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AgileBaku

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Downloads

six-sigma-yellow-belt-handbookp (pdf)

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Team of Teams_ New Rules of Engagement for a Complex World ( PDFDrive ) (pdf)

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The Storyteller’s Secret From TED Speakers to Business Legends, Why Some Ideas Catch On and Others Don’t by Carmine Gallo (z-lib.org).epub (pdf)

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Essential-Kanban-Condensed-English (pdf)

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Kanban_Project_Management (pdf)

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drive-by-daniel-pink (pdf)

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Start-with-Why-by-Simon-Sinek (pdf)

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The_Scrum_Framework_by_International_Scrum_Institute (pdf)

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The Mom test (pdf)

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Rocket Surgery Made Easy (pdf)

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Running_Lean (pdf)

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Lean_Analytics (pdf)

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The Lean Startup - Erick Ries (pdf)

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Measure What Matters (pdf)

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Good Strategy_Bad Strategy (pdf)

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2020-Scrum-Guide-Azerbaijani (pdf)

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2020-Scrum-Guide-US (pdf)

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SWAY Guide_2.0 Az (pdf)

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Agile-Estimating-and-Planning (pdf)

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James Clear Atomic Habits (pdf)

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The Fearless Organization (pdf)

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The Coaching Habit (pdf)

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Sooner Safer Happier (pdf)

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The Fifth Discipline (pdf)

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Black Box Thinking by Matthew Syed (pdf)

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Daniel S. Vacanti - Actionable Agile Metrics for Predictability_ An Introduction-Daniel S. Vacanti, Inc. (2015) (pdf)

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Reynolds, Marcia - The Discomfort Zone_ How Leaders Turn Difficult Conversations Into Breakthroughs-Berrett-Koehler Publishers (2014) (pdf)

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Watts, Geoff - Scrum Mastery_ From Good to Great Servant Leadership-Inspect & Adapt Limited (2013) (pdf)

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Esther Derby, Diana Larsen, Ken Schwaber - Agile Retrospectives_ Making Good Teams Great-Pragmatic Bookshelf (2006) (pdf)

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Self-Organizing Agile Teams (pdf)

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Leadership Agility (pdf)

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Coaching Agile Teams (pdf)

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Enterprise Scaled Agile Overview (pdf)

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Implementing Lean and Agile in Software Development in industry (pdf)

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Agile Coaching (pdf)

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Covey - The 7 habits of highly effective people (pdf)

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Blue Book Kanban-eng (pdf)

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Agile Visualization Examples (pdf)

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Belbin (pdf)

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DAMONZ~1 (PDF)

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Frederic Laloux - Reinventing Organizations-Nelson Parker (2014) (1) (pdf)

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Kevin Oakes - Culture Renovation (2021, McGraw Hill LLC) - libgen.li (pdf)

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Choose-Your-WoW-Optimizing-Your-Way-of-Working-pdf (pdf)

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Soft-Skills (pdf)

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Frequently Asked Questions

Q#1 What are the 4 key values of agile?

  •  individuals and interactions over processes and tools;
  • working software over comprehensive documentation;
  • customer collaboration over contract negotiation; and.
  • responding to change over following a plan

Q#2 What is an agile culture?

 An agile culture is one that has a bias towards collaboration and cooperation and minimizes autocracy, control and bureaucracy. It pushes decision making down the organization to enable teams to take ownership of business outcomes and holds them to account. 

Q#3 What is a cross-functional team?

 

You will often hear agile teams described as cross-functional or at least aspiring to be. When a team is defending why they haven’t completed something at the end of a sprint and cries “the development is done, we have passed it over to the testers!”, or “it’s just waiting for dev ops to deploy it to production”…someone will often respond with “I thought you were supposed to be a cross-functional team?”.

So, what is a cross-functional team and how would having a truly cross-functional team help address the situation above?

Q#4 What is agile?

 What is Agile? Agile is an umbrella term for light-weight frameworks, tools and techniques that help teams and organizations achieve agility. Initially specifically aimed at Software development, following recognition by Harvard Business Review, McKinsey & Company etc. agile is now spreading rapidly to all parts and all types of organizations. 

Q#5 What is an agile coach?

 Think about your favourite sports team – or person. They will have a coach. In fact, many successful business people and politicians do too. Coaching is a profession that is more complex than it looks, but provides huge value when done well. 

Q#6 What is Kanban?

 

Considered to be one of the agile frameworks, alongside Scrum, XP, DSDM amongst others, Kanban has been gaining popularity as a lightweight method for helping teams deliver effectively.

Kanban is best described as “a method for optimizing the flow of valuable work”, as it is not guided by rules, but key principles

Q#7 What’s the most important thing to consider when you start down the Road to Agility?

 

ou have to understand throughout the journey that growing an Agile culture is both an art and a science. 

The “science” includes: 

  • Researching agile-based values
  • Running a survey to collect current customers, and employee input and feedback
  • Updating vision statements
  • Rolling out Scrums, etc. 

The “art,” handles working within the existing cultures and management styles to overcome organizational inertia. This is the hard part because it takes care of any resistance to change. You must keep building momentum to develop your organization’s agility.

Q#8 What other leadership skills and techniques are helpful to initiate and sustain the process?

Flexibility and Responsiveness. 

The ability to adjust plans as you get feedback at every step along the path. “Walk the walk” by using agile-based tools such as Scrums and Sprints to rollout work and plan your team’s task. For example, A two-weeks Sprint with Daily Scrums can be used to plan the rollout of the use of Scrums.

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