By Rick Freedman
Learn the agile philosophy of lean approaches, incremental supply, deep shopper participation, decentralized authority, and just-in-time making plans to carry pace, creativity, empowerment and elevated productiveness to product improvement. This e-book is your advisor to turning into the go-to consultant for the firm agile transition.
Many businesses have introduced in agile coaches and accomplished nice growth in software program improvement productiveness, in basic terms to discover groups slipping again into outdated equipment as they come across firm resistance and disorder. The consultative abilities required to interact on the company point range significantly from these had to trainer groups in agile practices. Agile coaches and specialists have to up their online game to effectively accomplice with executives, managers, and PMOs to adapt from conventional ways to a lean, agile attitude. The Agile Consultant, through former Intel world wide venture administration Director and agile specialist Rick Freedman, writer of Amazon best-seller The IT Consultant, indicates easy methods to conquer transition demanding situations and movement past team-level perform training to steer the complete association to firm agility.
Agile tools are displacing conventional, process-heavy venture administration ideas, and are poised emigrate from software program improvement to the remainder of IT, and to the whole firm. Agile’s fast adoption proves an easy fact: agility works!
Agile tools are right here to stick, and should proceed to extend in the association. organizations are quickly relocating past agile improvement to agile IT, agile advertising, and agile strategic making plans. agencies desire agile coaches and experts to lead them in the direction of reaching some great benefits of agility.
What you are going to examine
- Instill powerful agile practices around the enterprise
- Coach groups, managers, and managers in studying, adopting, and practising lean and agile strategies
- Diagnose the roadblocks and stumbling blocks so much businesses come across through the transition to agile
- Use famous change-management recommendations to lead the firm to agility whereas minimizing disruption and resistance
- Navigate the numerous demanding situations that could derail the transition to agility
- Demonstrate the serious mixture of facilitation, interpersonal, and courting abilities to aid companies be triumphant with agile
- Guide the company tradition towards agility from the head down and the ground up
- Evolve from old style venture administration pondering to a lean, agile mindset
Who This ebook Is For
Besides IT experts, The Agile Consultant also will entice developer groups, inner IT staffers and their managers, and to executives best the transition to agile improvement.
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Additional info for The Agile Consultant: Guiding Clients to Enterprise Agility
Sample text
Even before the collaborative ethic that imbues agile was pervasive, client ownership of the solution and vision was critical. The decision process can’t be outsourced, and client attempts to turn consultants into “blame agents” must be resisted. We can explore options, describe the implications of choosing one direction or another, and anecdotally advise the client, if it were me, I’d . , but once that’s done, the client, and the enterprise, must resolve to take a particular course and own that decision.
As we progress, I’ll introduce my EVOLVE consulting framework, which, I believe, takes the core elements of the transition frameworks we’ve discussed and adapts them to the specific concerns of the agile consultant. Before we explore that framework, however, let’s examine some of the challenges of dealing with existing culture in agile evolutions. Summary The agile consultant requires a unique combination of skills. Expertise in the agile domain, is, of course, critical, but the consultative skills of facilitation, negotiation, and persuasion are also key.
S. economy boomed. One of the greatest periods of economic expansion and consumer spending in history resulted, in part, from the efficiencies designed into Sloan’s management style, where orders flowed from the top and compliance flowed from below, with no such thing as a “stakeholder,” just a shareholder. The success of America’s industrial war effort validated the autocratic, assembly-line, interchangeable worker mentality that characterized American manufacturing. In the intervening years, however, Sloan’s command-and-control business philosophy has been severely criticized.