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Agile World by Mind Map: Agile World

1. Personal Software Process (PSP)

1.1. IT only

1.2. by Watts Humphrey; late 1994

1.3. http://www.sei.cmu.edu/reports/00tr022.pdf

1.4. derived

1.4.1. Team Software Process (TSP)

1.4.1.1. IT only

1.4.1.2. by Watts Humphrey; 1996

1.4.1.3. https://en.wikipedia.org/wiki/Team_software_process

1.4.1.4. https://resources.sei.cmu.edu/asset_files/TechnicalReport/2000_005_001_13754.pdf

2. Test Driven Development (TDD)

2.1. IT only

2.2. https://en.wikipedia.org/wiki/Test-driven_development

2.3. derived

2.3.1. Acceptance Test Driven Development (ATDD)

2.3.1.1. IT only

2.3.1.2. Adds ‘A’ before TDD which stands for acceptance.

2.3.1.3. In ATDD the acceptance criteria are defined in early in application development process and then those criteria can be used to guide the subsequent development work.

2.3.1.4. ATDD is a collaborative exercise that involves product owners, business analysts, testers, and developers.

2.3.1.5. ATDD helps to ensure that all project members understand precisely what needs to be done and implemented.

2.3.1.6. http://www.amazon.com/Lean-Agile-Acceptance-Test-Driven-Development-Collaboration/dp/0321714083/

2.3.1.7. a.k.a.

2.3.1.7.1. Specification By Example (SBE)

2.3.1.7.2. Example-Driven Development (EDD)

2.3.1.7.3. Behavior Driven Development (BDD)

2.3.1.7.4. Story Test-Driven Development (SDD)

2.3.1.7.5. Functional Test Driven Development (FTDD)

2.3.1.7.6. Executable acceptance test-driven development (EATDD)

2.3.2. Developer Test Driven Development (DTDD)

2.3.2.1. IT only

2.4. derived

2.4.1. Context-Driven-Testing

2.4.1.1. IT only

2.4.1.2. http://context-driven-testing.com/

3. Domain Driven Design (DDD)

3.1. IT only

3.2. by Eric Evans

3.3. http://domaindrivendesign.org/

4. Joint Application Development (JAD)

4.1. IT only

4.2. by Chuck Morris, Tony Crawford; late 1970s

4.3. derived

4.3.1. Rapid Application Development (RAD)

4.3.1.1. IT only

5. Adaptive Project Framework

5.1. by Robert K. Wysocki Ph.D.

6. Continous Integration (CI)

6.1. IT only

6.2. by Grady Booch; 1991

6.3. https://en.wikipedia.org/wiki/Continuous_integration

6.4. derived

6.4.1. Continuous Deployment (CD)

6.4.1.1. IT only

7. eXtreme Programming (XP)

7.1. IT only

7.2. by Kent Beck, Erich Gamma; 1999

7.3. https://en.wikipedia.org/wiki/Extreme_programming

7.4. www.extremeprogramming.org/map/project.html

7.5. derived

7.5.1. eXtreme Manufacturing (XM)

7.5.1.1. by Joe Justice; 2012

7.5.1.2. https://en.wikipedia.org/wiki/EXtreme_Manufacturing

7.6. derived

7.6.1. Mob programming

7.6.1.1. IT only

7.6.1.2. by Hunter Industries; 2014

7.6.1.3. http://context-driven-testing.com/

8. Agile Data (AD)

8.1. IT only

8.2. by Scott Ambler

8.3. www.agiledata.org

9. Scaled Agile Framework (SAFe)

9.1. IT only

9.2. by Dean Leffingwell; 2012 v1.0

9.3. www.scaledagileframework.com

10. Feature Driven Developmement (FDD)

10.1. IT only

10.2. by Peter Coad, Jeff DeLuca; 1997

10.3. https://en.wikipedia.org/wiki/Feature-driven_development

11. Scrum

11.1. by Ken Schwaber, Sutherland, Beedle; 2001

11.2. www.scrum.org

11.3. www.scrumalliance.org

11.4. derived

11.4.1. Scrum-of-Scrums

11.4.1.1. http://guide.agilealliance.org/guide/scrumofscrums.html

11.5. derived

11.5.1. ScrumBan

11.6. derived

11.6.1. Large-Scale Scrum (LeSS)

11.6.1.1. by Craig Larman, Bas Vodde

11.6.1.1.1. http://www.craiglarman.com/

11.6.1.2. http://less.works/

11.6.1.3. derived

11.6.1.3.1. LeSS Huge

11.7. derived

11.7.1. Agility Path

11.7.1.1. by Ken Schwaber

11.8. derived

11.8.1. Scrum at Scale (ScrumPLoP)

11.8.1.1. by Jeff Sutherland, Alex Brown

11.8.1.2. www.scrumplop.org

11.8.1.3. http://www.scruminc.com/

11.9. derived

11.9.1. Scrum Nexus™ Framework

11.9.1.1. by Ken Schwaber; 2014/15

11.9.1.2. https://www.scrum.org/Resources/What-is-Scaled-Scrum

11.9.1.3. https://www.scrum.org/Resources/Nexus

11.10. derived

11.10.1. eXtreme Manufacturing (XM)

11.10.1.1. by Joe Justice; 2012

11.10.1.2. https://en.wikipedia.org/wiki/EXtreme_Manufacturing

11.11. derived

11.11.1. XSCALE

11.11.1.1. by Peter Merel; 2014

11.11.1.2. http://agiletng.org/2014/04/21/xscale/

11.12. derived

11.12.1. Spotify Tribal model

11.13. derived

11.13.1. Type A, B, and C Sprints

11.13.1.1. http://blog.xebia.com/type-c-scrum-explained/

11.13.1.2. https://www.scruminc.com/scrum-evolution-type-b-and-c-sprints/

12. Kanban

12.1. by David J.Anderson; 2010

12.2. derived

12.2.1. ScrumBan

12.2.1.1. by Corey Ladas; 2009

12.2.1.2. http://leansoftwareengineering.com/ksse/scrum-ban/

12.3. derived

12.3.1. eXtreme Manufacturing (XM)

12.3.1.1. by Joe Justice; 2012

12.3.1.2. https://en.wikipedia.org/wiki/EXtreme_Manufacturing

13. Lean Software Development

13.1. IT only

13.2. by Mary Poppendieck, Tom Poppendieck; 2003

14. Sappient|Approach

15. Unified Process

15.1. IT only

15.2. by Jacobson, Kruchten, Royce, Kroll

15.3. derived

15.3.1. Rational Unified Process (RUP)

15.3.1.1. IT only

15.3.1.2. by Philippe Kruchten (Director of Process Development)

15.3.1.3. derived

15.3.1.3.1. Dynamic Systems Development Method (DSDM)

15.3.1.4. derived

15.3.1.4.1. Open Unified Process (OpenUP)

15.3.1.4.2. Essential Unified Process (EssUP)

15.3.1.4.3. Agile Modelling (AM)

15.3.1.4.4. Agile Unified Process (AUP) status: EoL

15.3.1.4.5. Enterprise Unified Process (EUP)

16. Continuous Delivery (CD)

16.1. IT only

16.2. Continuous Delivery doesn't mean every change is deployed to production ASAP. It means every change is proven to be deployable at any time

16.3. https://en.wikipedia.org/wiki/Continuous_delivery

17. Crystal Methodologies

17.1. IT only

17.2. by Allistar Cockburn; 1998

17.3. Comprised of a family of agile methodologies such as Crystal Clear, Crystal Yellow, Crystal Orange and others.

17.4. Crystal Clear

17.4.1. 2004

17.5. Crystal Yellow

17.6. Crystal Orange

17.6.1. 1998

17.7. Crystal Orange Web

17.7.1. 2001

17.8. Crystal Red

17.9. Crystal Maroon

17.10. Crystal Diamond

17.11. Crystal Sapphire

18. Adaptive Software Development (ASD)

18.1. IT only

18.2. by Jim Highsmith, Sam Bayer; 2000

18.3. https://en.wikipedia.org/wiki/Adaptive_software_development

19. DevOps

19.1. IT only

19.2. derived

19.2.1. Rugged DevOps

20. This freeware, non-commercial mind map was carefully hand crafted with passion and love for learning and constant improvement ... (please share, like and give feedback - your feedback and comments are my main motivation for further elaboration. THX!)

20.1. Questions / issues / errors? What do you think about my work? Your comments are highly appreciated. Please don't hesitate to contact me for :-) Mirosław Dąbrowski, Poland/Warsaw.

20.1.1. http://www.miroslawdabrowski.com

20.1.2. http://www.linkedin.com/in/miroslawdabrowski

20.1.3. https://www.google.com/+MiroslawDabrowski

20.1.4. https://play.spotify.com/user/miroslawdabrowski/

20.1.5. https://twitter.com/mirodabrowski

20.1.6. miroslaw_dabrowski

21. Legend

21.1. Icon

21.1.1. means this approach is dedicated to large scale a.k.a. Scaling Agility

21.2. Icon

21.2.1. means this approach is dedicated to IT only

22. What is Agile?

22.1. Agile Manifesto

22.1.1. http://agilemanifesto.org/

22.1.2. 17 It industry veterans met at Snowbird Resort on February 11-13 2001 and created Agile Manifesto

22.1.2.1. Introduced 4 Values and 12 Principles defining Agile for Software Development

22.1.3. disciplines that gave rise to the Agile Manifesto

22.1.3.1. Extreme Programming, SCRUM, Dynamic Systems Development Method (DSDM®), Adaptive Software Development, Crystal, Feature-Driven Development, Pragmatic Programming.

22.2. Agile Alliance

22.2.1. http://www.agilealliance.org/

22.3. Agile currently is buzzword, a marketing term

22.3.1. Agile is like any other newly introduced popular concept. “… Everybody is talking about it. Very few are doing it and those who are, are doing it badly” (James O. Coplien)

22.3.2. Agile as a word by it's own simply means - nothing more than merketing term.

22.3.2.1. there are so many Agile methodologies, Agile standards, Agile techniques, Agile tools, Agile good / best agile practices, Agile frameworks etc., that 'Agile' word itself is to general

22.3.3. Agile is a generic description of a “Style of Working” and Philosophy.

22.3.3.1. Not only style of working on project but rather culture in ENTIRE organization including also it's management level, clients and partners

22.3.3.2. ‘Agile Project Management’ is perhaps an oxymoron

22.4. The Agile Mindset, Values and Principles

22.4.1. 4 Agile Value

22.4.1.1. 1. Individuals and interactions over processes and tools

22.4.1.2. 2. Working software over comprehensive documentation

22.4.1.3. 3. Customer collaboration over contract negotiation

22.4.1.4. 4. Responding to change over following a plan

22.4.2. 12 Agile Principles

22.4.2.1. 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.

22.4.2.2. 2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.

22.4.2.3. 3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.

22.4.2.4. 4. Business people and developers must work together daily throughout the project.

22.4.2.5. 5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.

22.4.2.6. 6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.

22.4.2.7. 7. Working software is the primary measure of progress.

22.4.2.8. 8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.

22.4.2.9. 9. Continuous attention to technical excellence and good design enhances agility.

22.4.2.10. 10. Simplicity - the art of maximizing the amount of work not done - is essential.

22.4.2.11. 11. The best architectures, requirements, and designs emerge from self-organizing teams.

22.4.2.12. 12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

22.4.3. The unlimited number of Agile Practices

22.4.3.1. The 'forest' of Agile Methods, Frameworks, Standards ...

22.4.3.1.1. Being Agile vs Doing Agile

22.5. Agile is a umbrella term enclosing different methodologies, tools, techniques, practices and frameworks

22.5.1. In Agile community umbrella symbolizes different approaches in implementing Agile Manifesto but yet all from them are "Agilelish"

22.5.2. SCRUM, Lean, KANBAN, XP are not ‘Agile Project Management’ practices but rather team level practices

22.5.2.1. No Project Manager role

22.5.2.2. No project definition and etablished project / programme governance

22.5.2.3. ...

22.6. Plan-Driven Projects vs. Change-driven Project Projects

22.6.1. Traditional (waterfall or sequential) Project Management metaphor

22.6.1.1. Railway metaphor

22.6.1.1.1. Moving forward, based on delivering predicted upfront requirements in accepted tolerances with limited tolerance to change, destination (final product specification) is known upfront and it will hardly change to any other destination

22.6.1.1.2. Changing course of train based on requirements

22.6.1.2. a.k.a. Plan-driven

22.6.1.2.1. build around paradigm of process

22.6.1.3. defined process control model

22.6.1.3.1. All work is understood before execution

22.6.1.3.2. Given a well-defined set of inputs, the same outputs are generated every time

22.6.1.3.3. Follow the pre-determined steps to get known results

22.6.2. Agile (iterative + incremental + adaptive) Project Management metaphor

22.6.2.1. Sailing metaphor

22.6.2.1.1. Embracing change of requirements, finding TRUE value for stakeholders by experimenting, testing, changing status quo.

22.6.2.1.2. Adapting / changing course of sailing based on business TRUE business needs and priorities, which could be different than requirements

22.6.2.2. a.k.a. Change-driven

22.6.2.2.1. build around paradigm of change / adaptation

22.6.2.3. empirical (adaptive) process control model

22.6.2.3.1. Frequent inspection and adaptation occurs as work proceeds

22.6.2.3.2. Processes are accepted as imperfectly defined

22.6.2.3.3. Outputs are often unpredictable and unrepeatable

22.7. Agile is best for complex projects

22.7.1. Simple (straightforward)

22.7.1.1. Everything is known and predicatable

22.7.1.2. Characteristics

22.7.1.2.1. Repeating patterns and consistent events

22.7.1.2.2. Clear cause‐and‐effect

22.7.1.2.3. Well establish knowns

22.7.1.2.4. Fact based management

22.7.1.3. Leader’s/Manager’s job

22.7.1.3.1. Use best practices

22.7.1.3.2. Extensive communication not necessary

22.7.1.3.3. Establish patterns and optimize to them

22.7.1.3.4. Command and control

22.7.2. Complicated

22.7.2.1. More is known than unknown

22.7.2.2. Characteristics

22.7.2.2.1. More predictability than unpredictability

22.7.2.2.2. Fact‐based management

22.7.2.2.3. Experts work out wrinkle

22.7.2.3. Leader’s/Manager’s job

22.7.2.3.1. Utilize experts to gain insights

22.7.2.3.2. Use metrics to gain control

22.7.2.3.3. Sense, analyze, respond

22.7.2.3.4. Command and control

22.7.3. Complex

22.7.3.1. More is unknown than known

22.7.3.2. Characteristics

22.7.3.2.1. More predictability than unpredictability

22.7.3.2.2. Fact‐based management

22.7.3.2.3. Experts work out wrinkle

22.7.3.3. Leader’s/Manager’s job

22.7.3.3.1. Create bounded environments for action

22.7.3.3.2. Increase levels of interaction and communication

22.7.3.3.3. Servant leadership

22.7.3.3.4. Generate ideas

22.7.3.3.5. Probe, sense, respond

22.7.4. Chaotic (unpredictable)

22.7.4.1. Very little is known

22.7.4.2. Characteristics

22.7.4.2.1. High Turbulence

22.7.4.2.2. No clear cause‐and‐effect

22.7.4.2.3. Unknowables

22.7.4.2.4. Many decisions and no time

22.7.4.3. Leader’s/Manager’s job

22.7.4.3.1. Immediate action to re‐establish order

22.7.4.3.2. Prioritize and select actionable work

22.7.4.3.3. Look for what works rather than perfection

22.7.4.3.4. Act, sense, respond

22.7.5. See also Cynefin framework (by Dan Snowden)

22.7.5.1. different view on Cynefin Framework

22.7.5.2. https://www.youtube.com/watch?v=N7oz366X0-8

22.7.6. Relating Complexity and Management Style

22.8. Agile is about delivering "best possible value" not maximum possible value

22.8.1. VALUE is NOT the same as BENEFIT

22.8.1.1. Benefits

22.8.1.1.1. Benefit is about outputs

22.8.1.1.2. Benefit is a objective

22.8.1.1.3. Benefit is an advantage to stakeholders (internal or external to the organization)

22.8.1.1.4. Benefit can be financial and non financial

22.8.1.1.5. Benefit can be ...

22.8.1.1.6. Benefit MUST be measurable and observable

22.8.1.1.7. Benefits are identifiable and quantifiable

22.8.1.1.8. Benefits SHOULD have baselines

22.8.1.1.9. Benefits SHOULD have priorities

22.8.1.1.10. Benefits types:

22.8.1.1.11. in general benefit = delivered requirements on time, on budget, within scope etc.

22.8.1.2. Value

22.8.1.2.1. Value is about outcomes

22.8.1.2.2. Value is subjective

22.8.1.2.3. Value can be measurable (if required but not natural to use such techniques in any Agile approach)

22.8.1.2.4. Value can be ...

22.8.1.2.5. Values SHOULD have priorities

22.8.1.2.6. in general value = designed fit for purpose, as small as possible solution

22.9. Agile is about focusing on business value / outcome, not strictly project plan / output

22.9.1. Focusing on value delivery not on fixed product definition or strict adherence to plan

22.9.1.1. That's why most Agile approaches define Project Vision

22.10. Agile respects the urgency and importance of priorities conveyed by the customer / user, most prominently by incremental delivery and flexible sequencing

22.11. Agile respects the common sense that all requirements can not be known at the outset, particularly when the outcomes are intangible and subject to an evolving understanding.

22.11.1. “People don’t know what they want until you show it to them” (Steve Jobs, 1955 - 2011)

22.12. Agile is about empowering people, treating them as intellectual individuals

22.12.1. “You have to learn to manage in situations where you don’t have command authority, where you are neither controlled nor controlling. That is the fundamental change.” (Peter F. Drucker)

22.13. Agile is about working closely and constantly (active two side collaboration) with customer throughout (including more than just feedback loops)

22.13.1. “Never write when you can talk. Never talk when you can nod. And never put anything in an email“ (Eliot Spitzer)

22.14. Agile is about change, constant change which leads to better value

22.14.1. “If a process is too unpredictable or too complicated for the planned, (predictive) approach, then the empirical approach (measure and adapt) is the method of choice“ (Ken Schwaber)

22.14.2. "Move Fast and Break Things" Mark Zuckerberg, Facebook

22.14.3. "Change is the only constant." Heraclitus, Greek philosopher

22.15. Agile thinking / approach often requires mind change and cultural shift

22.15.1. Not every organization is ready for that change!

22.15.2. "It is quite difficult for a highly structured and seniority-based organization to mobilize itself for change, especially under noncrisis conditions. this effort collapses somewhere in the hierarchy" (K. Imai, I. Nonaka, H. Takeuchi)

22.15.3. "Scrum exposes every cultural dysfunction that impedes developing software [...] It is not an approach or process that can be modified to fit the existing organizational culture; the culture must change to enable Scrum" (K. Schwaber, J. Sutherland)

22.15.4. “We cannot become what we need by remaining what we are.” (John C. Maxwell)

22.16. Why Agile Works

22.16.1. 1. The customer's representative is in the driver's seat

22.16.2. 2. Quick reaction to the changing market and needs

22.16.3. 3. More visibility

22.16.4. 4. Ideal environment for development

22.16.5. 5. Self-manged teams

22.16.6. 6. Removes confusion and distraction

22.16.7. 7. No fortune tellers; Plan as you go

22.16.8. 8. Issues are less disruptive

22.16.9. 9. Continuous improvement

22.17. The 10 Golden Rules for Successful Agile Projects (by Keith Richards)

22.17.1. https://www.youtube.com/watch?v=P84PqqJV7Es

22.17.2. No. 1: Define the project objective in less than 10 words

22.17.2.1. You must start with the end in mind

22.17.2.2. You need to know exactly where you are going

22.17.2.3. The business case is your best friend

22.17.2.4. This will take you a long time to do

22.17.2.5. It will help you to kill a project going nowhere

22.17.2.6. The scope of the project will map on to this.

22.17.2.7. TIP

22.17.2.7.1. Can you write the project objective on a Post-it note with a flip chart marker?

22.17.3. No. 2: Build a team with those who say ‘can’

22.17.3.1. A lot of being agile is about options

22.17.3.2. If you get the right people you are half way there

22.17.3.3. Choose the right person above the right skill set

22.17.3.4. “If you think you can’t, you’re right” - Carol Bartz

22.17.3.5. You need collaboration and team spirit.

22.17.3.6. TIP

22.17.3.6.1. Ask a team member this question: Can I ask a favour?

22.17.4. No. 3: Go slow early to go fast later

22.17.4.1. This is counter intuitive

22.17.4.2. How much ‘DUF’ is enough? Answer EDUF!

22.17.4.3. Build from firm foundations

22.17.4.4. You must avoid analysis paralysis

22.17.4.5. Try and spot early solutioneering.

22.17.4.6. TIP

22.17.4.6.1. Ask yourself: Is it safe to move on?

22.17.5. No. 4: Look backwards to go forwards

22.17.5.1. Learn your lessons - both good and bad

22.17.5.2. Evolve the process - it has to evolve

22.17.5.3. If it doesn’t work - do something else!

22.17.5.4. Try this! - Review, Plan, Do

22.17.5.5. Share your experiences with other teams.

22.17.5.6. TIP

22.17.5.6.1. Ask yourself how many of your projects have ended with a project review.

22.17.6. No. 5: Change is great!

22.17.6.1. You need to anticipate change and embrace it

22.17.6.2. This allows a more accurate solution to result

22.17.6.3. Do not confuse the breadth of the scope with the depth

22.17.6.4. Evolve and converge on the solution with the right kind of change.

22.17.6.5. TIP

22.17.6.5.1. How do you feel when a customer says “I’ve changed my mind”?

22.17.7. No. 6: To be understood, seek first to understand.

22.17.7.1. Command and control may not work with Agile

22.17.7.2. Facilitation is a core competency

22.17.7.3. Big ears, big eyes, small mouth

22.17.7.4. You have to play with the cards you are dealt

22.17.7.5. This will give you ownership.

22.17.7.6. TIP

22.17.7.6.1. Try the 10 second silence when getting a progress update - nothing else can compete with it!

22.17.8. No. 7: Collect Actuals – this is the oxygen for your project

22.17.8.1. ‘You cannot control what you cannot measure’ - Tom de Marco

22.17.8.2. Meten is weten - to measure is to know

22.17.8.3. Start now - build a metrics database

22.17.8.4. Keep it simple to start with

22.17.8.5. Calibrate your estimates.

22.17.8.6. TIP

22.17.8.6.1. Do you know (to the nearest day) how much time was spent on testing during your last project?

22.17.9. No. 8: Use fat communication channels

22.17.9.1. Shift the communication traffic to bigger pipes

22.17.9.2. The written word is a silent killer

22.17.9.3. Go visual

22.17.9.4. Use workshops

22.17.9.5. “Never write when you can talk. Never talk when you can nod. And never put anything in an email“ (Eliot Spitzer)

22.17.9.6. TIP

22.17.9.6.1. Try turning a document over and take a look at what is on the back

22.17.10. No. 9: Work hard at controlling what you can’t control

22.17.10.1. Continuously manage external risks

22.17.10.2. You may get your team right but what about 3rd parties?

22.17.10.3. Are they playing by the same rules as you?

22.17.10.4. Get the team involved

22.17.10.5. Be ‘a bit of a worrier’.

22.17.10.6. TIP

22.17.10.6.1. Actively manage your risk log - it is not a storage area

22.17.11. No. 10: One more day? NO! We’ll catch up? NO!

22.17.11.1. Time focus is your greatest weapon

22.17.11.2. Force the issue – understand your condition

22.17.11.3. Timeboxes not milestones

22.17.11.4. If you are going to fail – fail early

22.17.11.5. Prioritise with MoSCoW – it should be natural.

22.17.11.6. TIP

22.17.11.6.1. Set a deadline and hit it - never extend it, not even once!

23. PRINCE2 Agile

23.1. by Keith Richards; 2015

23.2. https://www.axelos.com/qualifications/prince2-qualifications/prince2-agile

24. Management 3.0

24.1. https://management30.com/

25. Beyond Budgeting

25.1. http://bbrt.org/

26. Product Development Flow

27. The Vanguard Method

27.1. by John Seddon

27.2. https://www.vanguard-method.com/

27.3. https://en.wikipedia.org/wiki/The_Vanguard_Method

28. Radical Management

28.1. by Steve Denning

28.2. https://en.wikipedia.org/wiki/Steve_Denning

29. Theory of Constraints

29.1. by Eliyahu M. Goldratt; 1997

29.2. https://en.wikipedia.org/wiki/Theory_of_constraints

30. Enterprise Transition Framework (ETF)

30.1. by agile42

30.2. http://www.agile42.com/en/agile-transition/etf/

31. The Mikado Method

31.1. http://www.amazon.com/Mikado-Method-Ola-Ellnestam/dp/1617291218

32. Holocracy

32.1. by Brian Robertson; 2007

32.2. http://www.holacracy.org/

32.3. https://en.wikipedia.org/wiki/Holacracy

33. Evo methodology

33.1. by Tom Gilb; 1990s

34. Managed Agile Development Framework

34.1. by Charles G. Cobb; 2013

34.2. hybrid project-level framework

35. Agile Assessment Tools (a.k.a. Maturity Models)

35.1. DSDM/AgilePM Project Health Check Questionnairr (PHCQ)

35.1.1. by Miroslaw Dabrowski

35.2. Evidence Based Management (EBM)

35.2.1. by Ken Schwaber

35.2.2. http://www.ebmgt.org/

35.3. Comparative Agility

35.3.1. by Cohn

35.3.2. https://comparativeagility.com/

35.4. Agile and Lean Forrester’s assessment framework

35.4.1. by Forrester

35.4.2. https://www.forrester.com/Determine+If+Youre+Agile+And+Lean+Enough/fulltext/-/E-RES72701

35.5. Agile Realized Benefits & Improvements (AgileRBI)

35.5.1. by DavisBase Consulting

35.6. Scaled Agile Framework assessments

35.6.1. by Dean Leffingwell

35.6.2. http://www.scaledagileframework.com/new-team-and-release-train-self-assessments/

35.7. Agile Adoption Index

35.7.1. by Ahmed Sidky

35.7.2. http://agile2007.agilealliance.org/downloads/presentations/AgileAdoption_489.pdf

35.8. Sidky Agile Measurement Index (SAMI)

35.8.1. by Ahmed Sidky

35.9. Agile Journey Index (AJI)

35.9.1. by AgileBill Krebs

35.10. XP Evaluation Framework (XP:EF)

35.10.1. by AgileBill Krebs, Laurie Williams

35.11. Agile Coach Health Assessment

35.11.1. by Agile Transformation Inc.

35.11.2. http://www.agilityhealthradar.com/agile-coach-health-assessment/

35.12. TeamHealth Retrospective Assessment

35.12.1. by Agile Transformation Inc.

35.12.2. http://www.agilityhealthradar.com/teamhealth-assessment/

36. Recipes for Agile Governance in the Enterprise (RAGE)

36.1. https://www.cprime.com/rage/

37. Sociocracy 3.0

37.1. http://sociocracy30.org/

38. Liquid Organization Model

38.1. http://p2pfoundation.net/Liquid_Organization_Model

38.2. http://www.amazon.com/Liquid-Organization-Routledge-Management-Organizations/dp/0415706629

39. The Open Organization

39.1. https://www.redhat.com/en/explore/the-open-organization-book

40. The Agile Software Development Lifecycle

40.1. by BearingPoint / infonova, 2016

41. Agile Project Management

41.1. by Trans-Atlantic Consulting Group BV; Polychor, 2014

41.2. http://polychor.com/