Leverage Evidence-Based Management, a scientific method, to enable organizations to achieve goals under conditions of uncertainty. Organizations often believe in the certainty of their plans and see every deviation from the plan as a sign of failure. They view the organization as a machine for creating and executing plans instead of looking at it as a responsive organism, attentive to the changes in its environment. In a world of uncertainties, organizations need to be capable of reinventing themselves every day based on new information. In Unlocking Business Agility with Evidence-Based…mehr
Leverage Evidence-Based Management, a scientific method, to enable organizations to achieve goals under conditions of uncertainty. Organizations often believe in the certainty of their plans and see every deviation from the plan as a sign of failure. They view the organization as a machine for creating and executing plans instead of looking at it as a responsive organism, attentive to the changes in its environment. In a world of uncertainties, organizations need to be capable of reinventing themselves every day based on new information. In Unlocking Business Agility with Evidence-Based Management, authors Patricia Kong, Todd Miller, Kurt Bittner, and Ryan Ripley use the framework developed by Scrum.org called Evidence-Based Management (EBM). EBM is an empirical approach that helps organizations use experimentation and rapid feedback to progress toward goals. This path is not always obvious or straightforward, but that is a benefit: in a complex and changing world, the path toward goals will always be uncertain. EBM helps organizations use new data to adapt their plan toward their goals. Throughout the book, the authors present stories and experiences that illustrate how EBM can be applied to set better goals and then leverage empiricism to achieve those goals using feedback, learning, and evidence. This definitive guide will help your organization identify its true purpose, improve its ability to reach goals, and build a culture of trust, transparency, and growth. * Clarify goals and demonstrate value, success, and progress using agile metrics * Progress toward goals in uncertain and rapidly changing circumstances * Embrace empiricism and experimentation to find solutions for complex problems * Find real-world anonymized case studies on how to articulate goals and measurements in a way that fosters self-management and business agility Register your book for convenient access to downloads, updates, and/or corrections as they become available. See inside book for details.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Patricia Kong helps organizations thrive in a complex world by focusing on enterprise innovation, leadership, and teams. She is a people advocate and fascinated by organizational behavior and misbehaviors. She is co-author of The Nexus Framework for Scaling Scrum (Addison-Wesley, 2017). Todd Miller has practical experience as a Scrum Master, Product Owner, Software Developer, and Agile coach on a variety of technical and creative projects across a multitude of industries. He has been a professional Scrum trainer with Scrum.org since 2016. Kurt Bittner has been delivering working products in short, feedback-driven cycles for more than 40 years, and has helped many organizations do the same. He is particularly interested in helping people form strong, self-organizing, high-performance teams that deliver solutions that customers love, and helping organizations use empirical feedback to achieve customer outcome-focused goals. Ryan Ripley is a Professional Scrum Trainer with Scrum.org, and has experience as a software developer, manager, director, and Scrum Master at various Fortune 500 companies in the medical device, wholesale, and financial services industries. He is the host of "Agile for Humans," the top agile podcast on iTunes. He recently co-wrote Fixing Your Scrum: Practical Solutions for Common Scrum Problems (Pragmatic Bookshelf, 2022).
Inhaltsangabe
Foreword by Ken Schwaber xi Foreword by Dave West xv Preface xix Introduction xxvii
Chapter 1: Finding Purpose 1 Rediscovering Purpose 3 Goals 4 How Goals and Measures Influence Behaviors 7 How to Rediscover Purpose 10 Closing Satisfaction Gaps Creates Value 11 Customer-Focused Goals Enable Autonomy and Purpose 14 Improving Strategic Goals 17 Ask Why? to Uncover the Real Objective 17 Refocus Internal Goals on What Customers Need to Experience 19 Think About How You Will Measure Progress Toward Your Vision 20 What to Watch For 21 Moving Forward 22
Chapter 2: Using Empiricism to Progress Toward Goals 23 Understanding Value 25 Progressing Toward Goals in a Series of Small Steps 27 Taking Small Steps Toward Goals 29 Steering Toward Goals 32 Adapting Goals 34 Adapting Tactics 36 The Real Purpose of Goals Is to Foster Conversations 36 Losing the Plot and Finding It Again 37 What to Watch For 38 Moving Forward 39
Chapter 3: Becoming (More) Effective 41 Value Is Essential, but Frequency Matters Too 42 It Is Not Delivery Speed That Is Important; It Is Feedback Speed 44 While Focusing on Speed, Do Not Lose Sight of Value 45 Speed Is Not Enough; Teams Must Also Be Effective 46 Too Many Things at Once 48 Where Should Teams Start? 50 Beware the Efficiency Trap 51 Balancing Speed and Effectiveness 52 Cutting Corners: Sometimes Necessary, Sometimes Fatal 53 What to Watch For 55 Moving Forward 56
Chapter 4: Managing and Overcoming Expectations 59 People Who Largely Seek to Validate Expectations Are Often Disappointed 60 Transforming Bad News into Just News 61 Letting Go of Expectations 64 Expectations Can Be Stubbornly Held 65 Replacing Meeting Expectations with Seeking Goals 68 Stakeholders and Transparency 69 How to Define and Categorize Stakeholders 70 Escaping the Echo Chamber 73 Diverse Perspectives Counter Groupthink 76 What to Watch For 77 Moving Forward 78
Chapter 5: Separating the Signal from the Noise 81 Identifying Signals 82 Interpreting Evidence from Signals 84 Dampening the Noise 85 Bias Creates Noise 88 The Customer Is Not Always Right 90 Objectifying Narratives 92 Getting Unstuck 94 Making Decisions 96 What to Watch For 97 Moving Forward 98
Chapter 6: Applying EBM at the Product Level 99 Mind the (Satisfaction) Gap 100 When You Find Yourself in a Hole, Stop Digging 101 Not All Ideas Are Valuable 103 Replacing False Certainty with Experimentation 104 Using Strategic Goal Mapping to Form Experiments 106 Products Are Vehicles for Running Experiments About Value 108 Sometimes Teams Lose the Thread and Need a Reminder 110 Running Experiments and Measuring Results 111 Inspecting Results and Adapting Next Steps 114 Customer Experience Is Not Always About More Features 117 Sometimes You Must Say No 120 What to Watch For 121 Moving Forward 122
Chapter 7: Applying EBM at the Portfolio Level 123 Maximizing Output Does Not Maximize Value 124 The Problems Start with Misfocused Goals 126 Revenue and Profit Are Important, But They Are Poor Goals 127 Reconnecting Investments with Customer Outcomes 128 You Can't Have It All at Once 129 How to Measure Outcomes 130 You Do Not Know What You Do Not Know 131 How to Choose Between Bets 132 Make Small Bets 133 Kill Bad Ideas as Quickly as Possible 135 Propose Experiments 138 Evaluate Proposals 139 Make Sure All the Cards Are on the Table 140 Keep Teams Intact, and Bring Them Work 140 Separating Budgeting from Funding 141 Run Experiments 141 Evaluate Progress Toward Goals 141 What to Watch For 144 Moving Forward 145
Chapter 8: Applying EBM at the Organizational Level 147 Why Change Efforts Fail 148 To Initiate Change, Give People a Why 149 Assess Where the Organization Is Today 150 Empowerment Takes Trust, Transparency, and Time 152 Benefits of Empowering Teams 153 Measuring Empowerment 154 Growing Empowerment 155 Inverting the Organization to Support Empowerment 156 Reducing Context Switching 157 Growing Self-Sufficient Teams 158 Aligning Supporting Departments 160 Setting and Adapting Goals 163 Most Goals Canand ShouldChange 163 What to Watch For 164 Moving Forward 165
Foreword by Ken Schwaber xi Foreword by Dave West xv Preface xix Introduction xxvii
Chapter 1: Finding Purpose 1 Rediscovering Purpose 3 Goals 4 How Goals and Measures Influence Behaviors 7 How to Rediscover Purpose 10 Closing Satisfaction Gaps Creates Value 11 Customer-Focused Goals Enable Autonomy and Purpose 14 Improving Strategic Goals 17 Ask Why? to Uncover the Real Objective 17 Refocus Internal Goals on What Customers Need to Experience 19 Think About How You Will Measure Progress Toward Your Vision 20 What to Watch For 21 Moving Forward 22
Chapter 2: Using Empiricism to Progress Toward Goals 23 Understanding Value 25 Progressing Toward Goals in a Series of Small Steps 27 Taking Small Steps Toward Goals 29 Steering Toward Goals 32 Adapting Goals 34 Adapting Tactics 36 The Real Purpose of Goals Is to Foster Conversations 36 Losing the Plot and Finding It Again 37 What to Watch For 38 Moving Forward 39
Chapter 3: Becoming (More) Effective 41 Value Is Essential, but Frequency Matters Too 42 It Is Not Delivery Speed That Is Important; It Is Feedback Speed 44 While Focusing on Speed, Do Not Lose Sight of Value 45 Speed Is Not Enough; Teams Must Also Be Effective 46 Too Many Things at Once 48 Where Should Teams Start? 50 Beware the Efficiency Trap 51 Balancing Speed and Effectiveness 52 Cutting Corners: Sometimes Necessary, Sometimes Fatal 53 What to Watch For 55 Moving Forward 56
Chapter 4: Managing and Overcoming Expectations 59 People Who Largely Seek to Validate Expectations Are Often Disappointed 60 Transforming Bad News into Just News 61 Letting Go of Expectations 64 Expectations Can Be Stubbornly Held 65 Replacing Meeting Expectations with Seeking Goals 68 Stakeholders and Transparency 69 How to Define and Categorize Stakeholders 70 Escaping the Echo Chamber 73 Diverse Perspectives Counter Groupthink 76 What to Watch For 77 Moving Forward 78
Chapter 5: Separating the Signal from the Noise 81 Identifying Signals 82 Interpreting Evidence from Signals 84 Dampening the Noise 85 Bias Creates Noise 88 The Customer Is Not Always Right 90 Objectifying Narratives 92 Getting Unstuck 94 Making Decisions 96 What to Watch For 97 Moving Forward 98
Chapter 6: Applying EBM at the Product Level 99 Mind the (Satisfaction) Gap 100 When You Find Yourself in a Hole, Stop Digging 101 Not All Ideas Are Valuable 103 Replacing False Certainty with Experimentation 104 Using Strategic Goal Mapping to Form Experiments 106 Products Are Vehicles for Running Experiments About Value 108 Sometimes Teams Lose the Thread and Need a Reminder 110 Running Experiments and Measuring Results 111 Inspecting Results and Adapting Next Steps 114 Customer Experience Is Not Always About More Features 117 Sometimes You Must Say No 120 What to Watch For 121 Moving Forward 122
Chapter 7: Applying EBM at the Portfolio Level 123 Maximizing Output Does Not Maximize Value 124 The Problems Start with Misfocused Goals 126 Revenue and Profit Are Important, But They Are Poor Goals 127 Reconnecting Investments with Customer Outcomes 128 You Can't Have It All at Once 129 How to Measure Outcomes 130 You Do Not Know What You Do Not Know 131 How to Choose Between Bets 132 Make Small Bets 133 Kill Bad Ideas as Quickly as Possible 135 Propose Experiments 138 Evaluate Proposals 139 Make Sure All the Cards Are on the Table 140 Keep Teams Intact, and Bring Them Work 140 Separating Budgeting from Funding 141 Run Experiments 141 Evaluate Progress Toward Goals 141 What to Watch For 144 Moving Forward 145
Chapter 8: Applying EBM at the Organizational Level 147 Why Change Efforts Fail 148 To Initiate Change, Give People a Why 149 Assess Where the Organization Is Today 150 Empowerment Takes Trust, Transparency, and Time 152 Benefits of Empowering Teams 153 Measuring Empowerment 154 Growing Empowerment 155 Inverting the Organization to Support Empowerment 156 Reducing Context Switching 157 Growing Self-Sufficient Teams 158 Aligning Supporting Departments 160 Setting and Adapting Goals 163 Most Goals Canand ShouldChange 163 What to Watch For 164 Moving Forward 165
Index 167
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