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The journey to enterprise agility = ...

Kulak, Daryl.

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The journey to enterprise agility = systems thinking and organizational legacy /

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	The journey to enterprise agility/ by Daryl Kulak, Hong Li.
其他題名:	systems thinking and organizational legacy /
作者:	Kulak, Daryl.
其他作者:	Li, Hong.
出版者:	Cham :Springer International Publishing : : 2017.,
面頁冊數:	xix, 286 p. :ill. (some col.), digital ;24 cm.
內容註:	Today's Problems with Enterprise Business Software -- The Scholars of Systems Thinking -- Worldview and Intentions -- Seven Principles of Systems Thinking for Software Development -- Redefining Professionalism -- Scaling and Sustaining - Avoiding Mechanical Behavior -- Business Value, Estimation and Metrics -- Missing Deadlines Means Missing Market Opportunities -- Flipping the Run/Build Ratio - The Business Case for Software Craftsmanship -- Better Vendor RFPs and Contracts -- Servant Leadership -- How Teams Keep Learning and Improving -- Getting Coaching that Really Helps -- Capitalizing Software Investments -- Integrating Enterprise Methodology and Architecture with Fast-Moving Development Teams -- HR Agility -- Buy versus Build -- Brief Notes on Using Offshore Teams -- Highlighting the Differences Between Software Product Companies and Internal IT -- Conclusion.
Contained By:	Springer eBooks
標題:	Computer software - Development -
電子資源:	http://dx.doi.org/10.1007/978-3-319-54087-0
ISBN:	9783319540870

The journey to enterprise agility = systems thinking and organizational legacy /
Kulak, Daryl.

The journey to enterprise agilitysystems thinking and organizational legacy /[electronic resource] :by Daryl Kulak, Hong Li. - Cham :Springer International Publishing :2017. - xix, 286 p. :ill. (some col.), digital ;24 cm.

Today's Problems with Enterprise Business Software -- The Scholars of Systems Thinking -- Worldview and Intentions -- Seven Principles of Systems Thinking for Software Development -- Redefining Professionalism -- Scaling and Sustaining - Avoiding Mechanical Behavior -- Business Value, Estimation and Metrics -- Missing Deadlines Means Missing Market Opportunities -- Flipping the Run/Build Ratio - The Business Case for Software Craftsmanship -- Better Vendor RFPs and Contracts -- Servant Leadership -- How Teams Keep Learning and Improving -- Getting Coaching that Really Helps -- Capitalizing Software Investments -- Integrating Enterprise Methodology and Architecture with Fast-Moving Development Teams -- HR Agility -- Buy versus Build -- Brief Notes on Using Offshore Teams -- Highlighting the Differences Between Software Product Companies and Internal IT -- Conclusion.

This is the first book to seriously address the disconnection between nimble Agile teams and other groups in the enterprise, including enterprise architecture, the program management office (PMO), human resources, and even business executives. When an enterprise experiments with practice improvements, software development teams often jump on board with excitement, while other groups are left to wonder how they will fit in. We address how these groups can adapt to Agile teams. More importantly, we show how many Agile teams cause their own problems, damaging scalability and sustainability, by requiring special treatment, and by failing to bridge the gaps between themselves and other groups. We call this phenomenon "Agile illth." Adopting a set of "best practices" is not enough. All of us, Agile teams and the corporate groups, must change our intentions and worldviews to be more compatible with the success of the enterprise. Join us on the journey to enterprise agility. It is a crooked path, fraught with danger, confusion and complexity. It is the only way to reach the pinnacles we hope to experience in the form of better business value delivered faster for less cost.

ISBN: 9783319540870

Standard No.: 10.1007/978-3-319-54087-0doiSubjects--Topical Terms:

559840
Computer software
--Development

LC Class. No.: QA76.76.D47

Dewey Class. No.: 005.1068

The journey to enterprise agility = systems thinking and organizational legacy /
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520 $a This is the first book to seriously address the disconnection between nimble Agile teams and other groups in the enterprise, including enterprise architecture, the program management office (PMO), human resources, and even business executives. When an enterprise experiments with practice improvements, software development teams often jump on board with excitement, while other groups are left to wonder how they will fit in. We address how these groups can adapt to Agile teams. More importantly, we show how many Agile teams cause their own problems, damaging scalability and sustainability, by requiring special treatment, and by failing to bridge the gaps between themselves and other groups. We call this phenomenon "Agile illth." Adopting a set of "best practices" is not enough. All of us, Agile teams and the corporate groups, must change our intentions and worldviews to be more compatible with the success of the enterprise. Join us on the journey to enterprise agility. It is a crooked path, fraught with danger, confusion and complexity. It is the only way to reach the pinnacles we hope to experience in the form of better business value delivered faster for less cost.
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