Librería Portfolio

Book description

How well does your organization respond to changing market conditions, customer needs, and emerging technologies when building software-based products? This practical guide presents Lean and Agile principles and patterns to help you move fast at scale-and demonstrates why and how to apply these methodologies throughout your organization, rather than with just one department or team.

Through case studies, you'll learn how successful enterprises have rethought everything from governance and financial management to systems architecture and organizational culture in the pursuit of radically improved performance. Adopting Lean will take time and commitment, but it's vital for harnessing the cultural and technical forces that are accelerating the rate of innovation.

Discover how Lean focuses on people and teamwork at every level, in contrast to traditional management practices
Approach problem-solving experimentally, by exploring solutions, testing assumptions, and getting feedback from real users
Lead and manage large-scale programs in a way that empowers employees, increases the speed and quality of delivery, and lowers costs
Learn how to implement ideas from the DevOps and Lean Startup movements even in complex, regulated environments



Table of contents

Preface
Why Did We Write This Book?
Who Should Read This Book?
Conspectus
O'Reilly Online Learning
How to Contact Us
Acknowledgments
I. Orient
1. Introduction
A Lean Enterprise Is Primarily a Human System
Mission Command: An Alternative to Command and Control
Create Alignment at Scale Following the Principle of Mission
Your People Are Your Competitive Advantage
2. Manage the Dynamics of the Enterprise Portfolio
Exploring New Ideas
Exploiting Validated Business Models
Balancing the Enterprise Portfolio
Conclusion
II. Explore
3. Model and Measure Investment Risk
Model Investment Risk
Applying the Scientific Method to Product Development
Principles for Exploration
Conclusion
4. Explore Uncertainty to Detect Opportunities
Discovery
Creating a Shared Understanding
Structured Exploration of Uncertainty
What Business Are We In?
Understanding Our Business Problem to Inform Our Business Plan
Understanding Our Customers and Users
Turning Insights and Data into Unfair Advantage
Using Insight to Inform Hypotheses and Experiments
Accelerate Experimentation with MVPs
How Do Our Vision and MVP Work Together?
The One Metric That Matters
Conclusion
5. Evaluate the Product/Market Fit
Innovation Accounting
Do Things That Don't Scale
Customer Intimacy
Build a Runway of Questions, Not Requirements
Engineering Practices for Exploring
Engines of Growth
Transitioning Between Horizons to Grow and Transform
Conclusion
III. Exploit
6. Deploy Continuous Improvement
The HP LaserJet Firmware Case Study
Drive Down Costs Through Continuous Process Innovation Using the Improvement Kata
Understand the Direction
Planning: Grasp the Current Condition and Establish a Target Condition
Getting to the Target Condition
How the Improvement Kata Differs from Other Methodologies
How the HP LaserJet Team Implemented the Improvement Kata
Managing Demand
Creating an Agile Enterprise
Conclusion
7. Identify Value and Increase Flow
The Maersk Case Study
Increase Flow
Map Your Product Development Value Streams
Limit Work in Process
Cost of Delay: A Framework for Decentralizing Economic Decisions
Conclusion
8. Adopt Lean Engineering Practices
The Fundamentals of Continuous Delivery
Continuous Integration and Test Automation
The Deployment Pipeline
Decouple Deployment and Release
Conclusion
9. Take an Experimental Approach to Product Development
Using Impact Mapping to Create Hypotheses for the Next Iteration
Performing User Research
Online Controlled Experiments
An A/B Test Example
Prerequisites for an Experimental Approach to Product Development
Conclusion
10. Implement Mission Command
Amazon's Approach to Growth
Create Velocity at Scale Through Mission Command
Evolving Your Architecture Using the Strangler Application Pattern
Conclusion
IV. Transform
11. Grow an Innovation Culture
Model and Measure Your Culture
Change Your Culture
Make It Safe to Fail
There Is No Talent Shortage
Growing Talent
Eliminate Hidden Bias
Conclusion
12. Embrace Lean Thinking for Governance, Risk, and Compliance
Understanding Governance, Risk, and Compliance
Take an Evolutionary Approach to Risk Management
Apply Lean Principles to GRC Processes
Define the Value of GRC Processes from the Customer Perspective
Map the Value Stream, Create Flow, and Establish a Pull System
The Wrong Control Interrupts Flow
Conclusion
13. Evolve Financial Management to Drive Product Innovation
Introduction
Dancing to the Beat of the Financial Drum Slows Innovation
Liberating Ourselves from the Annual Budget Cycle
Stop Conflating Good Financial Management with "The Budgetö
Disassociate Funding Decisions from the Annual Fiscal Cycle
Explore Activity-Based Accounting Principles
Avoid Using Budgets as the Basis for Performance Measurement
Stop Basing Business Decisions on Capital Versus Operational Expense
Modify Your IT Procurement Processes to Gain Greater Control over Value Delivery
Conclusion
14. Turn IT into a Competitive Advantage
Rethinking the IT Mindset
Freedom and Responsibility
Creating and Evolving Platforms
Preparing for Disasters
Managing Existing Systems
Conclusion
15. Start Where You Are
Principles of Organizational Change