When Everything's in Place: What Works Best?

The Agile Manifesto offered a philosophy for accomplishing technical work efficiently; The Agile Enterprise builds on the previous text and outlines how to apply Agile concepts throughout an organization. Filled with real-world examples, this book will show students how to break large problems down into smaller, manageable ones; assist managers in finding their value with self-managing teams; and help executives track and recognize success in their businesses. Several methodologies are outlined to help teams operationalize Agile ideas. Organizations should adapt these methodologies to their own circumstances and remember that, with Agile, individuals and interactions are the key, not tools and processes. Chapter 8 offers advice on how to address the challenge of breaking large issues into smaller pieces, which is vital in the Agile approach. Having small, multidisciplinary discovery teams can lead to a matrix-managed business structure, but matrix management can be challenging if employees answer to multiple managers. Exploratory mindsets need preconceptions to be left at the door and customers to be actively heard. The Agile practice of time-boxing and its benefits are described. Managers can develop agility by eliminating unnecessary meetings and making sure the meetings they keep are run efficiently. A four-quadrant framework for identifying short- and long-term problems is provided. Ultimately, Agile is not easy, but by fostering certain habits, it can be developed.

• Enterprise agility
• Organizational development
• Problem solving
• Business management
• Agile project management
• Collaboration and teams