[Required] Mind the Gap! - so warns the recording at Bank (London) station. The case studies in the book depict where this gap becomes corrosive. Surely the authors could not have predicted that likes of Bear Stearn's, GM will fail when they first wrote the book 10 years ago. Okay, so Agile and Lean are fundamentally changes in culture - with teams narrowing the "Knowing-Doing" gap

[Required] Somewhere between high school and getting a first job we loose the art of connecting - it becomes all to political, with titles getting in the way. The authors point out the need to find a bridge - see things from the 2nd person and 3rd person point of view. Communication being critical in any role, not just manager types, even more so in adoption of Agile practices

[Required] Program Management, is an art form well established in U.S government agencies. Unlike its brethren, Project Management, this art form is all over the map - no two companies have the same definition of Program Management, let alone practice this art with the same rigor as established by PMBok or PRINCE2 for projects. An excellent book for anyone involved in Program Management.

[Required] This handbook definitely brings into focus the practical and auditable steps one can readily implement the distilled steps of ITIL in a Technical Operations environment. It is an excellent basis for maturing the adoption of Agile practices - Kanban being the way to go for what is invariably a firefighting zone.