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Agile Management - The fast and flexible approach to continuous improvement in organizations
An environment that is changing ever faster and deeper. Markets becoming more dynamic and complex. Competitor and customer behaviour is increasingly unpredictable. These developments are affecting all organizations. Whoever wants to survive in the future, needs to adapt with lightning speed. Increasing numbers of organizations recognize that traditional ways of working are no longer adequate. They lack agility. In this book, agility expert, Mike Hoogveld, shows us what we can learn from smart startups and other successful, innovative organizations. Using scientific insights and practical examples, he describes how to make your organization responsive by focusing on continuous improvement. Thus, he gives a very concrete answer to the crucial question with which so many organizations are struggling: how do we increase our agility?
· Includes an Agile Assessment, to determine the agility of your organization
Agile Management: The fast and flexible approach to continuous improvement in organizations Mike Hoogveld Agile Management: The fast and flexible approach to continuous improvement in organizations book ipad free
As they spread to all its software development teams, Michael Holm, the companys CEO and cofounder, began to worry that his leadership team was hindering progressAny change that occurs at one site should automatically replicate over to the other development sitesA number of companies have reallocated 25% or more of selected leaders time from functional silos to agile leadership teamsIt minimizes the waste inherent in redundant meetings, repetitive planning, excessive documentation, quality defects, and low-value product featuresThis solution can work very well for teams that work within nearby time zones and have dependable online accessIn the extremes, a predictive team can report exactly what features and tasks are planned for the entire length of the development processInformITOrganizations begin using agile as a set of prescriptive practices that structures how development teams perform their work(Routine and predictable taskssuch as performance assessments, press interviews, and visits to plants, customers, and suppliersfall into this category.) But many, and arguably the most important, are"Agile's Teenage Crisis?"Contents 1 History 1.1 The Manifesto for Agile Software Development 1.2 Agile software development principles 1.3 Evolutions 2 Overview 2.1 Iterative, incremental and evolutionary 2.2 Efficient and face-to-face communication 2.3 Very short feedback loop and adaptation cycle 2.4 Quality focus 3 Philosophy 3.1 Adaptive vsThe opportunity in other parts of the company is substantialThe Metrics-Driven Approach This approach is harderA common characteristic in agile software development is the daily stand-up (also known as the daily scrum)By testing in a near-production environment throughout the development process, the team will identify environment, integration, and even performance issues long before they make their way to system testingAgile software development is often implemented as a grassroots effort in organizations by software development teams trying to optimize their development processes and ensure consistency in the software development life cycleAgile Software Development Methods: Review and AnalysisIf I sense someone is afraid to speak up, I'll use one of the many exercises that collects information using sticky notesExtreme Programming Refactored: The Case Against XP
Sprints can last as little as one day, but should not be longer than four weeksThese squads have tested their modifications and found that they improve resultsThe Right Conditions for Agile Conditions Favorable Unfavorable Market Environment Customer preferences and solution options change frequentlyWhen done correctly design emerges as the system is developed and commonalities and opportunities for re-use are discovered.Retrieved 2015-09-11Further Reading Lean Knowledge Work Managing People Feature Bradley Staats and David MMany companies have shifted focus to more formal approaches to project and process management such as Lean / Agile methodologies (Kanban, Kaizen, Scrum, XP)Addison-WesleyGranted, there are unique challenges for large development organizations, such as those related to communication and coordination between individuals and teams in addition to the raw logistics activity associated with multiple projects, systems, and data sourcesThe agile section of PMIs website provides access to papers, books, and seminars about agile project managementBut because they havent gone through training, they dont really understand the approach^ a b Larman, Craig (2004)Being assigned work also constrains team members into certain roles (for example, team member A must always do the database work), which limits opportunities for cross-training. Team members themselves can choose to take on tasks that stretch their abilities and provide cross-training opportunities19 January 2007Iterative, incremental and evolutionary 5d8a9798ff