automate a Few Tests Each Iteration 18.7 Does This Solve the Problem?

Chapter 19: Sizing the Backlog with Planning Poker

19.1 Estimating Without Planning Poker 19.2 Estimating with Planning Poker 19.3 Special Cards

Chapter 20: Cause-Effect Diagrams

20.1 Solve Problems, Not Symptoms 20.2 The Lean Problem-Solving Approach: A3 Thinking 20.3 How to Use Cause-Effect Diagrams 20.4 Example 1: Long Release Cycle 20.5 Example 2: Defects Released to Production 20.6 Example 3: Lack of Pair Programming 20.7 Example 4: Lots of Problems 20.8 Practical Issues: How to Create and Maintain the Diagrams 20.9 Pitfalls 20.10 Why Use Cause-Effect Diagrams?

Chapter 21: Final Words Appendix 1: Glossary: How We Avoid Buzzword Bingo