Agile Strategy Management: Techniques for Continuous - download pdf or read online

By Soren Lyngso

ISBN-10: 1466596074

ISBN-13: 9781466596078

ISBN-10: 1466596082

ISBN-13: 9781466596085

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, Read more...

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Extra info for Agile Strategy Management: Techniques for Continuous Alignment and Improvement

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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.

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Agile Strategy Management: Techniques for Continuous Alignment and Improvement by Soren Lyngso

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