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Index
About This eBook
Title Page
Copyright Page
Praise for Agile IT Organization Design
Dedication Page
Contents
Preface
Who This Book Is For
Acknowledgments
About the Author
Glossary
Chapter 1. Context
1.1 Focus
1.2 Business, IT, and Shadow IT
1.3 Business-IT Effectiveness
1.4 Digital Transformation
1.5 Bimodal IT and Dual Operating Systems
1.6 Angles of Coverage
1.7 Summary
Chapter 2. The Agile Credo
2.1 Understanding the Agile Manifesto
2.1.1 Example #1
2.1.2 Example #2
2.2 Continuous Delivery and DevOps
2.3 Agile Culture
2.4 Common Themes
2.4.1 Fail-fast
2.4.2 Iterative over Incremental
2.4.3 Value Stream Optimization
2.4.4 Information Radiators
2.5 Isn’t Agile Dead?
2.5.1 Spurious Implementations
2.6 Summary
Chapter 3. Key Themes
3.1 Software Development Reconsidered
3.1.1 Source Code, Binary Is Not the Product
3.1.2 The Product Is What the User or Client Uses
3.1.3 Software Development Is a Design Process
3.2 Govern for Value over Predictability
3.3 Organize for Responsiveness over Cost-efficiency
3.4 Design for Intrinsic Motivation and Unscripted Collaboration
3.4.1 Autonomy
3.4.2 Mastery
3.4.3 Purpose
3.4.4 Unscripted Collaboration
3.4.5 An Organic Approach
3.5 Summary
Chapter 4. Superstructure
4.1 Business Activities and Outcomes
4.1.1 Outcome Orientation Allows for Autonomy
4.1.2 The Outcome Owner
4.1.3 Outcome Design
4.2 Centralization and Decentralization
4.3 Silos
4.3.1 Business-IT Divide
4.3.2 Silos inside IT
4.3.3 Higher-Order Silos
4.4 Summary of Insights
4.5 Summary of Actions
Chapter 5. Team Design
5.1 Framing the Problem
5.2 Activity-oriented Teams
5.2.1 Hamstrung by High-Latency Handoffs
5.2.2 The Traditional Lure of Functional Organization
5.2.3 When Is It OK to Have Activity-oriented Teams?
5.2.4 Independent Testing, Verification, and Validation
5.3 Shared Services
5.3.1 Shared Services Lose Purpose
5.3.2 Reducing Friction in Shared Service Interfaces
5.4 Cross-functional Teams
5.4.1 DevOps = Cross-functional Dev + IT Ops Team
5.4.2 Organizing for Responsiveness
5.4.3 Utilization
5.4.4 T-shaped People
5.4.5 Team Size
5.5 Cross-functionality in Other Domains
5.5.1 Hospital Pod Teams
5.5.2 A Cross-functional Museum Layout
5.5.3 Taskonomy
5.6 Migrating to Cross-functional Teams
5.6.1 Separation of Duties
5.7 Communities of Practice
5.8 Maintenance Teams
5.9 Outsourcing
5.10 The Matrix: Solve It or Dissolve It
5.10.1 Matrix of Shared Services
5.10.2 Matrix with Dedicated Capacity and Fungible People
5.10.3 Matrix with Dedicated Capacity and People
5.10.4 Monolithic Cross-functional Product Team
5.10.5 Cross-functional Setup with Activity-oriented Subteams
5.10.6 Cross-functional Setup with Outcome-oriented Subteams
5.11 Summary of Insights
5.12 Summary of Actions
Chapter 6. Accountability
6.1 Power and Hierarchy
6.2 Balance Autonomy with Accountability
6.3 Assign Accountability
6.3.1 Who Owns the Outcome?
6.3.2 Accountability Maps
6.4 Minimize Power Struggles
6.4.1 Matrix Paralysis
6.4.2 Absolute Hierarchies
6.4.3 Professor-Entrepreneur
6.5 Decide on an Outcome Owner
6.6 Migration
6.7 Decision Accountability
6.7.1 Decision Record
6.7.2 Tools
6.7.3 Scope
6.7.4 Resistance
6.8 Planning and Execution
6.8.1 Disadvantages of Separation
6.8.2 The Forest and the Trees
6.8.3 Overlapping
6.8.4 Dealing with Opposition
6.9 Org Chart Debt
6.10 Summary of Insights
6.11 Summary of Actions
Chapter 7. Alignment
7.1 Articulate Strategy for General Alignment
7.1.1 Operational Excellence, Product Leadership, Customer Intimacy
7.2 Aligning IT with Business
7.2.1 MIT’s Operating Models
7.2.2 Pace-Layered Application Strategy
7.2.3 Alignment Maps
7.3 Structural Alignment
7.4 Making Business Play Its Part
7.4.1 IT Business Partner—A New Role
7.5 Summary of Insights
7.6 Summary of Actions
Chapter 8. Projects
8.1 What Is Wrong with Plan-driven Software Projects?
8.2 Budget for Capacity, Not for Projects
8.3 Business-capability-centric IT
8.4 Project Business Cases
8.4.1 Benefits Validation Powered by Continuous Delivery and Analytics
8.4.2 Deemphasize Financial Business Cases
8.5 Value-driven Projects
8.6 Project Managers
8.7 Governance
8.8 Change Programs and Initiatives
8.8.1 Digital Transformation Programs
8.8.2 Limit Work in Progress
8.9 Summary of Insights
8.10 Summary of Actions
Chapter 9. Finance
9.1 Relevance
9.2 Cost Center or Profit Center
9.3 Chargebacks
9.4 CapEx and OpEx
9.4.1 CapEx, OpEx Accounting without Timesheets
9.4.2 Activity Classification
9.5 Conventional Budgeting
9.5.1 Targets
9.5.2 Budgeteering
9.6 Agile Budgeting
9.6.1 Rolling with Agility
9.6.2 Collaborative Budgeting
9.6.3 Venture Funding Enterprise IT
9.7 Summary of Insights
9.8 Summary of Actions
Chapter 10. Staffing
10.1 Dealing with the Talent Crunch
10.1.1 Limit Scope and Sophistication
10.1.2 Let Org Design Help with Retention
10.2 Go Beyond Project Teams
10.2.1 Cost
10.2.2 Challenges
10.2.3 Other Objections
10.3 Better Staffing
10.3.1 Staff by Skills, Not by Roles
10.3.2 Job Titles
10.3.3 Profiling Skills
10.3.4 Avoid Part-time Assignments
10.3.5 Team Personality Mix
10.4 Summary of Insights
10.5 Summary of Actions
Chapter 11. Tooling
11.1 Access Control for Unscripted Collaboration
11.2 Subtle Effects of the Toolchain
11.2.1 Silos of Tool Access
11.2.2 Silos of Tool Usage
11.2.3 Silos of Tool Specialty
11.3 Technology Isn’t Value Neutral
11.3.1 How E-mail Shapes Us
11.4 Tool Evaluation
11.5 Summary of Insights
11.6 Summary of Actions
Chapter 12. Metrics
12.1 Metrics Don’t Tell the Whole Story
12.1.1 Can Measure, Can’t Forecast
12.1.2 Velocity
12.1.3 Dealing with Unknown Unknowns
12.2 Dashboards Promote Ignorance
12.3 The Problem with Targets and Incentives
12.3.1 Targets Tempt Local Optima
12.3.2 Targets Are a Control Mechanism
12.3.3 Targets and Incentives Erode Intrinsic Motivators
12.3.4 Targets Lead to Gaming
12.3.5 Goodhart’s Law
12.3.6 Implicit Targets
12.3.7 Targets Imply Incentives
12.4 Reforming the Metrics Regime
12.4.1 Get Rid of Incentives
12.4.2 Ease Targets Progressively
12.4.3 Allow Assessments
12.5 Designing Better Metrics
12.5.1 Outcome-oriented Metrics over Activity-oriented Metrics
12.5.2 Aggregate Metrics over Specific, Fine-grained Metrics
12.5.3 Adaptability Metrics over Predictability Metrics
12.5.4 Get Comfortable with Lagging Indicators
12.5.5 Compensating Metrics
12.6 Objections to Metrics Reform
12.6.1 Conversations in Context Don’t Scale
12.6.2 My Team Only Responds to Carrots and Sticks
12.6.3 Nice Try (at Cost Savings)
12.7 Migration
12.8 Summary of Insights
12.9 Summary of Actions
Chapter 13. Norms
13.1 What Are Norms?
13.2 Reinforcing Norms
13.2.1 Mechanics of Reinforcement
13.3 Cooperation over Competition
13.4 Living Policies
13.5 Consistency over Uniformity
13.6 Ask for Forgiveness, Not for Permission
13.7 Confidential Surveys
13.8 Balance Theory and Practice
13.9 Summary of Insights
13.10 Summary of Actions
Chapter 14. Communications
14.1 Intrinsic Motivation
14.2 Interpersonal Communications: Problems
14.2.1 Pulling Rank
14.2.2 Microaggression: Nonverbal
14.2.3 Microaggression: Verbal
14.2.4 War Metaphor
14.3 Interpersonal Communications: Mitigation
14.3.1 New-Hire Orientation
14.3.2 Pulse Charts
14.4 Scaling Employee Engagement through Internal Communications
14.4.1 Group Meetings
14.4.2 Blogs and Videos
14.4.3 Surveys
14.4.4 Online Forums
14.5 Deliberating in Writing
14.6 The Use and Misuse of Visual Aids
14.6.1 Visuals May Mislead Inadvertently
14.6.2 The Primacy of Words
14.6.3 Meaning Trumps Aesthetics
14.6.4 Slide Decks
14.6.5 Ditch the Pitch
14.7 Documents, Reports, and Templates
14.8 Summary of Insights
14.9 Summary of Actions
Chapter 15. The Office
15.1 Open-plan Layouts
15.1.1 How Open?
15.1.2 Wall Space
15.1.3 Solitude and Privacy
15.1.4 Criticism of Open-plan Layouts
15.2 Ergonomics
15.3 Remote Working
15.4 Summary of Insights
15.5 Summary of Actions
Chapter 16. Wrap-up
16.1 Summary of Effects
16.2 Order of Adoption
16.3 Information Radiators
16.4 Sample Exercise
16.5 IT Services
16.5.1 Contracts
16.5.2 Access to End Users
16.5.3 Securing Client Involvement
16.5.4 Intrinsic Motivation
16.5.5 The Way Ahead
16.6 GICs
16.6.1 Business Attitude
16.6.2 Cultural Differences
16.6.3 Old-style Managers
16.6.4 The Journey from CMM
16.6.5 Prognosis
16.7 Beyond IT
Bibliography
Index
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