Download Agile Strategy Management: Techniques for Continuous by Soren Lyngso PDF

By Soren Lyngso

Your strategic tasks are continuously lower than hearth because of the evolving nature of markets, expertise, legislation, and govt. to make sure your process succeeds, it needs to stay versatile whereas confronting those transferring demanding situations. Agile method administration: ideas for non-stop Alignment and development explains the best way to do so flexibility through development agility into the initiation, improvement, implementation, Read more...

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Extra info for Agile Strategy Management: Techniques for Continuous Alignment and Improvement

Sample text

The agility is there to overcome the constraints of mistrust and suspicion among strategic initiative stakeholders. The core agility principle is: Each process from the definition of the initial need for change to the final delivery of the agreed solution contributes to stakeholder trust, mutual respect, motivation, and willingness to take ownership of the solution components delivered. This is the philosophy behind our processes, tools, and techniques. They involve the stakeholders in such a way that they feel that the results obtained belong to them.

The Coach/Facilitator role is most often delivered out of the corporate project office if this has been established. The Coach/Facilitator ensures high-quality preparation and conduction of workshops, studies, and working conditions in support of teams to be established or already performing work. The Coach/Facilitator has an important role to ensure the establishment of “no excuse for failure” teams. The role that my company most often has delivered to our clients is the Coach/Facilitator role, especially in the case where the client wants to work according to a predefined set of methods.

We list work not to be done explicitly only if doubts are raised. This is the Lean principle to avoid doing not required or not needed work. The best architectures, requirements, and designs emerge from selforganizing teams. The self-organizing does not ensure this situation, but the fact that teams have been put together in such a way that selforganizing is possible. We ensure that teams can: • Make decisions • Initiate work • Do the work • Evaluate the progress and the results This makes simulated Accept-Testing great fun because the delivered solutions do work, although they may be improved in a meaningful (Lean) way.

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