Build Agile Cultures That Unleash Passion, Innovation, and Performance What do you want? Delighted customers. How do you get them? By rapidly delivering innovative, exciting products and services your customers will love to use. How do you do this? By uniting talented people around shared ideas and purpose, trusting them, helping them take ownership, and getting out of their way. It sounds easy—but you know it isn’t. To make it happen, you must create an agile culture: one that’s open to change and can respond quickly to whatever your customers need and desire. The Agile Culture gives you proven models, pragmatic tools, and handy worksheets for doing just that. Building on their experience helping hundreds of companies, three world-class experts help you align and unleash the talents of everyone in your organization. Step by step, you’ll learn how to move toward a culture of trust, in which everyone knows, owns, and improves the results. You’ll learn practical ways to refocus on differentiators and value, resurrect energy and innovation, deal more honestly with ambiguity and risk, and overcome resistance, no matter where it comes from. This text will help you go beyond buzzwords to transform the way you deliver software—so you can delight customers, colleagues, and executives. Coverage includes • Creating cultures of trust and ownership, in which individuals, teams, and organizations can do amazing things • Assessing where you stand, so you can move toward higher levels of performance, innovation, and motivation • Leading as an enabler, not a controller • Rebuilding trust where it’s been lost—or building it where it never existed • Clarifying quickly the design goals of any project, product, or process • Using iteration to reduce risk and make commitments you can keep • Managing uncooperative people (and processes) • Selecting metrics that focus on business value, foster trust, and don’t compromise ownership
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 entire enterprise 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 enterprise Incorporate 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 wants Leverage Lean Canvas, personas, story mapping, value stream mapping, Cost of Delay, servant leadership, self-organization, and more to deliver optimum value to customers Use continuous agile budgeting and idea pipelines at the senior levels of the enterprise to enable you to adapt to the speed of the market Reinvent human resources, portfolio management, finance, and many areas of management toward new roles in the enablement of customer value Map 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 future Be 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
How to Create an Agile Business in the Digital Age
Author: Simon Hayward
Publisher: Kogan Page Publishers
Category: Business & Economics
The Agile Leader exposes how leaders can safely guide their teams to organizational stability and prosperity through agile leadership and building an agile culture. With the rise of political unrest, protectionism and economic uncertainties, business leaders have to assess, react and implement strategies rapidly and with enough responsiveness to re-calibrate their efforts should circumstance change. When presented with key moments of choice, agility allows them to move quickly and responsively, and offer coping strategies for this unprecedented rate of change. By adopting agile ways of working that focus on facilitating mental agility, ruthlessly prioritizing, devolving decision-making, and investing in customer research, leaders will allow organizational learning and drive innovation, thus enabling their teams to flourish in this new uncertain world. With globally diverse and exciting case studies from top businesses including the British Fashion Council, Standard Chartered and Three, Dr Simon Hayward distills years of leadership research and consultancy work into an actionable agile leadership programme, which will deliver effective results for your business. The Agile Leader is an invaluable book for leaders looking to adapt and continuously evolve to match a complex business world.
Agile is a relatively recent methodology used in the development process of a project. Therefore, it is important to share new emerging knowledge with researchers and professionals interested in adopting an agile mindset. Emerging Innovations in Agile Software Development focuses on the use of agile methodologies to manage, design, develop, test and maintain software projects. Emphasizing research-based solutions for contemporary software development, this publication is designed for use by software developers, researchers, and graduate-level students in software engineering and project management programs.
Being Agile is your roadmap to successfully transforming your organization to an Agile culture. Veteran agile coach Mario Moreira teaches new adopters how to implement a robust Agile framework to derive from it the maximum business benefit in terms of customer value, revenue, and employee engagement. Agile is a ubiquitous watchword in the corporate world, but only a minority of companies understand and practice what they pay lip service to. Too many content themselves with half-baked approximations such as Fragile (fragile Agile), ScrumBut (Scrum but not the practices), and Scrum Fall (mini-waterfalls in the sprints). Moreira shows maturing early adopters how to bridge the chasm between going through the motions of doing Agile and genuinely being Agile. After a high-level synopsis of Agile’s values and principles, methodologies (including Scrum, Kanban, DSDM, Leam, VFQ, and XP), and roles, Moreira plunges into the nitty-gritty of how to apply the ready, implement, coach, and hone (RICH) deployment model to all phases of a project in such a way as to embody and inculcate agile values and principles at the team level and promote agile transformation across your organization's culture. What you’ll learn Agile professionals, project managers, and middle, senior, and executive management in software engineering and development divisions and enterprises who read this book will learn how to: Evaluate team candidates for traits, skills, behavior, and attitudes diagnostic of an Agile mindset Set up Agile planning tools and framework Map stakeholder engagement Validate ongoing application of Agile best practices Adapt Scrum teams and techniques for various needs and conditions Who this book is for The primary readership for this book comprises Agile professionals, product managers, and middle, senior, and executive management in software engineering and development divisions and enterprises. The secondary readership includes business analysts agile and software configuration managers. Table of Contents Getting Started Crossing the Agile Chasm Business Benefits of Being Agile Importance of Customer Engagement Importance of Employee Engagement Foundations of Agile Ready, Implement, Coach, Hone (RICH) Deployment Framework Motivations for Moving to an Agile Culture Achieving an Agile Mindset Evaluating Executive Support and Team Willingness Treating Agile as a Transformation Project Adapting to Agile Roles and Responsibilities Evaluating Agile, Engineering, and Team Capability Establishing Agile Measures of Success Constructing a Scalable Agile Framework Establishing an Agile Education Program Creating a Customer Validation Vision Writing User Stories and Grooming the Backlog Working with Story Points, Velocity, and Burndowns Constructing Done Criteria to Promote Quality Considering Agile Tools within an ALM Framework Implementing, Coaching, and Honing Activities Adapting Governance and Performance Reviews Three Case Studies in Adopting Agile
The Language, Structure, and Culture of the Agile Enterprise
Author: Rick Dove
Publisher: John Wiley & Sons
Category: Business & Economics
A clear, practical approach to making your organization more responsive to change Response Ability: The Language, Structure, and Culture of the Agile Enterprise helps companies keep up with an ever-changing business environment driven by the explosion and rapid application of new knowledge and increasing connectivity and communication. This twenty-first-century business primer identifies corporate characteristics that facilitate change and shows managers how to instill these competencies in every part of any organization. This user's manual for the new economy shows companies how to reconfigure themselves to respond quickly when a business situation demands rapid changes in organization, distribution logistics, production capability, innovation capability, resource procurement, product design, service strategy, or any other activity or competency. It provides a strategic context for lean operating practices, puts knowledge management and the learning organization in perspective, and offers a framework within which to apply today's best advice on new business practices and strategic focus. This timely guide is the ultimate resource for enterprises struggling to adjust to rapidly changing economic conditions and for managers at any level who must introduce agility into a department, division, or entire organization. It is also an excellent supporting reference and tutorial for all others who will take part in the transformation.
Chapter 1 looks at your role as a manager. How will your responsibilities change under Agile Business Management? What techniques can you use to manage your staff? Chapter 2 discusses your organisation’s relationship and interaction with its customers. What are their needs and goals, and how can you work together to achieve them? Chapter 3 provides the organisational context in which Agile Business Management operates. It discusses lean management structures and the techniques to manage different types of staff, teams and organisations. Chapter 4 looks at how you and your team work the “agile way” and describes tools and techniques to help optimise workflow, exploit change and manage customer requirements. The book closes with a look at associated financial models that support your Agile organisation, the processes you can use to run an Agile Business Management transformation, and the first steps to take towards that transformation.
Since he was tapped as IBM's CIO in 2014, Jeff Smith has been playing a second key role: transforming IBM's internal software development culture to one that mirrors the Agile, user-centered, data-driven, and cross-functional approach that characterizes today's Silicon Valley startups. Except he's doing it for a team of 20,000 people, in support of a company with over 400,000 employees. We'll talk with Jeff about what it takes to get a hundred-year-old company to change course. This video clip comes from the 2016 Next:Economy Summit in San Francisco.