The Agile Enterprise
Building and Running Agile Organizations
- 2017
- Buch
- Verfasst von
- Mario E. Moreira
- Verlag
- Apress
Über dieses Buch
Discover how to implement and operate in an Agile manner at every level of your enterprise and at every point from idea to delivery. Learn how Agile-mature organizations adapt nimbly to microchanges in market conditions. Learn cutting-edge practices and concepts as you extend your implementation of Agile through the entireenterprise to meet customer needs.
Veteran Agile coach Mario Moreira argues that two critical conditions must be conscientiously cultivated at a company before it can expect to reap in full measure the business benefits of mature Agile. First, individuals at every level must be committed to the mindset and the implementation of practices rigorously focused on delivering value to the customer. Second, all employees must be empowered to take ownership. This holistic transformation wrenches the status quo and provokes a strong focus where customers and employees matter.
What You'll Learn
Establish an idea pipeline to quickly and productively evolve customer value through all levels of the enterpriseIncorporate a discovery mindset—experimental, incremental, design, and divergent thinking—and fast feedback loops to increase the odds that what you build aligns more closely to what customer wantsLeverage Lean Canvas, personas, story mapping, value stream mapping, Cost of Delay, servant leadership, self-organization, and more to deliver optimum value to customersUse continuous agile budgeting and idea pipelines at the senior levels of the enterprise to enable you to adapt to the speed of the marketReinvent human resources, portfolio management, finance, and many areas of management toward new roles in the enablement of customer valueMap a top-to-bottom and end-to-end holistic view of your Agile galaxy to gauge where you are today and where you’d like to go in your Agile futureBe truly Agile throughout your enterprise, focused on customer value and employees above all else
Who This Book Is For
Executives and senior management; sponsors of Agile within a company; ScrumMasters and Agile coaches, champions, and consultants; project management and quality assurance officers (PMOs and AMOs); portfolio managers; product managers and product owners; marketing and business managers; functional, middle, and resource managers; engineering heads and managers; cross-functional engineering/scrum teams; and entrepreneurs and venture capitalists
Inhaltsverzeichnis
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Frontmatter
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Chapter 1. Getting Started
Mario E. MoreiraAbstractImagine an enterprise where everyone focuses on the highest customer value, an enterprise that methodically yet quickly adapts toward high value and cuts the tail of lower-value work. -
Chapter 2. Envisioning a Customer-Value-Driven Enterprise
Mario E. MoreiraAbstractWhat is a customer-value-driven enterprise? It is a company that optimizes for what the customer considers valuable and more specifically what the customer is willing to buy and use. It is also a company that optimizes its internal organizational processes toward a focus on customer value. This type of company attempts to remove any organizational processes or activities that do not directly link to customer value. As a simple example, a status report requested by manager that has little or no direct benefit to what the customer finds as valuable should be eliminated since this task takes time from focusing on customer value. -
Chapter 3. Achieving Better Business Outcomes
Mario E. MoreiraAbstractI’m Agile, you’re Agile, everyone is Agile. Or folks think they are. But are they really? If Agile is implementing a mechanical process to you, then it’s not Agile. If Agile is pretending certainty without continuous feedback from customers, then it’s not Agile. If Agile is commanded from above with no ownership from teams, then it’s not Agile. Unfortunately, what is known as Agile in some places is certainly something, just not Agile. -
Chapter 4. Building Your Agile Galaxy
Mario E. MoreiraAbstractAgile has been in the limelight for well over a dozen years. Agile has secured its place within the software development community and now it is spreading into many other areas of business where the incremental nature and promise of better business outcomes are very tantalizing. Many people are realizing that a more iterative approach allows them the flexibility to adapt to the changing needs of customers and the continuous churning of the marketplace. Others would like to apply Agile because they are hearing about it from all corners of their professional life and think maybe its time to get on the bandwagon. For many reasons, there are real benefits that can be derived from applying Agile. -
Chapter 5. Activating an Agile Culture
Mario E. MoreiraAbstractPeople are often searching for the silver bullet to transport an enterprise toward Agile and the business benefits it can bring. For some, Agile has become little more than a superficial badge without aligning to the real cultural shift that is needed to truly become Agile. Many tend to lean toward implementing a set of mechanical practices or processes. While this is part of the equation, the most important part is having a commitment to adopt the Agile mindset. -
Chapter 6. Embracing Customers
Mario E. MoreiraAbstractWhat is a customer? A customer is someone who has a choice of what to buy and a choice of where to buy it. As it relates to your company, a customer pays you with money to help you stay in business by purchasing your product. Because of these simple facts, engaging the customer is of utmost importance. Customers are external to the company and it is their feedback that matters most. While you can find value in what an internal person says, it is an opinion and that person cannot provide your company with money. -
Chapter 7. Embracing Employees
Mario E. MoreiraAbstractOne of the Agile values and two of the Agile principles specifically focus on the importance of employees. The Agile value states, “Individuals and interactions over processes and tools.” The Agile principles state: “Business people and developers must work together daily throughout the project” and “Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.” -
Chapter 8. Evolving Roles in Your Agile Enterprise
Mario E. MoreiraAbstractAn Agile and customer-value-driven enterprise is an organization that optimizes its roles in a manner that focuses on the Agile values and principles and customer value. This focus may necessitate shifts within an enterprise. The first shift is that employee roles should evolve toward aligning as closely to the customer and the creation of customer value. The second shift is that enterprises should add Agile activities that support customer value and remove activities that do not directly link to customer value. -
Chapter 9. Building a Learning Enterprise
Mario E. MoreiraAbstractIn today’s fast-paced life where everything is changing around us and advancing toward new technology, processes, and cultures, it is important that you give yourself the opportunity to learn. Learning allows you to stay current with the latest trends and directions of your industry and allows you to incorporate new concepts, technologies, and practices to your work. -
Chapter 10. Applying a Discovery Mindset
Mario E. MoreiraAbstractBold moves in space exploration occurred because we dared to discover what lies beyond our world. Prior to our journeys into space, there were discoveries of unknown places on earth made by Portuguese, Italian, English, Spanish, Norse, Dutch, and Chinese explorers, among others. In our desire to discover the unknown and manage risks, a discovery mindset was applied. -
Chapter 11. Visualizing the Enterprise Idea Pipeline
Mario E. MoreiraAbstractAn enterprise idea pipeline provides transparency of your options and allows you to quickly be aware of and respond to high-value work. -
Chapter 12. Prioritizing with Cost of Delay
Mario E. MoreiraAbstractThrowing a bunch of products against a wall to see what sticks is a recipe for disaster. -
Chapter 13. Capturing Ideas with Lean Canvas
Mario E. MoreiraAbstractPaint a robust yet lean picture of an idea on a canvas to help those seeking to understand the idea and the value of the idea. -
Chapter 14. Incorporating Customer Feedback
Mario E. MoreiraAbstractIt’s not about achieving Agile for Agile’s sake. It’s about delivering customer value and achieving better business outcomes. -
Chapter 15. Establishing Your Requirements Tree
Mario E. MoreiraAbstractTo know if the highest-value ideas are being worked on, you need to recognize the parent/child relationships from idea to user stories. -
Chapter 16. Decomposing Ideas with Story Mapping
Mario E. MoreiraAbstractStory mapping points you at options that help validate customer value. -
Chapter 17. Connecting the Idea Pipeline to Backlogs
Mario E. MoreiraAbstractConnecting ideas at the top to user stories at the bottom helps everyone see the big and connected picture of the work. -
Chapter 18. Collaborating on User Stories
Mario E. MoreiraAbstractA user story is much more than a written artifact; it is a promise for a continued requirements conversation. -
Chapter 19. Promoting Agile Budgeting
Mario E. MoreiraAbstractThe key to budgeting is being able to adapt at the speed of the market. -
Chapter 20. Applying Agile Success Measures
Mario E. MoreiraAbstractWith any measures, you either use them or lose them. -
Chapter 21. Reinventing HR for Agile
Mario E. MoreiraAbstractHR is poised to reinvent its role to support an Agile world, the future of a value-driven enterprise, and happier, more productive employees. -
Chapter 22. Sharing an Agile Enterprise Story
Mario E. MoreiraAbstractStorytelling in Agile is a great way to open up a window into how Agile can operate and where you could be in the not-so-distant future. -
Backmatter
- Titel
- The Agile Enterprise
- Verfasst von
-
Mario E. Moreira
- Copyright-Jahr
- 2017
- Verlag
- Apress
- Electronic ISBN
- 978-1-4842-2391-8
- Print ISBN
- 978-1-4842-2390-1
- DOI
- https://doi.org/10.1007/978-1-4842-2391-8
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