This is just based on what is available for preview on Amazon. Interestingly, I was able to see more pages in the preview I got on my iPad (up to page 20) than what I could get on my laptop (only up to page 4).
Looking through the table of contents, The Virtuous Cycle and The Vicious Cycle immediately caught my attention. I have commented about the virtuous and vicious cycles a few times in these forums in the past. I was a little disappointed to see that these sections were actually only a few paragraphs long but I'm still glad they're at least in there. Same kind of reaction about the sidebar on impediment sensitivity. I think this topic could bear more discussion. There are too many teams out there who are so inured to their own inadequacies that they think that "it's just the way it is." Or maybe it's just another consequence of the vicious cycle, where you're so focused on fixing big problems that keep popping up that things that don't slow you down as much can actually start looking like good things.
I was also glad to see "Technical Risk" mentioned in the "What is a Risk?" section but it would have been nice to see "unmanaged technical debt" listed under it explicitly instead of being relegated to anonymity in ", etc."
Overall, this looks to be a useful little book and a worthwhile read.
The best ideas are the crazy ones. If you have a crazy idea and it works, it's really valuable.—Kent Beck
Thanks, that is terrific feedback! I agree with you, some of these topics certainly could use a more thorough treatment then perhaps I gave them. It was my explicit intention at the time to keep the book short, so I made compromises in the topics that I explored in depth - I tried to focus on the areas that seemed most relevant to managing impediments, and I didn't explore other agile topics as thoroughly, because they didn't seem to be quite so central to impediments.
I think that there are many reasons why teams can become desensitized to impediments:
1) some teams just aren't all that bought in to Agile. They're going through the motions, but they aren't really committed to it in any disciplined fashion. In short: they suck
2) some are discouraged by a failure to act. They mentioned impediments, but they were either ignored, or the impediments were organizational impediments that they just felt were too overwhelming to deal with
3) they were actively discouraged by managers who didn't want to deal with the costs and/or political exposure of dealing with impediments. Dealing with organizational impediments can be expensive and requires courage.
4) I like your notion of their becoming too busy - I'm sure that happens too.
5) and I'm sure there are more...
I'm glad you found it useful overall - I'll have to make a few edits now :-)
Sr. Principal Transformation Consultant, CA Technologies
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