- Cover
- Half Title
- Title Page
- Copyright Page
- Table of Contents
- List of Figures
- Preface
- Introduction
- About the Author
- Chapter 1 Strategy Quality and Strategy Success
- 1.1 Knowledge Sharing
- 1.2 Synchronization
- 1.3 Why Our Methods
- 1.4 Strategy and Strategic Initiatives
- 1.5 Agile Principles
- 1.6 Scope Establishment
- 1.7 Stakeholder Identification
- 1.8 Agile Team Building
- 1.9 Assessment and Recovery of Projects in Trouble
- 1.10 Strategy Quality and Successful Strategy
- 1.11 Lessons Learned
- Chapter 2 Team Building for a Strategic Initiative
- 2.1 Get a Strategic Initiative Off to a Good Start
- 2.2 Key-Stakeholder Selection Examples
- 2.3 Organizations for Strategic Initiative Support
- 2.4 Team Types for Strategic Initiatives
- 2.4.1 The Strategy Governance Team
- 2.4.2 Strategy Governance Team Members
- 2.4.3 The Process Quality Assurance Team
- 2.4.4 PQA Team Members
- 2.4.5 The Process Governance Team
- 2.4.6 The Process Governance Team Members
- 2.4.7 The Workgroup Team
- 2.4.8 Workgroup Team Members
- 2.4.9 Cross Team Membership Value
- 2.5 The No Excuse for Failure Principle
- 2.6 The War Room
- 2.7 Sponsor and Key-Stakeholder Risk
- 2.8 Lessons Learned
- Chapter 3 Strategy Process Quality Management
- 3.1 Strategy Quality Management
- 3.2 Strategy Quality Objects
- 3.3 SQM Facilitation and Initiation
- 3.4 The PQA Method
- 3.5 Prepare the PQA Workshop War Room
- 3.6 Prepare the PQA Team for PQA and PQA Workshop
- 3.7 The PQA Process and Workshop Introduction
- 3.8 The PQA Workshop
- 3.8.1 The PowerPoint-Based PQA Team PQA Introduction
- 3.8.2 Question and Answer Session
- 3.8.3 Definition of Personal Visions and Missions
- 3.8.4 Definition of Success Factors with Quality Control
- 3.8.5 Definition of Critical Success Factors
- 3.8.6 The PQA Matrix with Activity Definition
- 3.8.7 PQA Activity Description and Assignment of an Activity Manager
- 3.8.8 PQA Workshop Review Planning in the PQA Workshop
- 3.9 The Activity Description Production
- 3.10 The PQA Reviews
- 3.11 The WCAT Case Study
- 3.12 The Banking Information System Swap Case
- 3.13 The Military Healthcare Information System Case
- 3.14 Lessons Learned
- Chapter 4 Solution Provider Procurement
- Chapter 5 Strategy Implementation
- 5.1 The Coffee Bean Strategy Implementation Methods
- 5.2 The Information Requirements Study
- 5.2.1 Workflow-Based or Consolidated Report-Based IRS Documentation
- 5.2.2 The IRS Organization
- 5.2.3 The IRS Process to Produce the IRS Consolidated Report
- 5.2.4 IRS Process Duration Estimation
- 5.2.5 IRS Participant Motivation
- 5.2.6 IRS Section Interviews
- 5.2.7 Manager Interviews
- 5.2.8 IRS Report Consolidation
- 5.2.9 PQA Closing Out IRS
- 5.2.10 The IRS Consolidated Report
- 5.3 The Object Lifecycle Analysis
- 5.4 IRS Case Studies
- 5.5 Solution Design and Development
- 5.6 Simulated Accept-Testing
- 5.7 Final Accept-Testing and Sign Off
- 5.8 Solution Operation Kick-Off
- 5.9 Lessons Learned
- Chapter 6 Strategy Governance
- Chapter 7 Agile Strategy Management Recap
- Appendix A: PQA Introduction to Participants Example
- Appendix B: PQA Workshop Result Example
- Appendix C: Delivery of Consultative Services Framework Agreement between Bank and Solution Provider Contract No. 999
- Appendix D: Consultative Services Agreement under Delivery of Consultative Services Framework Agreement 999 between Bank and Solution Provider
- Appendix E: Introduction to Participants in Information Requirements Study
- Appendix F: FOSIS Information Requirements Study OLA Consolidated Report Extract with Summary and Conclusion 2013
- Appendix G: Order Handling IRS Section Report Example
- Index
Agile
Strategy
Management
Techniques for Continuous
Alignment and Improvement
Soren Lyngso
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