Strategy, discovery, metrics, growth, pricing, design, delivery and leadership. Each entry says when it is the right one to pick up.
DeMarco and Lister argue that most projects fail for sociological reasons rather than technical ones, and they spend the book on the conditions that let people think.
Banfield, Eriksson and Walkingshaw cover leading product teams, drawing on interviews with many product leaders. Organised around building the team, working with customers and stakeholders, and how the role differs by company stage from startup through growth to enterprise.
Perri and Tilles describe product operations as a discipline with three pillars, which are data and insights, customer and market insights, then process and governance.
Kersten argues that funding projects with fixed scope and end dates is the wrong model for software, and proposes funding long lived product value streams instead.
Scott's framework places feedback on two axes of caring personally and challenging directly. Radical candour needs both, and the failure modes are ruinous empathy, obnoxious aggression and manipulative insincerity.
Wodtke teaches OKRs through a startup novella followed by a short handbook. The story shows the failure modes, including too many objectives, key results that measure activity, and no weekly cadence.
Neeley has researched distributed and global teams for two decades, and organises the book around the questions leaders actually ask about remote working.
Watts contrasts a good Scrum Master with a great one across a series of behaviours, using the acronym RETRAINED for the characteristics involved. Covers building the team, the servant leader stance, running the events well …
Gothelf and Seiden argue that software changed what a company can learn about its customers and how fast, and that management practice has not caught up. The first half describes the shift, which is from planning and executing to sensing what is happening and responding continuously.
Schwaber and Sutherland wrote this for managers and executives rather than teams. Covers why software projects fail on the traditional model, what Scrum changes about that, and how a manager should think about funding, governance and risk under an empirical approach.
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.
Cohn's book on adoption at organisational scale rather than team practice. Covers the ADAPT model for change, choosing whether to start with a pilot or go broad, the patterns of spreading practice across teams, and the specific …
Denning argues that agile practice at team level only pays off when the surrounding management model changes too. He frames this as three laws covering the small team, the customer, and the network.
Drucker's argument is that effectiveness is a habit that can be learned rather than a trait people are born with, and he sets out the practices that make it up.
Edmondson has researched psychological safety for decades and here sets out what it is, what it produces, and how a leader builds it. The first part defines the concept as a shared belief that a team is safe for interpersonal risk …