By Jez Humble
How good does your company reply to altering industry stipulations, consumer wishes, and rising applied sciences while development software-based items? This functional consultant provides Lean and Agile rules and styles that will help you stream speedy at scale—and demonstrates why and the way to use those methodologies all through your company, instead of with only one division or team.
Through case reviews, you’ll learn the way profitable agencies have rethought every thing from governance and monetary administration to platforms structure and organizational tradition within the pursuit of noticeably more advantageous functionality. Adopting Lean will take time and dedication, yet it’s important for harnessing the cultural and technical forces which are accelerating the speed of innovation.
- Discover how Lean makes a speciality of humans and teamwork at each point, not like conventional administration practices
- Approach problem-solving experimentally, through exploring strategies, trying out assumptions, and getting suggestions from actual users
- Lead and deal with large-scale courses in a manner that empowers staff, raises the rate and caliber of supply, and lowers costs
- Learn how one can enforce rules from the DevOps and Lean Startup events even in advanced, regulated environments
Read or Download Lean Enterprise: How High Performance Organizations Innovate at Scale (Lean PDF
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Additional resources for Lean Enterprise: How High Performance Organizations Innovate at Scale (Lean
Sample text
8 This idea of option-like trial and error, or tinkering, is explored in Nassim Taleb’s Antifragile [taleb], p. 181ff. Using the language of Dave Snowden’s Cynefin framework, options are a way to make experiments “safe to fail” by designing them so as to limit the possible negative outcomes associated with failure. For more on the application of options to IT management, read Commitment (Hathaway Te Brake Publications) by Olav Maassen et al. 28 LEAN ENTERPRISE Figure 2-5. The principle of optionality, from Antifragile: Things That Gain From Disorder by Nassim Nicholas Taleb, 2012 (used by permission of Random House) TIP Effectuation Limiting the downside and making sure every decision creates at least some upside (even if it is just new information) is one of several techniques that entrepreneurs apply in situations of uncertainty, where simple cause-effect (algorithmic) reasoning is an inappropriate way to manage risk.
Luckily, all the strategies you’ve CHAPTER 2: MANAGE THE DYNAMICS OF THE ENTERPRISE PORTFOLIO 25 developed that made you successful at the old company are entirely obsolete. 4 A key goal of successful portfolio management in an enterprise is understanding how to balance exploring new businesses with exploiting proven existing business models—and how to transition businesses successfully from one state to the other. Leaders must understand the difference between these two domains and be able to operationalize the very different mindsets and strategies that govern them.
CHAPTER 2: MANAGE THE DYNAMICS OF THE ENTERPRISE PORTFOLIO 33 their ability to create comprehensive specification documents and well-crafted business cases, not on whether the products and features they come up with deliver value to users. Developers are rewarded for having code completed on their developer workstations, but not for integrating it into a working, tested system that can survive real-world usage at scale. We create an unsustainable “hero culture” that rewards overwork and high utilization (making sure everybody is busy) rather than doing the least possible work to achieve the desired outcomes.
