For Agile to succeed at scale, strategy, structures, processes, reward systems, and people practices must align with and reinforce each other across the entire organization. Creating Agile Organizations is about making that happen. Whether youre a leader, Scrum Master, or trainer, this book will help you use effective Organizational Design (OD) to achieve successful Agile transformation at the enterprise level. Drawing on years of experience scaling Scrum, renowned Large-Scale Scrum (LeSS) experts Cesario Ramos and Ilia Pavlichenko present proven techniques for use with any technology, in any…mehr
For Agile to succeed at scale, strategy, structures, processes, reward systems, and people practices must align with and reinforce each other across the entire organization. Creating Agile Organizations is about making that happen. Whether youre a leader, Scrum Master, or trainer, this book will help you use effective Organizational Design (OD) to achieve successful Agile transformation at the enterprise level. Drawing on years of experience scaling Scrum, renowned Large-Scale Scrum (LeSS) experts Cesario Ramos and Ilia Pavlichenko present proven techniques for use with any technology, in any large environment. In the context of a true systems-thinking approach, they provide specific solutions for challenges such as preparing and facilitating large-scale Scrum meetings, honing newly relevant leadership skills, and addressing challenges that cut across the entire organization. This book includes a library of tested tools for effective Agile leadership, including Product Definition Guides for describing any new product and a Feature Heat Map for designing teams and entire organizations.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Cesario Ramos works worldwide as a senior management consultant on large-scale Agile adoptions in the financial and high-tech industries. His international experience, a strong background in technology, and passion for people make him an influential partner in organization design and in leading the adoption of Agile. Cesario has a MSc in mathematics and computing science from the University of Eindhoven and is also a Certified LeSS Trainer and Professional Scrum Trainer from Scrum.org. Outside of his consulting work, Cesario has served as a Java/C# developer, lead software architect, CTO, and as a product manager. He is also the author of Create Agile Organizations, A Scrum Book, and EMERGENT -- Lean & Agile Adoption for an Innovative Workplace. Ilia Pavlichenko leads Agile transformations in companies around the world. He is an organization design consultant with a rigorous focus on coaching senior management. Ilia regularly speaks at international Agile/Scrum conferences. Ilia is also a Certified LeSS (Large-Scale Scrum) Trainer and a Professional Scrum Trainer from Scrum.org. In the past he was a programmer, project manager, Scrum Master, and an Agile Coach at multiple product organizations. Ilia is a candidate for the Master of Sports in table tennis and streetlifting, and is a fan of Queen and Brian May.
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Foreword by Craig Larman xix Foreword by Dave West xxi Preface xxiii Introduction xxvii Acknowledgments xxxv About the Authors xxxvii Part I: Foundational Concepts 1 Chapter 1: Organizing for Adaptability 3Hello, VUCA World! 3 What Is an Agile Organization Design? 4 Typical Problems When Adopting Agility 6 Avoid CopyPaste Scaling: A Typical Scaling Approach 10 Overview of an Agile Organization Design 11 Summary 16 References 17 Chapter 2: Systems Thinking 19Basics of Systems Thinking 19 Applying Systems Thinking 31 Summary 48 References 49 Chapter 3: Optimize for Adaptiveness 51What It Means to Be Adaptable 53 Flow Efficiency 54 Behavior of Queues 54 Queueing System Structures 61 Algorithm for Dealing with Queues 62 Choose an Operational Strategy 63 Summary 67 References 68 Chapter 4: Agile Organizational Design 69Why Organizational Redesign? 70 Business Strategy Drives Organizational Design 71 Overview of a Design Process 72 Agile Organization Design Guidelines 73 Agile vs. Traditional Human Resources Management 101 Summary 104 References 105 Chapter 5: An Agile Adoption Approach 107Principles of an Agile Adoption 107 Overview of an Adoption Approach 109 Overarching Adoption Guidelines 111 Applying Systems Thinking in Organizational Coaching 120 Summary 130 References 131 Chapter 6: Coaching for Change 133Guideline 1: Influence People 134 Guideline 2: Co-Create the Change 136 Guideline 3: Voluntary Participation 139 Guideline 4: Acknowledge the Loss 144 Guideline 5: Deliver the Message Continually 147 Guideline 6: Help People to Cross the Edge 149 Guideline 7: Axes of Change 153 Guideline 8: Find the Right Balance of Radical/Incremental Change 159 Summary 161 References 162 Part II: Applying the Concepts 165 Chapter 7: Group Facilitation 167Principles of Facilitation 167 Workshop Design 172 Facilitating Scrum Events 178 Summary 195 References 196 Chapter 8: Preparing the Product Group 197Areas of Concern for Successful Preparation 197 Area 1: Involve the Managers 198 Area 2: Understand the Current Reality 204 Area 3: Create a Vision of the Future 221 Area 4: Identify the Product Group 233 Organizational Design to Eliminate Dependencies 242 Summary 249 References 250 Chapter 9: Launching the Product Group 251Menu of Available Choices 252 Initial Product Backlog Refinement 253 Define the Definition of Done 257 Feature Team Adoption Map 260 Self-Designing Team Workshop 265 Team Lift-Off 270 Identify and Launch Communities 282 Identify Coordination Mechanisms 284 Create Useful Checklists 286 Summary 288 References 289 Chapter 10: Coaching Teams 291The Building Blocks of the Agile Organization 291 Observations of an Agile Team 292 Building on the Team Lift-Off: Coaching Multifunctional Learning 296 Dealing with Recurrent Complex Problems in Teams: Systems Team Coaching 315 Improving Team Dynamics: Trust 329 Facilitate Feedback Loops for Learning: Learning New Practices 332 Summary 335 References 335 Chapter 11: Guiding the Product Ownership 337What Makes a Team Product Owner? 337 The Product Owner in a Senior Position 341 Product Ownership Measures 345 Customer Understanding 347 The Product Owner Process 349 Stakeholder Alignment 351 Product Owner Leadership 354 Summary 356 References 357 Appendix Case Studies and Workshop Examples 359 Index 413
Foreword by Craig Larman xix Foreword by Dave West xxi Preface xxiii Introduction xxvii Acknowledgments xxxv About the Authors xxxvii Part I: Foundational Concepts 1 Chapter 1: Organizing for Adaptability 3Hello, VUCA World! 3 What Is an Agile Organization Design? 4 Typical Problems When Adopting Agility 6 Avoid CopyPaste Scaling: A Typical Scaling Approach 10 Overview of an Agile Organization Design 11 Summary 16 References 17 Chapter 2: Systems Thinking 19Basics of Systems Thinking 19 Applying Systems Thinking 31 Summary 48 References 49 Chapter 3: Optimize for Adaptiveness 51What It Means to Be Adaptable 53 Flow Efficiency 54 Behavior of Queues 54 Queueing System Structures 61 Algorithm for Dealing with Queues 62 Choose an Operational Strategy 63 Summary 67 References 68 Chapter 4: Agile Organizational Design 69Why Organizational Redesign? 70 Business Strategy Drives Organizational Design 71 Overview of a Design Process 72 Agile Organization Design Guidelines 73 Agile vs. Traditional Human Resources Management 101 Summary 104 References 105 Chapter 5: An Agile Adoption Approach 107Principles of an Agile Adoption 107 Overview of an Adoption Approach 109 Overarching Adoption Guidelines 111 Applying Systems Thinking in Organizational Coaching 120 Summary 130 References 131 Chapter 6: Coaching for Change 133Guideline 1: Influence People 134 Guideline 2: Co-Create the Change 136 Guideline 3: Voluntary Participation 139 Guideline 4: Acknowledge the Loss 144 Guideline 5: Deliver the Message Continually 147 Guideline 6: Help People to Cross the Edge 149 Guideline 7: Axes of Change 153 Guideline 8: Find the Right Balance of Radical/Incremental Change 159 Summary 161 References 162 Part II: Applying the Concepts 165 Chapter 7: Group Facilitation 167Principles of Facilitation 167 Workshop Design 172 Facilitating Scrum Events 178 Summary 195 References 196 Chapter 8: Preparing the Product Group 197Areas of Concern for Successful Preparation 197 Area 1: Involve the Managers 198 Area 2: Understand the Current Reality 204 Area 3: Create a Vision of the Future 221 Area 4: Identify the Product Group 233 Organizational Design to Eliminate Dependencies 242 Summary 249 References 250 Chapter 9: Launching the Product Group 251Menu of Available Choices 252 Initial Product Backlog Refinement 253 Define the Definition of Done 257 Feature Team Adoption Map 260 Self-Designing Team Workshop 265 Team Lift-Off 270 Identify and Launch Communities 282 Identify Coordination Mechanisms 284 Create Useful Checklists 286 Summary 288 References 289 Chapter 10: Coaching Teams 291The Building Blocks of the Agile Organization 291 Observations of an Agile Team 292 Building on the Team Lift-Off: Coaching Multifunctional Learning 296 Dealing with Recurrent Complex Problems in Teams: Systems Team Coaching 315 Improving Team Dynamics: Trust 329 Facilitate Feedback Loops for Learning: Learning New Practices 332 Summary 335 References 335 Chapter 11: Guiding the Product Ownership 337What Makes a Team Product Owner? 337 The Product Owner in a Senior Position 341 Product Ownership Measures 345 Customer Understanding 347 The Product Owner Process 349 Stakeholder Alignment 351 Product Owner Leadership 354 Summary 356 References 357 Appendix Case Studies and Workshop Examples 359 Index 413
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