Directing The Agile Organisation

Directing The Agile Organisation: A lean approach to business management

EVAN LEYBOURN
Copyright Date: 2013
Published by: IT Governance Publishing
Pages: 275
https://www.jstor.org/stable/j.ctt5hh6fh
  • Cite this Item
  • Book Info
    Directing The Agile Organisation
    Book Description:

    Business systems do not always end up the way that we first plan them. Requirements change to accommodate a new strategy, a new target or a new competitor. In these circumstances, conventional business management methods often struggle and a different approach is required. Agile Business Management is a series of concepts and processes for the day-to-day management of an organisation. As an Agile manager you need to understand, embody and encourage these concepts. By embracing and shaping change within your organisation you can take advantage of new opportunities and outperform your competition. Directing the Agile Organisation uses a combination of first-hand research and in-depth case studies to offer a fresh approach to business management, applying Agile processes pioneered in the IT and manufacturing industries. Agile Business Management is divided into four domains: your role as a manager, your organisation’s interaction with its customers, the management of your staff, and the tools and techniques available to optimise workflow and manage customer requirements. This book will be of interest to managers and senior executives looking to improve business processes to remain competitive in today's market.

    eISBN: 978-1-84928-492-9
    Subjects: Management & Organizational Behavior

Table of Contents

  1. Front Matter
    (pp. 1-4)
  2. ABOUT THE AUTHOR
    (pp. 5-5)
  3. ABOUT THE CASE STUDY AUTHORS
    (pp. 6-7)
  4. CONVENTIONS USED IN THIS BOOK
    (pp. 8-8)
  5. ACKNOWLEDGEMENTS
    (pp. 9-10)
    Evan Leybourn
  6. Table of Contents
    (pp. 11-12)
  7. INTRODUCTION
    (pp. 13-49)

    Agile is about change; changing how you think, changing how you work, and changing the way you interact. By accepting, embracing, and shaping change, you can take advantage of new opportunities to outperform, and out-compete, in the market. While this sounds simple, change, by its very nature, is not easy.

    The concepts in this book change what it means to do business. ‘Agile Business Management’ is a series of concepts and processes for the day-to-day management of your organisation, regardless of industry, size or location. The end goal is to improve business adaptability, staff engagement, quality, and risk management, for...

  8. CHAPTER 1: YOU, THE AGILE MANAGER
    (pp. 50-62)

    Aim of this chapter: To make you think about your role as a manager. We investigate what makes a good manager, as well as examining your new, and changing, responsibilities under Agile Business Management. By the end, you should have the techniques you need to manage your staff, while empowering them to take direct responsibility and authority for their outcomes.

    If you skipped theIntroduction, Agile Business Management is a set of adaptive, lightweight, high productivity, and low waste business processes, designed to deliver regular outcomes for your Customers. As an Agile Manager, you need to understand, and embody, these...

  9. CHAPTER 2: INTEGRATED CUSTOMER ENGAGEMENT
    (pp. 63-79)

    Aim of this chapter: To raise questions about your Customers: who are they, what their needs and goals are, and how can you work together? We will look at collaboration techniques to deliver their needs efficiently, with minimal waste, and to everyone’s satisfaction. Moreover, we will examine the need to invest in building trust and communication, in order to improve outcomes for both parties.

    To be Agile is to adapt when circumstances change, and nothing changes more than your Customers’ needs. The second domain of Agile Business Management is the regular, and ongoing, fulfilment of Customer needs, through a collaborative...

  10. CHAPTER 3: THE STRUCTURE OF AN AGILE ORGANISATION
    (pp. 80-141)

    Aim of this chapter: To provide the organisational context in which Agile, and Agile Business Management, operates. We will look at the lean management structures that provide oversight, set goals and manage risk, whilst remaining flexible and adaptable. This chapter will also describe many of the specific management techniques needed to manage different types of Teams, Departments, and companies, in an Agile way.

    The third domain of Agile Business Management is an organisational structure that promotes increased communication, trust and empowerment of your Teams. The ideal Agile Business Management structure has the minimum layers of management between the CEO, or...

  11. CHAPTER 4: WORK, THE AGILE WAY
    (pp. 142-225)

    Aim of this chapter: To provide business managers with the tools and techniques needed to optimise workflow, exploit change, and manage Customer Requirements in an adaptable and flexible way. Based on proven Agile and lean processes, and aligned to the Agile philosophy, these techniques cover the full work-cycle, through planning, design, development, quality control, to completion.

    At this point, after examining the role of the Customer and Team, it’s time to get to work. Work, the Agile way, is defined as the sum of Requirements made by a single Customer to a Team, or related group of Teams, and delivered...

  12. CHAPTER 5: THE AGILE BUDGET
    (pp. 226-236)

    Aim of this chapter: To define the associated financial models and processes that support your Agile organisation. We will look at Agile budgeting and delegation options, as well as how to manage budgets, quotes and costings, alongside changing Customer Requirements.

    Most organisations plan funding by financial year, and allocate it to Departments for business-as-usual activities, or temporary projects for a specific outcome. This, in turn, is generally broken into capital, and operational, expenditure. However, a lot can happen in a year. Teams with long-term fixed budgets may not be in a position to take advantage of new opportunities, or adapt...

  13. CHAPTER 6: REFLECTION, RETROSPECTIVES AND KAIZEN
    (pp. 237-242)

    Aim of this chapter: To understand Kaizen, and provide the mechanism that drives process change and corporate transformations. We investigate the Teams responsibility, as well as the specific techniques, to drive local change and support organisational change. By the end of this chapter, you should have an understanding of the processes you can use to run an Agile Business Management transformation.

    All Agile processes are, by their very nature, cyclical, with the outcomes of the previous Iteration feeding into the next. With very little additional effort, this continuous feedback can become ongoing improvement, and provide the mechanism for organisations to...

  14. CHAPTER 7: THE SHAPE OF THINGS TO COME
    (pp. 243-250)

    As I said at the beginning of this book, Agile is about change; changing how you think, changing how you work, and changing the way you interact. Agile Business Management provides the guiding philosophy and supporting processes to help catalyse this change within your organisation. How you apply this is between you, your Teams, and your Customers.

    Whatever your ultimate goals, an Agile organisation emphasises adaptability and Customer interaction, while remaining aligned to the four core Agile values.

    1 We value individuals and interactions over processes and tools.

    2 We value [completed Customer Requirements] over comprehensive documentation.

    3 We value...

  15. GLOSSARY
    (pp. 251-263)
  16. BIBLIOGRAPHY
    (pp. 264-268)
  17. ITG RESOURCES
    (pp. 269-272)