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 1 introduces the concept of agile businesses and explains how most organizations are not agile because of the difficulty of developing cohesion between the various teams, such as the marketing, engineering, and human resources teams. To become agile, businesses must first examine various executives' differing goals and measures for success; customer satisfaction is ultimately the common objective among leaders. Agile companies are able to recognize when they are not addressing their customers' problems well and are then able to pivot; companies that are unable to do this will face growth issues even after being a successful startup. Change in processes, culture, and personnel may need to happen to increase company agility. Managers should create processes to fit the business's needs.

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 2 outlines the Agile Manifesto and its main principles, which offers a new approach to software development. Differing from the popular Waterfall approach, the Agile approach to delivering working software focuses on communication and collaboration with other programmers and customers over a cycle of documentation and written specifications. However, this does not mean that process should be eliminated; it simply means that process should be balanced with communication. Different Agile methodologies are described, including Scrum and XP. Each methodology has its own strengths and weaknesses, and teams can use the aspects of each method that work best for them. Simply implementing an Agile methodology is more important than the chosen methodology itself.

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 3 describes how Agile can be applied to departments other than software development. Some Agile methodologies, such as XP, cannot cross over to nontechnical use, but Scrum can be used by nontechnical teams. A case study using an Agile approach to hiring is offered. One main aspect of Agile is chunking work into smaller tasks that are able to be accomplished quickly; this allows for the concept of failing fast-if an idea does not work out in a short timespan, it does not cause too much pain, and there is still the capacity to change direction. Teams should avoid focusing too much on Agile methodologies and focus on Agile principles instead. Transitioning to an Agile mentality will require senior management support; leaders should work with teams to create processes that best fit their needs.

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 4 explores a few practical challenges of Agile. The most common challenge is starting a sprint without adequately understanding the targeted stories. These sprints are not shortcuts to building better software in a short amount of time; rather, successful sprints need discovery. Sprints tend to fail when teams underestimate the complexity of stories. While Agile has surpassed the Waterfall approach, there are still aspects of the Waterfall approach that businesses can learn from, such as how the upfront study considers every aspect of the system. Exploration teams are needed to research potential projects; these teams must have senior-level employees who are typically in high demand, so funding for a permanent exploration team is ideal.

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 5 discusses Agile obstacles in depth. In order to achieve agility, companies must first recognize and address the problems that prevent heads-down work in the business; this may include the danger of multitasking. Tactical emergencies might force teams to change direction mid-sprint, which could make the sprint immeasureable and cause cognitive overload. For smaller companies, fires-such as server failures or technical breaches-are typically all-consuming events; however, this response to fires derails progress and is ultimately unsustainable. Managers should strive to discover the cause of fires and determine whether or not they actually stem from previous problems that were not addressed properly. While fixing the root cause of a problem can be very expensive, more fires will occur if root causes are not dealt with.

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 6 looks at measuring success in agile companies. Story point is an Agile Scrum approach to sizing work items; it is not a fair way to evaluate a team's or an individual's effectiveness, but upper management may use it as a measure simply because team managers do not offer other useful metrics. Quantitative measurement of businesses, teams, and employees is encouraged in current management theory; OKRs are a compromise between quantitative measurements and potentially creativity-stifling metrics. Two types of OKRs are described: committed must-do OKRs and aspirational OKRs. OKRs need to be measurable, unambiguous, and significant, and its key results need to be numeric. Ultimately, OKRs are an improvement on the concept of MBO.

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 7 discusses Agile and effectively implementing organizational change. Agile will not solve all of a company's problems; rather, obstacles to success need to be identified and addressed before Agile practices can be useful. Plateauing is when a company stalls in a growth phase and is one of the most common problems businesses face. To facilitate company growth, processes and practices may need to be improved, new personnel with specific skillsets may need to be hired, and a culture of learning may need to be fostered. Outside consultants can provide valuable help to organizations for myriad problems, such as missed sales targets or managerial squabbles. Tips on how to successfully work with consultants are offered.

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.