By Soren Lyngso
Your strategic projects are continually lower than hearth as a result of evolving nature of markets, expertise, legislation, and govt. to make sure your method succeeds, it needs to stay versatile whereas confronting those moving demanding situations. Agile process administration: innovations for non-stop Alignment and development explains how one can accomplish that flexibility via construction agility into the initiation, improvement, implementation, and governance of your strategic initiatives.The publication information what it takes to begin, advance, enforce, and govern a fit approach that provides the advantages anticipated by way of all stakeholders. It provides insights received by way of the author's association over the past 25 years assisting their consumers be successful with their strategic tasks. packed with real-world examples and case stories, it illustrates wide-ranging occasions the place the author's corporation helped consumers succeed in vital company objectives. Read more...
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Extra info for Agile Strategy Management: Techniques for Continuous Alignment and Improvement
This was, of course, a complete waste of time and money. In parallel with the GAP analysis, the future end users (bank employees and a few IT employees) were “trained” in the new COTS software that had not been adapted to their requirements (these requirements did not exist). 28 • Agile Strategy Management The users from business and IT were all deeply unhappy and frustrated with what they saw during training and demonstrations. This sporadic and very expensive training provided by the COTS vendor created more frustration and mistrust than learning.
The agility is there to overcome the constraints of mistrust and suspicion among strategic initiative stakeholders. The core agility principle is: Each process from the definition of the initial need for change to the final delivery of the agreed solution contributes to stakeholder trust, mutual Strategy Quality and Strategy Success • 35 respect, motivation, and willingness to take ownership of the solution components delivered. The first action in the establishment of a strategic initiative scope is to identify the initial objective of the sponsor and the initial keystakeholders to be involved with the initiative.
Progress tracking that was performed once a week with all involved project managers. • Handling of any cross-organizational issues on a day-to-day basis at 8:30 meetings in the war room. • Functional implementation issues were analyzed using Object Lifecycle Analysis to ensure a complete and consistent solution implementation. • Simulated Accept-Testing was established between internal future support, external solution implementers, future end users, and, to some degree, internal management. • The end users were only formally trained once the future solution components were ready for final Accept-Testing and production.
Agile Strategy Management: Techniques for Continuous Alignment and Improvement by Soren Lyngso