Book description
Lessons from Agile’s First Decade…Leadership for Agile’s Next Decade
The agile software movement has now been around for a full decade. As coauthor of the original Agile Manifesto, Jim Highsmith has been at its heart since the beginning. He’s spent the past decade helping hundreds of organizations transition to agile/lean. When it comes to agile, he’s seen it all–in a variety of industries, worldwide.
Now, in Adaptive Leadership, he has compiled, updated, and extended his best writings about agile and lean methods for a management audience. Highsmith doesn’t just reveal what’s working and what isn’t; he offers a powerful new vision for extending agility across the enterprise.
Drawing on what’s been learned in application development, this guide shows how to use adaptive leadership techniques to transform the way you deliver complete solutions, whatever form they take. You’ll learn how enterprise agility can enable the ambitious organizational missions that matter most; how leaders can deliver a continuous stream of value; how to think disruptively about opportunities, and how to respond quickly by creating more adaptive, innovative organizations.
Coverage includes
Discovering and executing new business opportunities far more quickly
Delivering complete business solutions earlier, and iterating them more often
Organizing for innovation, and systematically managing opportunity flow
Clarifying the degree of strategic, portfolio, and operational agility you need, and focusing on your highest-value transformations
Creating cultures that actually can adapt and learn
Reinvigorating the roots of agile value and values
Understanding IT’s changing value proposition, and retraining your people accordingly
Integrating economics, products, and social responsibility
Choosing metrics that guide agility, not counterproductive traditional metrics
Understanding the financial implications of technical debt
Optimizing business value by doing less–and guiding the process with ”NOT to do“ lists
Speculating intelligently when you can’t plan away uncertainty
Customizing management to each project’s needs (because not all projects should be equally agile)
Table of contents
- Title Page
- Copyright Page
- Contents
- Foreword by Gary Gruver
- Foreword by Christopher Murphy
- Foreword by John Crosby
- Preface
- About the Author
-
Chapter 1. Enterprise Agility
- CEOs and CIOs Focus on Agility
- Why Agility?
- Business Agility Needed in Turbulent Times
- Responsiveness and Efficiency
- How Agile Do We Need to Be?
- Manage the Flow of Opportunities
- Organizing for Innovation
- The Strategic Impact of Continuous Delivery
- Levels of Agility: Strategic, Portfolio, Operational
- The Challenge of Adaptive Leadership
-
Chapter 2. Adaptive Leadership Today
- Creating a Culture of Adaptation and Learning
- What Do Leaders Want from Agile?
- The Law of Raspberry Jam: Reflecting on Agile Progress
- Unorthodox, Unconventional, and the Next Decade of Agile
- Innovators, Imitators, and Idiots
- Iterative Delivery, Waterfall Governance
- IT’s Changing Value Proposition
- More Than Software: Integrating Economics, Product, and Social Responsibility
- Velocity Is Killing Agility
- You Can’t Plan Away Uncertainty
- The Ambidextrous Organization
-
Chapter 3. Deliver a Continuous Flow of Value
- Speed-to-Value
- Beyond Scope, Schedule, and Cost: The Agile Triangle
- Constraints Drive Innovation
- Determining Business Value
- Beyond Project Plans
- Feature Folly
- Features or Quality? Selling Software Excellence to Business Partners
- All Projects Are Not the Same
- Scope Issues in an Agile Project
- Speed
- Reducing Cycle Time
- Cycles, Cycles, Cycles
- Shortening the Tail
- Quality Management
- The Financial Implications of Technical Debt
- Do Less
- Chapter 4. Create an Adaptive, Innovative Culture
- Chapter 5. Final Words
- Bibliography
Product information
- Title: Adaptive Leadership: Accelerating Enterprise Agility
- Author(s):
- Release date: November 2013
- Publisher(s): Addison-Wesley Professional
- ISBN: 9780133598667
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