Modern Business Management, Fachbücher von Doug Dockery Laureen Knudsen

Chapter 1: Agile? What's Agile have to do with leading a business? This chapter covers the basics of agile from an executive's perspective. Why is agile important to them and why do they need to be directly involved in the transformation of their organization. It includes an overview of the Agile Manifesto. Agile Principles, and Agile Methods used today all from a "what's in it for me?" executive perspective. Sections include: Agile Manifesto Agile methods used today Isn't agile just for software development? Chapter 2: My Contrarian View, or All Unhappy Companies are Different Agile practices are failing in many companies, yet those that are succeeding in them are leading their markets. Why is this and how can they recognize why their own transformation is lacking. Includes 12 failure modes of agile transformations, covering everything from leadership to work modes. Sections include: Lack of Executive Leadership Failure to Transform Leader Behavior No Change to Organizational Structure No Business View of the Value Stream Failure to Decentralize Control Lack of Transformation Product Manager Failure to Create Fast Feedback Shortchanging Collaboration and Facilitation Failure to Transform Beyond IT Failure to Focus on People Ignoring the Path of the Individual Failure to Work from Backlogs Chapter 3: Where's My Flying Car? We were all promised great things by the year 2000. We were led to believe that we would have made great gains but it seems we are focusing more on globalization rather than. Innovation. This chapter describes basic premises they need to understand to set up a successful transformation of their business, including (sections in this chapter): Globalization vs. Innovation · How Outlook Affects Adoption · Minimum Viable Product and Iteration · Greatness Is Not Incremental Chapter 4: Three Simple Questions When we talk to customers, we always start by asking them 3 simple questions. We explain these questions in each section of the chapter: · Tell me about your teams · How does work flow in your organization? · How do you plan? We also describe some things we see depending on how they answer the questions. Things like "Feral Teams" who run amok and are so disjointed you can't tell what they are doing, or we discover if they are Optimized to Execute We tell them why focusing their agile practices at the team level will not work and direct them to review how they plan in the section called, "That Didn't Work, Let's Try This". We include a discussion on how to prioritize work by value. Chapter 5: Houston, We've Got a Chasm Most organizations have a chasm inherent in their organizations. They do annual or strategic planning and they use agile methods for their development teams but there is no good way to break down the information from year-long initiatives to 2 week sprints. This chapter highlights that chasm and talks about a framework we use to successfully link Portfolio or strategic planning to execution. Sections are called: · A Framework for Success ·Getting out of your own way· Streamlined Product Life Cycle Chapter 6: Introducing the Agile Organization In this chapter we review the House of Lean and it's main principles including how Lean and the Lean principles can be used throughout an entire organization. We begin to cover ways to bring agility into the entire organization, from finance, to the PMO office, strategy, human resources, sales, and marketing. · House of Lean · Lean Accounting · Portfolio and Program Management · Strategy · Human Resources (HR) · Sales (Channels) · Marketing Chapter 7: But Where is my Value (or We've Got a Chasm II) Companies can bring agile up and out in their organizations but they also need to implement that practices and put in the infrastructure they need to deliver more quickly. In this chapter we cover everything needed to ensure teams can deliver quickly, includi.