book

Agile Strategy Management

Name: Agile Strategy Management
Author: Soren Lyngso
ISBN: 9781351122818

by Soren Lyngso

December 2017

Intermediate to advanced

444 pages

10h 34m

English

Auerbach Publications

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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 Sharing1.2 Synchronization1.2.1 The Importance of Synchronization1.3 Why Our Methods1.3.1 Agile Strategy Quality Management1.3.2 Quality Management Objects1.4 Strategy and Strategic Initiatives1.4.1 The Strategy1.4.2 The Strategic Initiatives1.5 Agile Principles1.6 Scope Establishment1.7 Stakeholder Identification1.7.1 The Balder Case1.7.2 The Private Bank Case1.7.3 The DANCOIN Cash Card Case1.8 Agile Team Building1.8.1 No Excuse for Failure Principle1.8.2 Simulated Accept-Testing1.9 Assessment and Recovery of Projects in Trouble1.9.1 Medical Factory Implementation1.9.2 Complete Swap of All IT Systems in a Private Bank1.10 Strategy Quality and Successful Strategy1.10.1 Strategy Quality and People1.10.2 Strategy Quality and Risk1.10.3 Strategy Quality and Leadership1.11 Lessons Learned

Chapter 2 Team Building for a Strategic Initiative
2.1 Get a Strategic Initiative Off to a Good Start2.1.1 The Sponsor Role2.1.2 The Coach/Facilitator Role 2.1.3 The Unknown Unknowns2.1.4 Stakeholder Identification2.2 Key-Stakeholder Selection Examples2.2.1 A Merged ICT Consulting Enterprise Project Management Improvement2.2.1.1 Initial Problems and Needs2.2.1.2 Sponsor and Strategy Governance Team Member Selection2.2.1.3 Strategy Governance Team Members2.2.2 Web Catalog Factory (WCAT) Order Management Improvement2.2.2.1 Initial Problems and Needs2.2.2.2 Sponsor and Strategy Governance Team Member Selection2.2.2.3 Strategy Governance Team Members2.2.3 Private Bank Information Systems Swap2.2.3.1 Initial Problems and Needs2.2.3.2 Sponsor and Strategy Governance Team Member Selection2.2.3.3 Strategy Governance Team Members2.3 Organizations for Strategic Initiative Support2.3.1 The Project Office2.3.2 The Program Office 2.4 Team Types for Strategic Initiatives2.4.1 The Strategy Governance Team2.4.2 Strategy Governance Team Members2.4.3 The Process Quality Assurance Team2.4.4 PQA Team Members2.4.5 The Process Governance Team2.4.6 The Process Governance Team Members2.4.7 The Workgroup Team2.4.8 Workgroup Team Members2.4.9 Cross Team Membership Value2.5 The No Excuse for Failure Principle2.6 The War Room2.6.1 The Private Bank Solution Swap War Room2.6.1.1 Initial Situation2.7 Sponsor and Key-Stakeholder Risk2.8 Lessons Learned
Chapter 3 Strategy Process Quality Management
3.1 Strategy Quality Management3.2 Strategy Quality Objects3.2.1 Strategy Quality Object Attributes3.3 SQM Facilitation and Initiation3.4 The PQA Method3.4.1 PQA for Destructive Conflict Prevention and Stakeholder Motivation3.4.2 The PQA Teams and the Cascading PQA Processes3.5 Prepare the PQA Workshop War Room3.5.1 Running a One-Day PQA Workshop3.5.2 Running a Two-Day PQA Workshop3.6 Prepare the PQA Team for PQA and PQA Workshop3.7 The PQA Process and Workshop Introduction3.7.1 PQA and PQA Workshop Introduction Examples3.8 The PQA Workshop3.8.1 The PowerPoint-Based PQA Team PQA Introduction3.8.2 Question and Answer Session3.8.3 Definition of Personal Visions and Missions3.8.4 Definition of Success Factors with Quality Control3.8.5 Definition of Critical Success Factors3.8.6 The PQA Matrix with Activity Definition3.8.7 PQA Activity Description and Assignment of an Activity Manager3.8.8 PQA Workshop Review Planning in the PQA Workshop3.9 The Activity Description Production3.9.1 The Activity Description Preparation3.9.2 The Activity Description Guideline3.9.3 Activity Description Example3.10 The PQA Reviews3.10.1 The Basic Activity Description Review Workshop3.10.2 The Risk Management-Based Review Workshop and the Risk List3.10.3 The Strategic Initiative Planning Workshop and the Project Schedule3.11 The WCAT Case Study3.11.1 Activity Description Examples3.12 The Banking Information System Swap Case3.12.1 The PQA Non-Standard PQA Process3.12.2 The Non-Standard PQA Activity Description Meeting3.12.3 Complications from Not Following Standard PQA3.12.4 What We Could Have Done Better3.13 The Military Healthcare Information System Case3.13.1 Strategy Governance Team PQA Introduction3.13.2 Strategy Governance Team PQA Workshop Result3.13.3 Activity Description for FOSIS Implementation3.14 Lessons Learned
Chapter 4 Solution Provider Procurement
4.1 Bank Information System Swap Risk4.1.1 Procurement Risk Mitigation4.2 Bank Case Procurement Risk Response4.3 The Requirements Specification4.4 Solicitation for Competent Contractors4.4.1 The Solicitation Process4.4.2 Commitment of Internal Workpackage Workgroups4.5 The Call for Tender4.5.1 The Workpackage Workflow Documentation4.6 The Tender Material4.6.1 The Workpackages for Contracting4.6.2 The Framework Agreement.2154.6.3 The Framework Agreement Consultative Service Agreement4.6.4 The Framework Agreement Statement of Confidentiality4.6.5 Escrow Clause4.7 Choice of Solution Providers4.7.1 Core-Banking COTS Setup Proposals4.8 Lessons Learned
Chapter 5 Strategy Implementation
5.1 The Coffee Bean Strategy Implementation Methods5.1.1 Implementation5.1.2 Development 5.1.3 Quality and Project Management5.1.4 Simulated Accept-Testing 5.2 The Information Requirements Study5.2.1 Workflow-Based or Consolidated Report-Based IRS Documentation5.2.2 The IRS Organization5.2.3 The IRS Process to Produce the IRS Consolidated Report5.2.4 IRS Process Duration Estimation5.2.5 IRS Participant Motivation 5.2.6 IRS Section Interviews5.2.7 Manager Interviews5.2.8 IRS Report Consolidation5.2.9 PQA Closing Out IRS5.2.10 The IRS Consolidated Report5.3 The Object Lifecycle Analysis5.3.1 Matrix Usage5.3.2 Diagram Usage5.4 IRS Case Studies5.4.1 The Defense Healthcare IRS Consolidated Report5.4.2 The Private Bank Sectional Report5.5 Solution Design and Development5.5.1 Design Documentation5.5.2 Training Documentation5.5.3 User Guide Documentation5.6 Simulated Accept-Testing5.6.1 Test Model Handling5.6.2 Test Result Documentation 5.7 Final Accept-Testing and Sign Off5.8 Solution Operation Kick-Off5.9 Lessons Learned
Chapter 6 Strategy Governance
6.1 Negotiation6.2 Estimation and Forecasting6.2.1 Monte Carlo Simulated Forecasting6.3 Strategic Initiative Key Performance Indicators6.3.1 Classic Strategic Initiative KPI 6.3.2 Agile KPI6.3.3 Solution Quality Evaluation6.4 The Compound Expected Value6.5 Communication6.5.1 Workgroup Manager Communication Management6.5.2 Governance Team Communication6.5.3 Project Office Communication Support6.5.4 Program Office Governance Team Communication Support6.6 Lessons Learned
Chapter 7 Agile Strategy Management Recap
7.1 Stakeholder Involvement7.2 Agile Team Building for Strategic Initiatives7.2.1 Sponsor and Coach/Facilitator Roles7.2.2 Teams for Agile Strategic Initiative Governance and Management7.2.3 The “No Excuse for Failure” Principle 7.3 Strategy Process Quality Assurance7.3.1 Other Strategy Quality Management Tools7.4 Solution Provider Procurement 7.4.1 Procurement Lessons Learned 7.5 Strategy Implementation7.5.1 The Coffee Bean Methods 7.6 Strategy Governance 7.6.1 Negotiation 7.6.2 Estimation and Forecasting7.6.3 Strategic Initiative Key Performance Indicators7.6.4 Communication
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

Content preview from Agile Strategy Management

Appendix E: Introduction to Participants in Information Requirements Study

E1. SCOPE

An Information Requirements Study (IRS) uncovers the required information, information systems, and procedures needed for the execution of business functions.

IRS is performed whenever the organization needs important changes and improvements in the way it is doing business for many different reasons:

• Legal changes

• Market condition

• New products

• Merging with other organizations

• Splitting up activities into separate organizations

IRS is performed at three levels of the analyzed organization:

1. Section level, which includes employees and managers from the operational areas such as Stock Control, Accounting, Sales Order Handling, Production ...

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Agile Strategy Management

by Soren Lyngso

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