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Index
Title Page
About This eBook
Copyright Page
Praise for The Agile Culture
Dedication Page
Contents
Foreword
Preface
Value Proposition
Acknowledgments
Group Acknowledgments
Pollyanna Pixton
Paul Gibson
Niel Nickolaisen
Chapter 1. Unleashing Talent
The Big Ideas
Who Moved My World?
The Power of Trust and Ownership
Getting Started with Trust and Ownership
Book Conventions
References
Chapter 2. Trust and Ownership
The Big Ideas
Some Teams Do Better Than Others
The Trust-Ownership Model
Why Purpose Matters
You Cannot Defy Gravity
A Foundation of Integrity and Honesty
In Summary
Chapter 3. Building Trust and Ownership
The Big Ideas
Getting to “Green”
Trust-Ownership Assessment
Getting to Trust and Ownership
Hitting the Walls
In Summary
Chapter 4. Trust Tools
The Big Ideas
Why Trust Matters
Trust Assessment
Broken Trust or Lack of Trust
Creating a Culture of Trust
Your Leadership Role
Making a Change
Decision Filters
In Summary
References
Chapter 5. Ownership Tools
The Big Ideas
Give or Take?
Taking Ownership
Don’t Take Away Ownership
Help Teams Take Ownership
Macro-Leadership Cube
In Summary
References
Chapter 6. Business Alignment Tools
The Big Ideas
Are We Aligned with the Company’s Business Goals?
Purpose-Based Alignment Model
Business Value Model
Product/Project Inception Planning
In Summary
References
Chapter 7. Dealing Honestly with Ambiguity
The Big Ideas
Easing the Need for Certainty
Proactive Risk Management
Make Progress Visible
Ambiguity and Iterative Methods
In Summary
Chapter 8. Tools to Deal with Walls
The Big Ideas
It’s Hard
“I Need It by This Date! And I Need It All!”
Managing Up
Collaborating with Non-Collaborators
In Summary
References
Chapter 9. Metrics
The Big Ideas
Why Metrics Matter
Integrity
Measuring Culture Change
Metrics Walls
Getting Useful Metrics, Removing the Rest
Metrics Programs
Getting Started
In Summary
References
Chapter 10. Case Study
Appendix A. Quick Reference Guide
Appendix B. Trust-Ownership Assessment
Team Questions on Trust and Ambiguity
Team Questions on Ownership and Alignment
Leader Questions on Trust and Ambiguity
Leader Questions on Ownership and Alignment
Mark Your Positions
Discussion Points
Appendix C. Collaboration Process
What It Is
When to Use It
How to Use It
Appendix D. Collaborating with Non-Collaborators Worksheet
Think of a Non-Collaborator You Struggle With
What Are the Traits (Behaviors) of Your Non-Collaborator?
What Type Is Your Non-Collaborator?
What Makes Your Non-Collaborator Tick?
What Makes You Tick?
Where Are You Compared to Your Non-Collaborator?
Why Do You Want to Collaborate with This Non-Collaborator?
Manage Your Risks
Dealing with Non-Collaborators
Appendix E. What to Do about Metrics
A Detailed Description
Internal Metrics
Organizational Metrics
External Metrics
Examples of Possible Metrics
About the Authors
Index
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