Home Page Icon
Home Page
Table of Contents for
End User License Agreement
Close
End User License Agreement
by Doug Rose
Enterprise Agility For Dummies
Cover
Cover
Introduction
About This Book
Foolish Assumptions
Icons Used in This Book
Beyond the Book
Where to Go from Here
Part 1: Getting Started with Enterprise Agility
Chapter 1: Taking It All In: The Big Picture
Defining Agile and Enterprise Agility
Achieving Enterprise Agility in Three Not-So-Easy Steps
Chapter 2: Reviewing Agile Team Practices and Frameworks
Exploring Common Agile Practices
Delivering Products with Scrum
Developing Better Software with Extreme Programming
Learning from Manufacturing with Lean Software Development
Managing Workflow with Kanban
Innovating Quickly with Lean Startup
Chapter 3: Simplifying Lean Agility with SLAM
Introducing the Simple Lean-Agile Mindset (SLAM)
Starting at the Bottom with System-Level Optimization
Setting and Executing a Strategic Vision
Taking an Empirical Approach to Products, Operations, and Innovation
Building Toward Business Agility
Part 2: Reviewing the Top Enterprise Agile Frameworks
Chapter 4: Joining the Big Leagues with the Scaled Agile Framework
Getting Your Head in the SAFe Game
Stepping Through the SAFe Management Layers and Levels
Making Your Organization Agile with SAFe
Chapter 5: Growing Scrum with Large-Scale Scrum
Taking a Quick Tour of the LeSS Framework
Descaling Enterprise Agility
Getting to Know the Key Players
Moving Up to Scrum at Scale: Adoption
Chapter 6: Making Process Decisions with Disciplined Agile Delivery
Understanding What Makes DA Tick
Delivering in Lifecycles
Getting to Know the Cast: Roles
Chapter 7: Working in Tribes with the Spotify Engineering Culture
Building Your Spotify Community
Embracing a Creative, Failure-Friendly Culture
Understanding Spotify’s Approach to Product Development/Planning
Deciding Whether the Spotify Approach Is Right for You
Chapter 8: Improving Workflow and Eliminating Waste with Kanban and Lean
Grasping Kanban Principles and Practices
Making Systems Lean
Implementing Kanban and Lean
Is Lean Kanban a Viable Enterprise Agile Framework?
Part 3: Leading a Large-Scale Organizational Change
Chapter 9: Sizing Up Your Organization
Agilebots Transform! Committing to Radical Change
Understanding What Culture Is and Why It’s So Difficult to Change
Identifying Your Organization’s Culture Type
Laying the Groundwork for a Successful Transformation
Chapter 10: Driving Organizational Change
Choosing an Approach: Top-Down or Bottom-Up
Driving Change from Top to Bottom with the Kotter Approach
Driving a Grass-Roots Change: A Fearless Approach
Overcoming Obstacles Related to Your Organization’s Culture
Chapter 11: Putting It All Together: Ten Steps to an Agile Enterprise
Step 1: Identifying Your Organization’s Culture
Step 2: Listing the Strengths and Challenges with Changing Your Culture
Step 3: Selecting the Best Approach to Organizational Change Management
Step 4: Training Managers on Lean Thinking
Step 5: Starting a Lean-Agile Center of Excellence (LACE)
Step 6: Choosing a High-Level Value Stream
Step 7: Assigning a Budget to the Value Stream
Step 8: Selecting an Enterprise Agile Framework
Step 9: Shifting from Detailed Plans to Epics
Step 10: Respecting and Trusting Your People
Part 4: The Part of Tens
Chapter 12: Ten Reasons Enterprise Agile Transformations Fail
The Organization’s Culture Clashes with Agile Values
Teams Aren’t Interested in Making Changes
Executive Support Is Lacking
The Proposed Change Is Too Radical
The Customer Won’t Cooperate
Leadership Refuses to Invest in Training
The Developers Insist on Requirements
Each Team Wants to Do Its Own Thing
Nobody Has a Plan to Measure Improvements
The Functional Areas Are Too Deeply Entrenched
Chapter 13: Ten Tips for Overcoming Common Obstacles
Develop a Clear Roadmap
Find Support at the Top
Set Realistic Expectations
Compensate Employees for Their Investment
Change Minds as Well as Systems
Be Objective When Assessing Your Organization’s Culture
Build Broad Consensus on the Reason for the Change
Don’t Rely Solely on Outside Consultants to Drive Change
Encourage Reluctant Executives and Managers to Embrace the Change
Listen to the Skeptics
Chapter 14: Ten Ways Enterprise Agility Improves Product Delivery
Increasing Agility
Boosting Innovation
Enhancing Transparency
Boosting Productivity
Making Product Development More Fun and Rewarding
Strengthening Customer Relationships
Enhancing Product Quality
Making Product Delivery More Predictable
Reducing the Risk of Failure
Improving Developer Discipline
About the Author
Connect with Dummies
End User License Agreement
Search in book...
Toggle Font Controls
Playlists
Add To
Create new playlist
Name your new playlist
Playlist description (optional)
Cancel
Create playlist
Sign In
Email address
Password
Forgot Password?
Create account
Login
or
Continue with Facebook
Continue with Google
Sign Up
Full Name
Email address
Confirm Email Address
Password
Login
Create account
or
Continue with Facebook
Continue with Google
Prev
Previous Chapter
Connect with Dummies
WILEY END USER LICENSE AGREEMENT
Go to
www.wiley.com/go/eula
to access Wiley’s ebook EULA.
Add Highlight
No Comment
..................Content has been hidden....................
You can't read the all page of ebook, please click
here
login for view all page.
Day Mode
Cloud Mode
Night Mode
Reset