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Index
Title Page
Copyright Page
Contents
Foreword by Gary Gruver
Foreword by Christopher Murphy
Foreword by John Crosby
Preface
About the Author
Chapter 1. Enterprise Agility
CEOs and CIOs Focus on Agility
Why Agility?
Business Agility Needed in Turbulent Times
Responsiveness and Efficiency
How Agile Do We Need to Be?
Manage the Flow of Opportunities
Organizing for Innovation
The Strategic Impact of Continuous Delivery
Levels of Agility: Strategic, Portfolio, Operational
The Challenge of Adaptive Leadership
Chapter 2. Adaptive Leadership Today
Creating a Culture of Adaptation and Learning
What Do Leaders Want from Agile?
The Law of Raspberry Jam: Reflecting on Agile Progress
Unorthodox, Unconventional, and the Next Decade of Agile
Innovators, Imitators, and Idiots
Iterative Delivery, Waterfall Governance
IT’s Changing Value Proposition
More Than Software: Integrating Economics, Product, and Social Responsibility
Velocity Is Killing Agility
You Can’t Plan Away Uncertainty
The Ambidextrous Organization
Chapter 3. Deliver a Continuous Flow of Value
Speed-to-Value
Beyond Scope, Schedule, and Cost: The Agile Triangle
Constraints Drive Innovation
Determining Business Value
Beyond Project Plans
Feature Folly
Features or Quality? Selling Software Excellence to Business Partners
All Projects Are Not the Same
Scope Issues in an Agile Project
Speed
Reducing Cycle Time
Cycles, Cycles, Cycles
Shortening the Tail
Quality Management
The Financial Implications of Technical Debt
Do Less
Chapter 4. Create an Adaptive, Innovative Culture
Adapting
Exploring
Engaging and Inspiring
Riding Paradox
Complexity and Leadership
Chapter 5. Final Words
Bibliography
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