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Agile Strategy Management

Book Description

Your strategic initiatives are constantly under fire due to the evolving nature of markets, technology, laws, and government. To ensure your strategy succeeds, it must remain flexible while confronting these shifting challenges. Agile Strategy Management: Techniques for Continuous Alignment and Improvement explains how to achieve this flexibility by building agility into the initiation, development, implementation, and governance of your strategic initiatives.

The book details what it takes to initiate, develop, implement, and govern a healthy strategy that delivers the benefits expected by all stakeholders. It presents insights gained by the author’s organization over the last 25 years helping their clients achieve success with their strategic initiatives. Filled with real-world examples and case studies, it illustrates wide-ranging situations where the author’s company helped clients reach important business objectives.

Readers can use the book to look up examples that describe the various ways to use agile methods and techniques for critical business functions, including:

  • Scope definition of strategic initiatives
  • Stakeholder identification
  • Team building
  • Project and program quality management
  • Change management
  • Procurement of resources
  • Solution development, implementation, and quality management
  • Strategy governance

In this book, you will find guidelines that explain how to establish internal organizations for change and how to ensure these intermediate organizations stay motivated until final solution delivery. Presenting success stories as well as major blunders, the book can help you avoid many of the pitfalls that other organizations have experienced while governing their strategic initiatives.

Table of Contents

  1. Cover
  2. Half Title
  3. Title Page
  4. Copyright Page
  5. Table of Contents
  6. List of Figures
  7. Preface
  8. Introduction
  9. About the Author
  10. Chapter 1 Strategy Quality and Strategy Success
    1. 1.1 Knowledge Sharing
    2. 1.2 Synchronization
      1. 1.2.1 The Importance of Synchronization
    3. 1.3 Why Our Methods
      1. 1.3.1 Agile Strategy Quality Management
      2. 1.3.2 Quality Management Objects
    4. 1.4 Strategy and Strategic Initiatives
      1. 1.4.1 The Strategy
      2. 1.4.2 The Strategic Initiatives
    5. 1.5 Agile Principles
    6. 1.6 Scope Establishment
    7. 1.7 Stakeholder Identification
      1. 1.7.1 The Balder Case
      2. 1.7.2 The Private Bank Case
      3. 1.7.3 The DANCOIN Cash Card Case
    8. 1.8 Agile Team Building
      1. 1.8.1 No Excuse for Failure Principle
      2. 1.8.2 Simulated Accept-Testing
    9. 1.9 Assessment and Recovery of Projects in Trouble
      1. 1.9.1 Medical Factory Implementation
      2. 1.9.2 Complete Swap of All IT Systems in a Private Bank
    10. 1.10 Strategy Quality and Successful Strategy
      1. 1.10.1 Strategy Quality and People
      2. 1.10.2 Strategy Quality and Risk
      3. 1.10.3 Strategy Quality and Leadership
    11. 1.11 Lessons Learned
  11. Chapter 2 Team Building for a Strategic Initiative
    1. 2.1 Get a Strategic Initiative Off to a Good Start
      1. 2.1.1 The Sponsor Role
      2. 2.1.2 The Coach/Facilitator Role
      3. 2.1.3 The Unknown Unknowns
      4. 2.1.4 Stakeholder Identification
    2. 2.2 Key-Stakeholder Selection Examples
      1. 2.2.1 A Merged ICT Consulting Enterprise Project Management Improvement
        1. 2.2.1.1 Initial Problems and Needs
        2. 2.2.1.2 Sponsor and Strategy Governance Team Member Selection
        3. 2.2.1.3 Strategy Governance Team Members
      2. 2.2.2 Web Catalog Factory (WCAT) Order Management Improvement
        1. 2.2.2.1 Initial Problems and Needs
        2. 2.2.2.2 Sponsor and Strategy Governance Team Member Selection
        3. 2.2.2.3 Strategy Governance Team Members
      3. 2.2.3 Private Bank Information Systems Swap
        1. 2.2.3.1 Initial Problems and Needs
        2. 2.2.3.2 Sponsor and Strategy Governance Team Member Selection
        3. 2.2.3.3 Strategy Governance Team Members
    3. 2.3 Organizations for Strategic Initiative Support
      1. 2.3.1 The Project Office
      2. 2.3.2 The Program Office
    4. 2.4 Team Types for Strategic Initiatives
      1. 2.4.1 The Strategy Governance Team
      2. 2.4.2 Strategy Governance Team Members
      3. 2.4.3 The Process Quality Assurance Team
      4. 2.4.4 PQA Team Members
      5. 2.4.5 The Process Governance Team
      6. 2.4.6 The Process Governance Team Members
      7. 2.4.7 The Workgroup Team
      8. 2.4.8 Workgroup Team Members
      9. 2.4.9 Cross Team Membership Value
    5. 2.5 The No Excuse for Failure Principle
    6. 2.6 The War Room
      1. 2.6.1 The Private Bank Solution Swap War Room
        1. 2.6.1.1 Initial Situation
    7. 2.7 Sponsor and Key-Stakeholder Risk
    8. 2.8 Lessons Learned
  12. Chapter 3 Strategy Process Quality Management
    1. 3.1 Strategy Quality Management
    2. 3.2 Strategy Quality Objects
      1. 3.2.1 Strategy Quality Object Attributes
    3. 3.3 SQM Facilitation and Initiation
    4. 3.4 The PQA Method
      1. 3.4.1 PQA for Destructive Conflict Prevention and Stakeholder Motivation
      2. 3.4.2 The PQA Teams and the Cascading PQA Processes
    5. 3.5 Prepare the PQA Workshop War Room
      1. 3.5.1 Running a One-Day PQA Workshop
      2. 3.5.2 Running a Two-Day PQA Workshop
    6. 3.6 Prepare the PQA Team for PQA and PQA Workshop
    7. 3.7 The PQA Process and Workshop Introduction
      1. 3.7.1 PQA and PQA Workshop Introduction Examples
    8. 3.8 The PQA Workshop
      1. 3.8.1 The PowerPoint-Based PQA Team PQA Introduction
      2. 3.8.2 Question and Answer Session
      3. 3.8.3 Definition of Personal Visions and Missions
      4. 3.8.4 Definition of Success Factors with Quality Control
      5. 3.8.5 Definition of Critical Success Factors
      6. 3.8.6 The PQA Matrix with Activity Definition
      7. 3.8.7 PQA Activity Description and Assignment of an Activity Manager
      8. 3.8.8 PQA Workshop Review Planning in the PQA Workshop
    9. 3.9 The Activity Description Production
      1. 3.9.1 The Activity Description Preparation
      2. 3.9.2 The Activity Description Guideline
      3. 3.9.3 Activity Description Example
    10. 3.10 The PQA Reviews
      1. 3.10.1 The Basic Activity Description Review Workshop
      2. 3.10.2 The Risk Management-Based Review Workshop and the Risk List
      3. 3.10.3 The Strategic Initiative Planning Workshop and the Project Schedule
    11. 3.11 The WCAT Case Study
      1. 3.11.1 Activity Description Examples
    12. 3.12 The Banking Information System Swap Case
      1. 3.12.1 The PQA Non-Standard PQA Process
      2. 3.12.2 The Non-Standard PQA Activity Description Meeting
      3. 3.12.3 Complications from Not Following Standard PQA
      4. 3.12.4 What We Could Have Done Better
    13. 3.13 The Military Healthcare Information System Case
      1. 3.13.1 Strategy Governance Team PQA Introduction
      2. 3.13.2 Strategy Governance Team PQA Workshop Result
      3. 3.13.3 Activity Description for FOSIS Implementation
    14. 3.14 Lessons Learned
  13. Chapter 4 Solution Provider Procurement
    1. 4.1 Bank Information System Swap Risk
      1. 4.1.1 Procurement Risk Mitigation
    2. 4.2 Bank Case Procurement Risk Response
    3. 4.3 The Requirements Specification
    4. 4.4 Solicitation for Competent Contractors
      1. 4.4.1 The Solicitation Process
      2. 4.4.2 Commitment of Internal Workpackage Workgroups
    5. 4.5 The Call for Tender
      1. 4.5.1 The Workpackage Workflow Documentation
    6. 4.6 The Tender Material
      1. 4.6.1 The Workpackages for Contracting
      2. 4.6.2 The Framework Agreement.215
      3. 4.6.3 The Framework Agreement Consultative Service Agreement
      4. 4.6.4 The Framework Agreement Statement of Confidentiality
      5. 4.6.5 Escrow Clause
    7. 4.7 Choice of Solution Providers
      1. 4.7.1 Core-Banking COTS Setup Proposals
    8. 4.8 Lessons Learned
  14. Chapter 5 Strategy Implementation
    1. 5.1 The Coffee Bean Strategy Implementation Methods
      1. 5.1.1 Implementation
      2. 5.1.2 Development
      3. 5.1.3 Quality and Project Management
      4. 5.1.4 Simulated Accept-Testing
    2. 5.2 The Information Requirements Study
      1. 5.2.1 Workflow-Based or Consolidated Report-Based IRS Documentation
      2. 5.2.2 The IRS Organization
      3. 5.2.3 The IRS Process to Produce the IRS Consolidated Report
      4. 5.2.4 IRS Process Duration Estimation
      5. 5.2.5 IRS Participant Motivation
      6. 5.2.6 IRS Section Interviews
      7. 5.2.7 Manager Interviews
      8. 5.2.8 IRS Report Consolidation
      9. 5.2.9 PQA Closing Out IRS
      10. 5.2.10 The IRS Consolidated Report
    3. 5.3 The Object Lifecycle Analysis
      1. 5.3.1 Matrix Usage
      2. 5.3.2 Diagram Usage
    4. 5.4 IRS Case Studies
      1. 5.4.1 The Defense Healthcare IRS Consolidated Report
      2. 5.4.2 The Private Bank Sectional Report
    5. 5.5 Solution Design and Development
      1. 5.5.1 Design Documentation
      2. 5.5.2 Training Documentation
      3. 5.5.3 User Guide Documentation
    6. 5.6 Simulated Accept-Testing
      1. 5.6.1 Test Model Handling
      2. 5.6.2 Test Result Documentation
    7. 5.7 Final Accept-Testing and Sign Off
    8. 5.8 Solution Operation Kick-Off
    9. 5.9 Lessons Learned
  15. Chapter 6 Strategy Governance
    1. 6.1 Negotiation
    2. 6.2 Estimation and Forecasting
      1. 6.2.1 Monte Carlo Simulated Forecasting
    3. 6.3 Strategic Initiative Key Performance Indicators
      1. 6.3.1 Classic Strategic Initiative KPI
      2. 6.3.2 Agile KPI
      3. 6.3.3 Solution Quality Evaluation
    4. 6.4 The Compound Expected Value
    5. 6.5 Communication
      1. 6.5.1 Workgroup Manager Communication Management
      2. 6.5.2 Governance Team Communication
      3. 6.5.3 Project Office Communication Support
      4. 6.5.4 Program Office Governance Team Communication Support
    6. 6.6 Lessons Learned
  16. Chapter 7 Agile Strategy Management Recap
    1. 7.1 Stakeholder Involvement
    2. 7.2 Agile Team Building for Strategic Initiatives
      1. 7.2.1 Sponsor and Coach/Facilitator Roles
      2. 7.2.2 Teams for Agile Strategic Initiative Governance and Management
      3. 7.2.3 The “No Excuse for Failure” Principle
    3. 7.3 Strategy Process Quality Assurance
      1. 7.3.1 Other Strategy Quality Management Tools
    4. 7.4 Solution Provider Procurement
      1. 7.4.1 Procurement Lessons Learned
    5. 7.5 Strategy Implementation
      1. 7.5.1 The Coffee Bean Methods
    6. 7.6 Strategy Governance
      1. 7.6.1 Negotiation
      2. 7.6.2 Estimation and Forecasting
      3. 7.6.3 Strategic Initiative Key Performance Indicators
      4. 7.6.4 Communication
  17. Appendix A: PQA Introduction to Participants Example
  18. Appendix B: PQA Workshop Result Example
  19. Appendix C: Delivery of Consultative Services Framework Agreement between Bank and Solution Provider Contract No. 999
  20. Appendix D: Consultative Services Agreement under Delivery of Consultative Services Framework Agreement 999 between Bank and Solution Provider
  21. Appendix E: Introduction to Participants in Information Requirements Study
  22. Appendix F: FOSIS Information Requirements Study OLA Consolidated Report Extract with Summary and Conclusion 2013
  23. Appendix G: Order Handling IRS Section Report Example
  24. Index