Strategy, discovery, metrics, growth, pricing, design, delivery and leadership. Each entry says when it is the right one to pick up.
Adzic's short book on a visual technique linking deliverables back to goals. The map has four levels asking why, who, how and what, so every feature traces to an actor whose behaviour must change in service of a measurable goal.
Two short books in one, the first comparing Scrum and Kanban as tools rather than as rival methods, the second a set of case studies from teams that used them.
Anderson's original Kanban book. Covers visualising the workflow, limiting work in progress, managing flow, making policies explicit, and improving collaboratively. The argument is for evolutionary change starting from the current process rather than a defined transition.
A book about applying lean and agile thinking above the level of a single team, written for organisations that already have a delivery capability and cannot start again.
Gothelf and Seiden apply lean and agile thinking to design practice. Assumptions are made explicit and turned into hypotheses, design happens collaboratively rather than in a studio, and the MVP is treated as a test rather than a small first version.
Berkun ran projects at Microsoft on Internet Explorer and Windows, and wrote about the parts of the job that are judgement rather than method. Chapters cover writing a vision document, working out what to do, making decisions on …
DeGrandis names five thieves of time being too much work in progress, unknown dependencies, unplanned work, conflicting priorities and neglected work. Each gets a chapter covering how to spot it, how to make it visible on a board, and the specific countermeasures.
A single volume account of the Scaled Agile Framework written by two of the people who built it. It works through the seven core competencies of business agility, then through the framework itself at team, programme, large …
Kniberg's field report on how one team ran Scrum and Extreme Programming together, written up as a set of decisions with the reasoning behind each. It covers how they wrote product backlogs, ran sprint planning, sized stories …
Basecamp's own working method, published free online and in print. Work runs in six week cycles with no extensions, is shaped at the right level of abstraction before it is bet on, and is handed to teams who take full responsibility for discovering the tasks.
Google's account of how it runs production systems, written by the engineers who do it. The central ideas are the service level objective as an explicit reliability target and the error budget that follows from it, which turns …
Google's account of the practices that let thousands of engineers work in one codebase over decades, organised around culture, processes and tools. The opening argument is that software engineering is programming integrated over …
McConnell separates an estimate from a target and a commitment, then builds a practical toolkit for producing the first of the three. He covers the cone of uncertainty, the principle of counting and computing before resorting to …
Smart and co authors present patterns and antipatterns for large scale ways of working change, drawn from banking and other regulated industries. Organised around the idea that better value sooner safer happier is the outcome to aim at rather than agile adoption itself.
Adzic's book on specification by example, sometimes published as Bridging the Communication Gap. Covers deriving scope from goals, specifying collaboratively, illustrating requirements with concrete examples, refining those into a …