By Pollyanna Pixton, Paul Gibson, Niel Nickolaisen

ISBN-10: 0321940148

ISBN-13: 9780321940148

What do you need? overjoyed buyers. How do you get them? via quickly providing leading edge, intriguing services your clients will like to use. How do you do that? through uniting proficient humans round shared principles and objective, trusting them, supporting them take possession, and getting out in their manner. It sounds easy—but you recognize it isn't. To make it take place, you want to create an agile tradition: one that's open to alter and will reply quick to no matter what your buyers desire and wish. The Agile tradition provides confirmed versions, pragmatic instruments, and convenient worksheets for doing simply that. construction on their event aiding 1000's of businesses, 3 world-class specialists assist you align and unharness the abilities of every person on your association. step-by-step, you'll tips on how to circulation towards a tradition of belief, within which we all know, owns, and improves the implications.

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It could also be used as an early agile transformation strategy, beyond the more common strategy of just building anywhere from one to several agile teams. The agile team building strategy often runs into problems because it doesn’t involve enough other functional groups, such that the agile teams become isolated and discouraged. This approach has some downsides, but it is worth investigating for your agile transformation. info Chapter 3 DELIVER A CONTINUOUS FLOW OF VALUE In a turbulent and uncertain world, it is no longer adequate to deliver value; an organization must deliver a continuous flow of value, in ever-shortening cycles.

Doing this over and over again, opportunity after opportunity, creates a continuous flow of value for organizations. Every phase of the business must operate iteratively in short cycles—from the initial identification of new opportunities, to the discovery of product requirements and business models, to the actual product development, to deployment. Companies must hone their product delivery and technology infrastructure capabilities to deliver value time after time after time. No longer will a focus on just the short term or just the long term be adequate.

The tendency has been to lump all work under the heading of “customer-facing” stories and assume we can convince product owners to agree to all the technical engine work that needs to be done. This is an over-correction from traditional projects in which months of technical work preceded any customer-facing work (which was an even worse problem). Product managers/owners understand prioritizing customer experience work, but they generally have no incentive for undertaking and no understanding of the technical engine work to be done.

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