Odd-e - Scrum and Agile Coaching in Australia, Hong Kong, China, Japan, Korea, Philippines, Singapore, Thailand, and USA

Chapter 2: Variables in a Causal Loop Diagram
Chapter 2: Effects in a Causal Loop Diagram
Chapter 2: Unknown Effect in a Causal Loop Diagram
Chapter 2: Opposite Effect in a Causal Loop Diagram
Chapter 2: Constraints in a Causal Loop Diagram
Chapter 2: Goals in a Causal Loop Diagram
Chapter 2: Measurement Dysfunction Causal Loop
Chapter 2: Measurement Dysfunction with Go See Causal Loop
Chapter 2: Quick-Fix Causal Loop Diagram: Hire More Developers
Chapter 2: Quick-Fix Causal Loop Diagram: Hire Cheap Developers
Chapter 2: Extreme Effect Causal Loop Diagram: Cheap Low-Skilled Developers
Chapter 2: Delay in a Causal Loop Diagram: Low-Skilled and Code Quality
Chapter 2: Positive Feedback Loops: Quality of Developers Relationship to Quality of Code
Chapter 2: Mental Model in Causal Loop: Developers Make Us Go Faster
Chapter 2: Figure 2.2: Developers Secret Toolsbox Causal Loop
Chapter 2: Figure 2.3: Developers Secret Toolbox and Bug Fixing Delay Causal Loop
Chapter 2: Figure 2.6: Ishikawa Diagram
Chapter 3: Figure 3.1: Lean Thinking House
Chapter 3: Small Lean Thinking House
Chapter 3: Figure 3.2: Respect For People
Chapter 3: Figure 3.6: Three Sources of Waste
Chapter 3: Figure 3.8: How to Outlearn The Competition
Chapter 3: Figure 3.9: Lean Product Development Practices

Chapter 4: Figure 4.1: Thinking Mistake Regarding Queues in Systems with Variability
Chapter 4: Figure 4.2: Basic M/M/1/inf Queue
Chapter 4: Figure 4.3: M[X]/M/1/inf Queue More Common in Product Development with Variable Batches
Chapter 4: Figure 4.5: Benefits of Reducing Batch and Cycle Size
Chapter 4: Figure 4.6: Product Backlog Contains Several Queues
Chapter 5: Figure 5.1: Cockburn Scale
Chapter 5: Continuum of Practices
Chapter 7: Figure 7.1: What is a Feature Team
Chapter 7: Figure 7.3: Component Teams Leads to Waterfall Development
Chapter 7: Figure 7.4: Component Teams Leads to Less Valuable Features Being Developed
Chapter 7: Figure 7.5: Component Teams Leads to Ever-growing Development Groups Causal Loop Diagram
Chapter 7: Figure 7.6: Component Teams Leads to Ever-growing Development Groups Picture
Chapter 7: Figure 7.7: Component Teams Leads to Challenges in Planning and Coordination
Chapter 7: Figure 7.8: Feature Teams Switch the Coordination Problem to Code
Chapter 7: Figure 7.9: Feature Teams Still Have Specialization
Chapter 7: Figure 7.11: Transitioning to Feature Team by Reorganizing

Chapter 8: Figure 8.1: Cross-Functional Teams. Not Single Function Groups
Chapter 8: Figure 8.2: Team Performance Increases over Time
Chapter 8: Figure 8.3: Large-scale Scrum Teams
Chapter 8: Figure 8.4: Mismatch Between Skills Needed for a Backlog Item and Skills in the Team
Chapter 8: Figure 8.5. Not Recommended: Parallel Releases
Chapter 8: Figure 8.6: Parallel Releases Lead to Staircase Branching and Leads to a lot of Waste
Chapter 8: Figure 8.7: Recommended: Mainline Development
Chapter 9: Figure 9.1: Requirement Area Grouping in the Product Backlog
Chapter 9: Figure 9.2: Views on the Product Backlog are Created called Area Backlogs
Chapter 9: Figure 9.3: Every Area has an Area Product Owners
Chapter 9: Figure 9.4: Feature Teams Work inside One Area Teams
Chapter 10: Figure 10.1: Galbraiths Star Model for Organizational Design
Chapter 10: Figure 10.2: Continuous Product Development (without projects)
Chapter 10: Figure 10.3: Example Organizational Chart for an Feature Team/Requirement Area Organization
Chapter 10: Figure 10.4: Focus of Incentives Increases Dissatisfaction Causal Loop Diagram
Chapter 10: Figure 10.5: Joel Spolskys Business Plan
Chapter 11: Figure 11.1: Large Scale Scrum Framework 1 for up to Ten Teams
Chapter 11: Figure 11.2: Large Scale Scrum Framework 2 for More Than Ten Teams
Unpublished: Scrum with one team

Chapter 3: Non-Value Added Actions
Chapter 3: 14 Principles of the Toyota Way
Chapter 4: Simple Single-Arrival Queue
Chapter 4: Single Big Requirement Queue
Chapter 4: More Variability Queue
Chapter 7: Definition of a Feature Team
Chapter 7: Planning Spreadsheet for Component Teams
Chapter 8: Definition of a Team
Chapter 10: Two Alternative Futures According to Work-Redesign by Richard Hackman (80s)
Chapter 10: Product vs Project Development

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