|
|
|
xiii | |
|
|
|
xv | |
| Foreword |
|
xix | |
| Preface |
|
xxiii | |
|
1 Introducing the Agile VMO |
|
|
1 | (18) |
|
Middle Management Is the Keeper of the Execution Model |
|
|
6 | (3) |
|
|
|
9 | (1) |
|
Transforming the PMO into an Agile VMO |
|
|
10 | (9) |
|
2 Defining an Agile Process |
|
|
19 | (29) |
|
Establish High Discipline as the Driving Goal for All Your Agile Processes |
|
|
22 | (2) |
|
Take a Calibrated Approach to Defining Your Agile Processes |
|
|
24 | (7) |
|
Define Metrics That Support and Drive Dynamic Transformation |
|
|
31 | (6) |
|
Develop Process Controls as Natural Outputs of the Process |
|
|
37 | (11) |
|
3 Organizing around Value Streams |
|
|
48 | (16) |
|
Organize as Adaptive Networks of Teams |
|
|
50 | (4) |
|
Define Flexible Value Streams by Customer Journeys |
|
|
54 | (5) |
|
Establish the VMO as a Team of Teams |
|
|
59 | (1) |
|
Fund Experience-Aligned Teams by Value Stream |
|
|
60 | (4) |
|
|
|
64 | (31) |
|
|
|
65 | (2) |
|
|
|
67 | (1) |
|
Negative Customer Outcomes |
|
|
68 | (1) |
|
Conform to Value Rather Than Comply to Plan |
|
|
68 | (1) |
|
Plan, Deliver, and Measure in Small Batches |
|
|
69 | (2) |
|
Measure Business Outcomes, Not Stage Outputs |
|
|
71 | (1) |
|
Sense and Respond to Business Conditions |
|
|
72 | (3) |
|
Apply Adaptive Planning at Multiple Levels |
|
|
75 | (1) |
|
Conduct Strategy Planning--Scenario Planning, OKRs, and MMPs |
|
|
76 | (8) |
|
Conduct Portfolio Planning--Portfolio Kanban |
|
|
84 | (3) |
|
Conduct Product and Release Planning--Product Road Map and Big Room Planning |
|
|
87 | (4) |
|
Conduct Sprint/Iteration and Daily Planning |
|
|
91 | (4) |
|
5 Tracking and Monitoring Program Flow |
|
|
95 | (18) |
|
Understand Visual Management Systems |
|
|
98 | (4) |
|
Track and Monitor Program Flow with VMSs |
|
|
102 | (8) |
|
Drive Continuous Learning and Adaptation |
|
|
110 | (3) |
|
6 Prioritizing and Selecting MMPs |
|
|
113 | (21) |
|
Plan for a Fundamental Shift from Project to MMP Delivery |
|
|
115 | (4) |
|
Select MMPs for Maximum Financial Impact |
|
|
119 | (6) |
|
Use WSJF to Prioritize and Select the Most Impactful Options |
|
|
125 | (9) |
|
7 Evolving a Funding and Governance Strategy |
|
|
134 | (26) |
|
Budget, Predictability, and Outcomes |
|
|
135 | (1) |
|
Flexible Funding: What Will Consumers Value? |
|
|
136 | (4) |
|
Provide Fixed Funding for Value Streams |
|
|
140 | (2) |
|
Strategize More Frequently; Annually Is Not Fast Enough |
|
|
142 | (1) |
|
Monetize at the Feature Level |
|
|
143 | (4) |
|
Devise a Fixed-Cost Model for Your Stable Agile Teams |
|
|
147 | (4) |
|
Adopt Business Outcomes as Key Governance Controls |
|
|
151 | (2) |
|
Utilize a Lean Business Case |
|
|
153 | (2) |
|
Require Frequent Delivery, and Measure Incremental Business Results |
|
|
155 | (2) |
|
Recognize That It Is Fundamentally about the Time Value of Money |
|
|
157 | (3) |
|
8 Managing Organizational Change |
|
|
160 | (15) |
|
Recognize That Change Is Extraordinarily Difficult |
|
|
161 | (5) |
|
Design and Set Up a Holistic Change Management System |
|
|
166 | (7) |
|
Position the VMO to Drive the Change |
|
|
173 | (2) |
|
9 Setting Up Your Agile VMO |
|
|
175 | (20) |
|
Create the VMO as a Cross-Functional, Cross-Hierarchy Team of Teams |
|
|
176 | (2) |
|
Ensure End-to-End Representation with Clear Roles and Responsibilities |
|
|
178 | (1) |
|
Establish the VMO's Meetings and Cadence |
|
|
179 | (5) |
|
|
|
184 | (2) |
|
Manage the Agile Life Cycle |
|
|
186 | (1) |
|
Manage the Agile Life Cycle--Getting to Ready |
|
|
186 | (2) |
|
Manage the Agile Life Cycle--Getting to Done |
|
|
188 | (1) |
|
Scale Up the VMO to Multiple Levels with an Enterprise VMO |
|
|
188 | (7) |
| Notes |
|
195 | (4) |
| Acknowledgments |
|
199 | (2) |
| Index |
|
201 | (8) |
| About the Authors |
|
209 | |
