Staff View
MARC
| LEADER | 00000nmm a2200000 c 4500 | ||
|---|---|---|---|
| 001 | BV046881595 | ||
| 003 | DE-604 | ||
| 005 | 00000000000000.0 | ||
| 007 | cr|uuu---uuuuu | ||
| 008 | 200903s2020 |||| o||u| ||||||eng d | ||
| 020 | |a 9781492092216 |9 978-1-492-09221-6 | ||
| 035 | |a (OCoLC)1197710343 | ||
| 035 | |a (DE-599)BVBBV046881595 | ||
| 040 | |a DE-604 |b ger |e rda | ||
| 041 | 0 | |a eng | |
| 049 | |a DE-1050 | ||
| 100 | 1 | |a Humble, Jez |e Verfasser |0 (DE-588)1104746204 |4 aut | |
| 245 | 1 | 0 | |a Lean Enterprise |c Jez Humble, Joanne Molesky, and Barry O’Reilly |
| 264 | 1 | |a Beijing |b O'Reilly |c 2020 | |
| 300 | |a 1 Online-Ressource | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b c |2 rdamedia | ||
| 338 | |b cr |2 rdacarrier | ||
| 505 | 8 | |a Intro -- Copyright -- Table of Contents -- Preface -- Why Did We Write This Book? -- Who Should Read This Book? -- Conspectus -- O'Reilly Online Learning -- How to Contact Us -- Acknowledgments -- Part I. Orient -- Chapter 1. Introduction -- A Lean Enterprise Is Primarily a Human System -- Mission Command: An Alternative to Command and Control -- Create Alignment at Scale Following the Principle of Mission -- Your People Are Your Competitive Advantage -- Chapter 2. Manage the Dynamics of the Enterprise Portfolio -- Exploring New Ideas -- Exploiting Validated Business Models | |
| 505 | 8 | |a Balancing the Enterprise Portfolio -- Conclusion -- Part II. Explore -- Chapter 3. Model and Measure Investment Risk -- Model Investment Risk -- Applying the Scientific Method to Product Development -- Principles for Exploration -- Conclusion -- Chapter 4. Explore Uncertainty to Detect Opportunities -- Discovery -- Creating a Shared Understanding -- Structured Exploration of Uncertainty -- What Business Are We In? -- Understanding Our Business Problem to Inform Our Business Plan -- Understanding Our Customers and Users -- Turning Insights and Data into Unfair Advantage | |
| 505 | 8 | |a Using Insight to Inform Hypotheses and Experiments -- Accelerate Experimentation with MVPs -- How Do Our Vision and MVP Work Together? -- The One Metric That Matters -- Conclusion -- Chapter 5. Evaluate the Product/Market Fit -- Innovation Accounting -- Do Things That Don't Scale -- Customer Intimacy -- Build a Runway of Questions, Not Requirements -- Engineering Practices for Exploring -- Engines of Growth -- Transitioning Between Horizons to Grow and Transform -- Conclusion -- Part III. Exploit -- Chapter 6. Deploy Continuous Improvement -- The HP LaserJet Firmware Case Study | |
| 505 | 8 | |a Drive Down Costs Through Continuous Process Innovation Using the Improvement Kata -- Understand the Direction -- Planning: Grasp the Current Condition and Establish a Target Condition -- Getting to the Target Condition -- How the Improvement Kata Differs from Other Methodologies -- How the HP LaserJet Team Implemented the Improvement Kata -- Managing Demand -- Creating an Agile Enterprise -- Conclusion -- Chapter 7. Identify Value and Increase Flow -- The Maersk Case Study -- Increase Flow -- Map Your Product Development Value Streams -- Limit Work in Process | |
| 505 | 8 | |a Cost of Delay: A Framework for Decentralizing Economic Decisions -- Conclusion -- Chapter 8. Adopt Lean Engineering Practices -- The Fundamentals of Continuous Delivery -- Continuous Integration and Test Automation -- The Deployment Pipeline -- Decouple Deployment and Release -- Conclusion -- Chapter 9. Take an Experimental Approach to Product Development -- Using Impact Mapping to Create Hypotheses for the Next Iteration -- Performing User Research -- Online Controlled Experiments -- An A/B Test Example -- Prerequisites for an Experimental Approach to Product Development -- Conclusion | |
| 700 | 1 | |a Molesky, Joanne |e Verfasser |0 (DE-588)1104746417 |4 aut | |
| 700 | 1 | |a O'Reilly, Barry |e Verfasser |0 (DE-588)1104746867 |4 aut | |
| 776 | 0 | 8 | |i Erscheint auch als |n Druck-Ausgabe, softcover |z 978-1-492-09177-6 |
| 912 | |a ZDB-30-PQE | ||
| 999 | |a oai:aleph.bib-bvb.de:BVB01-032291594 | ||
| 966 | e | |u https://ebookcentral.proquest.com/lib/th-deggendorf/detail.action?docID=6267595 |l FHD01 |p ZDB-30-PQE |q FHD01_PQE_Kauf |x Aggregator |3 Volltext | |
Record in the Search Index
| _version_ | 1804181739162042368 |
|---|---|
| adam_txt | |
| any_adam_object | |
| any_adam_object_boolean | |
| author | Humble, Jez Molesky, Joanne O'Reilly, Barry |
| author_GND | (DE-588)1104746204 (DE-588)1104746417 (DE-588)1104746867 |
| author_facet | Humble, Jez Molesky, Joanne O'Reilly, Barry |
| author_role | aut aut aut |
| author_sort | Humble, Jez |
| author_variant | j h jh j m jm b o bo |
| building | Verbundindex |
| bvnumber | BV046881595 |
| collection | ZDB-30-PQE |
| contents | Intro -- Copyright -- Table of Contents -- Preface -- Why Did We Write This Book? -- Who Should Read This Book? -- Conspectus -- O'Reilly Online Learning -- How to Contact Us -- Acknowledgments -- Part I. Orient -- Chapter 1. Introduction -- A Lean Enterprise Is Primarily a Human System -- Mission Command: An Alternative to Command and Control -- Create Alignment at Scale Following the Principle of Mission -- Your People Are Your Competitive Advantage -- Chapter 2. Manage the Dynamics of the Enterprise Portfolio -- Exploring New Ideas -- Exploiting Validated Business Models Balancing the Enterprise Portfolio -- Conclusion -- Part II. Explore -- Chapter 3. Model and Measure Investment Risk -- Model Investment Risk -- Applying the Scientific Method to Product Development -- Principles for Exploration -- Conclusion -- Chapter 4. Explore Uncertainty to Detect Opportunities -- Discovery -- Creating a Shared Understanding -- Structured Exploration of Uncertainty -- What Business Are We In? -- Understanding Our Business Problem to Inform Our Business Plan -- Understanding Our Customers and Users -- Turning Insights and Data into Unfair Advantage Using Insight to Inform Hypotheses and Experiments -- Accelerate Experimentation with MVPs -- How Do Our Vision and MVP Work Together? -- The One Metric That Matters -- Conclusion -- Chapter 5. Evaluate the Product/Market Fit -- Innovation Accounting -- Do Things That Don't Scale -- Customer Intimacy -- Build a Runway of Questions, Not Requirements -- Engineering Practices for Exploring -- Engines of Growth -- Transitioning Between Horizons to Grow and Transform -- Conclusion -- Part III. Exploit -- Chapter 6. Deploy Continuous Improvement -- The HP LaserJet Firmware Case Study Drive Down Costs Through Continuous Process Innovation Using the Improvement Kata -- Understand the Direction -- Planning: Grasp the Current Condition and Establish a Target Condition -- Getting to the Target Condition -- How the Improvement Kata Differs from Other Methodologies -- How the HP LaserJet Team Implemented the Improvement Kata -- Managing Demand -- Creating an Agile Enterprise -- Conclusion -- Chapter 7. Identify Value and Increase Flow -- The Maersk Case Study -- Increase Flow -- Map Your Product Development Value Streams -- Limit Work in Process Cost of Delay: A Framework for Decentralizing Economic Decisions -- Conclusion -- Chapter 8. Adopt Lean Engineering Practices -- The Fundamentals of Continuous Delivery -- Continuous Integration and Test Automation -- The Deployment Pipeline -- Decouple Deployment and Release -- Conclusion -- Chapter 9. Take an Experimental Approach to Product Development -- Using Impact Mapping to Create Hypotheses for the Next Iteration -- Performing User Research -- Online Controlled Experiments -- An A/B Test Example -- Prerequisites for an Experimental Approach to Product Development -- Conclusion |
| ctrlnum | (OCoLC)1197710343 (DE-599)BVBBV046881595 |
| format | Electronic eBook |
| fullrecord | <?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>04119nmm a2200373 c 4500</leader><controlfield tag="001">BV046881595</controlfield><controlfield tag="003">DE-604</controlfield><controlfield tag="005">00000000000000.0</controlfield><controlfield tag="007">cr|uuu---uuuuu</controlfield><controlfield tag="008">200903s2020 |||| o||u| ||||||eng d</controlfield><datafield tag="020" ind1=" " ind2=" "><subfield code="a">9781492092216</subfield><subfield code="9">978-1-492-09221-6</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(OCoLC)1197710343</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-599)BVBBV046881595</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-604</subfield><subfield code="b">ger</subfield><subfield code="e">rda</subfield></datafield><datafield tag="041" ind1="0" ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="049" ind1=" " ind2=" "><subfield code="a">DE-1050</subfield></datafield><datafield tag="100" ind1="1" ind2=" "><subfield code="a">Humble, Jez</subfield><subfield code="e">Verfasser</subfield><subfield code="0">(DE-588)1104746204</subfield><subfield code="4">aut</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">Lean Enterprise</subfield><subfield code="c">Jez Humble, Joanne Molesky, and Barry O’Reilly</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="a">Beijing</subfield><subfield code="b">O'Reilly</subfield><subfield code="c">2020</subfield></datafield><datafield tag="300" ind1=" " ind2=" "><subfield code="a">1 Online-Ressource</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="b">c</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="b">cr</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Intro -- Copyright -- Table of Contents -- Preface -- Why Did We Write This Book? -- Who Should Read This Book? -- Conspectus -- O'Reilly Online Learning -- How to Contact Us -- Acknowledgments -- Part I. Orient -- Chapter 1. Introduction -- A Lean Enterprise Is Primarily a Human System -- Mission Command: An Alternative to Command and Control -- Create Alignment at Scale Following the Principle of Mission -- Your People Are Your Competitive Advantage -- Chapter 2. Manage the Dynamics of the Enterprise Portfolio -- Exploring New Ideas -- Exploiting Validated Business Models</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Balancing the Enterprise Portfolio -- Conclusion -- Part II. Explore -- Chapter 3. Model and Measure Investment Risk -- Model Investment Risk -- Applying the Scientific Method to Product Development -- Principles for Exploration -- Conclusion -- Chapter 4. Explore Uncertainty to Detect Opportunities -- Discovery -- Creating a Shared Understanding -- Structured Exploration of Uncertainty -- What Business Are We In? -- Understanding Our Business Problem to Inform Our Business Plan -- Understanding Our Customers and Users -- Turning Insights and Data into Unfair Advantage</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Using Insight to Inform Hypotheses and Experiments -- Accelerate Experimentation with MVPs -- How Do Our Vision and MVP Work Together? -- The One Metric That Matters -- Conclusion -- Chapter 5. Evaluate the Product/Market Fit -- Innovation Accounting -- Do Things That Don't Scale -- Customer Intimacy -- Build a Runway of Questions, Not Requirements -- Engineering Practices for Exploring -- Engines of Growth -- Transitioning Between Horizons to Grow and Transform -- Conclusion -- Part III. Exploit -- Chapter 6. Deploy Continuous Improvement -- The HP LaserJet Firmware Case Study</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Drive Down Costs Through Continuous Process Innovation Using the Improvement Kata -- Understand the Direction -- Planning: Grasp the Current Condition and Establish a Target Condition -- Getting to the Target Condition -- How the Improvement Kata Differs from Other Methodologies -- How the HP LaserJet Team Implemented the Improvement Kata -- Managing Demand -- Creating an Agile Enterprise -- Conclusion -- Chapter 7. Identify Value and Increase Flow -- The Maersk Case Study -- Increase Flow -- Map Your Product Development Value Streams -- Limit Work in Process</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Cost of Delay: A Framework for Decentralizing Economic Decisions -- Conclusion -- Chapter 8. Adopt Lean Engineering Practices -- The Fundamentals of Continuous Delivery -- Continuous Integration and Test Automation -- The Deployment Pipeline -- Decouple Deployment and Release -- Conclusion -- Chapter 9. Take an Experimental Approach to Product Development -- Using Impact Mapping to Create Hypotheses for the Next Iteration -- Performing User Research -- Online Controlled Experiments -- An A/B Test Example -- Prerequisites for an Experimental Approach to Product Development -- Conclusion</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Molesky, Joanne</subfield><subfield code="e">Verfasser</subfield><subfield code="0">(DE-588)1104746417</subfield><subfield code="4">aut</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">O'Reilly, Barry</subfield><subfield code="e">Verfasser</subfield><subfield code="0">(DE-588)1104746867</subfield><subfield code="4">aut</subfield></datafield><datafield tag="776" ind1="0" ind2="8"><subfield code="i">Erscheint auch als</subfield><subfield code="n">Druck-Ausgabe, softcover</subfield><subfield code="z">978-1-492-09177-6</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">ZDB-30-PQE</subfield></datafield><datafield tag="999" ind1=" " ind2=" "><subfield code="a">oai:aleph.bib-bvb.de:BVB01-032291594</subfield></datafield><datafield tag="966" ind1="e" ind2=" "><subfield code="u">https://ebookcentral.proquest.com/lib/th-deggendorf/detail.action?docID=6267595</subfield><subfield code="l">FHD01</subfield><subfield code="p">ZDB-30-PQE</subfield><subfield code="q">FHD01_PQE_Kauf</subfield><subfield code="x">Aggregator</subfield><subfield code="3">Volltext</subfield></datafield></record></collection> |
| id | DE-604.BV046881595 |
| illustrated | Not Illustrated |
| index_date | 2024-07-03T15:18:29Z |
| indexdate | 2024-07-10T08:56:26Z |
| institution | BVB |
| isbn | 9781492092216 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-032291594 |
| oclc_num | 1197710343 |
| open_access_boolean | |
| owner | DE-1050 |
| owner_facet | DE-1050 |
| physical | 1 Online-Ressource |
| psigel | ZDB-30-PQE ZDB-30-PQE FHD01_PQE_Kauf |
| publishDate | 2020 |
| publishDateSearch | 2020 |
| publishDateSort | 2020 |
| publisher | O'Reilly |
| record_format | marc |
| spelling | Humble, Jez Verfasser (DE-588)1104746204 aut Lean Enterprise Jez Humble, Joanne Molesky, and Barry O’Reilly Beijing O'Reilly 2020 1 Online-Ressource txt rdacontent c rdamedia cr rdacarrier Intro -- Copyright -- Table of Contents -- Preface -- Why Did We Write This Book? -- Who Should Read This Book? -- Conspectus -- O'Reilly Online Learning -- How to Contact Us -- Acknowledgments -- Part I. Orient -- Chapter 1. Introduction -- A Lean Enterprise Is Primarily a Human System -- Mission Command: An Alternative to Command and Control -- Create Alignment at Scale Following the Principle of Mission -- Your People Are Your Competitive Advantage -- Chapter 2. Manage the Dynamics of the Enterprise Portfolio -- Exploring New Ideas -- Exploiting Validated Business Models Balancing the Enterprise Portfolio -- Conclusion -- Part II. Explore -- Chapter 3. Model and Measure Investment Risk -- Model Investment Risk -- Applying the Scientific Method to Product Development -- Principles for Exploration -- Conclusion -- Chapter 4. Explore Uncertainty to Detect Opportunities -- Discovery -- Creating a Shared Understanding -- Structured Exploration of Uncertainty -- What Business Are We In? -- Understanding Our Business Problem to Inform Our Business Plan -- Understanding Our Customers and Users -- Turning Insights and Data into Unfair Advantage Using Insight to Inform Hypotheses and Experiments -- Accelerate Experimentation with MVPs -- How Do Our Vision and MVP Work Together? -- The One Metric That Matters -- Conclusion -- Chapter 5. Evaluate the Product/Market Fit -- Innovation Accounting -- Do Things That Don't Scale -- Customer Intimacy -- Build a Runway of Questions, Not Requirements -- Engineering Practices for Exploring -- Engines of Growth -- Transitioning Between Horizons to Grow and Transform -- Conclusion -- Part III. Exploit -- Chapter 6. Deploy Continuous Improvement -- The HP LaserJet Firmware Case Study Drive Down Costs Through Continuous Process Innovation Using the Improvement Kata -- Understand the Direction -- Planning: Grasp the Current Condition and Establish a Target Condition -- Getting to the Target Condition -- How the Improvement Kata Differs from Other Methodologies -- How the HP LaserJet Team Implemented the Improvement Kata -- Managing Demand -- Creating an Agile Enterprise -- Conclusion -- Chapter 7. Identify Value and Increase Flow -- The Maersk Case Study -- Increase Flow -- Map Your Product Development Value Streams -- Limit Work in Process Cost of Delay: A Framework for Decentralizing Economic Decisions -- Conclusion -- Chapter 8. Adopt Lean Engineering Practices -- The Fundamentals of Continuous Delivery -- Continuous Integration and Test Automation -- The Deployment Pipeline -- Decouple Deployment and Release -- Conclusion -- Chapter 9. Take an Experimental Approach to Product Development -- Using Impact Mapping to Create Hypotheses for the Next Iteration -- Performing User Research -- Online Controlled Experiments -- An A/B Test Example -- Prerequisites for an Experimental Approach to Product Development -- Conclusion Molesky, Joanne Verfasser (DE-588)1104746417 aut O'Reilly, Barry Verfasser (DE-588)1104746867 aut Erscheint auch als Druck-Ausgabe, softcover 978-1-492-09177-6 |
| spellingShingle | Humble, Jez Molesky, Joanne O'Reilly, Barry Lean Enterprise Intro -- Copyright -- Table of Contents -- Preface -- Why Did We Write This Book? -- Who Should Read This Book? -- Conspectus -- O'Reilly Online Learning -- How to Contact Us -- Acknowledgments -- Part I. Orient -- Chapter 1. Introduction -- A Lean Enterprise Is Primarily a Human System -- Mission Command: An Alternative to Command and Control -- Create Alignment at Scale Following the Principle of Mission -- Your People Are Your Competitive Advantage -- Chapter 2. Manage the Dynamics of the Enterprise Portfolio -- Exploring New Ideas -- Exploiting Validated Business Models Balancing the Enterprise Portfolio -- Conclusion -- Part II. Explore -- Chapter 3. Model and Measure Investment Risk -- Model Investment Risk -- Applying the Scientific Method to Product Development -- Principles for Exploration -- Conclusion -- Chapter 4. Explore Uncertainty to Detect Opportunities -- Discovery -- Creating a Shared Understanding -- Structured Exploration of Uncertainty -- What Business Are We In? -- Understanding Our Business Problem to Inform Our Business Plan -- Understanding Our Customers and Users -- Turning Insights and Data into Unfair Advantage Using Insight to Inform Hypotheses and Experiments -- Accelerate Experimentation with MVPs -- How Do Our Vision and MVP Work Together? -- The One Metric That Matters -- Conclusion -- Chapter 5. Evaluate the Product/Market Fit -- Innovation Accounting -- Do Things That Don't Scale -- Customer Intimacy -- Build a Runway of Questions, Not Requirements -- Engineering Practices for Exploring -- Engines of Growth -- Transitioning Between Horizons to Grow and Transform -- Conclusion -- Part III. Exploit -- Chapter 6. Deploy Continuous Improvement -- The HP LaserJet Firmware Case Study Drive Down Costs Through Continuous Process Innovation Using the Improvement Kata -- Understand the Direction -- Planning: Grasp the Current Condition and Establish a Target Condition -- Getting to the Target Condition -- How the Improvement Kata Differs from Other Methodologies -- How the HP LaserJet Team Implemented the Improvement Kata -- Managing Demand -- Creating an Agile Enterprise -- Conclusion -- Chapter 7. Identify Value and Increase Flow -- The Maersk Case Study -- Increase Flow -- Map Your Product Development Value Streams -- Limit Work in Process Cost of Delay: A Framework for Decentralizing Economic Decisions -- Conclusion -- Chapter 8. Adopt Lean Engineering Practices -- The Fundamentals of Continuous Delivery -- Continuous Integration and Test Automation -- The Deployment Pipeline -- Decouple Deployment and Release -- Conclusion -- Chapter 9. Take an Experimental Approach to Product Development -- Using Impact Mapping to Create Hypotheses for the Next Iteration -- Performing User Research -- Online Controlled Experiments -- An A/B Test Example -- Prerequisites for an Experimental Approach to Product Development -- Conclusion |
| title | Lean Enterprise |
| title_auth | Lean Enterprise |
| title_exact_search | Lean Enterprise |
| title_exact_search_txtP | Lean Enterprise |
| title_full | Lean Enterprise Jez Humble, Joanne Molesky, and Barry O’Reilly |
| title_fullStr | Lean Enterprise Jez Humble, Joanne Molesky, and Barry O’Reilly |
| title_full_unstemmed | Lean Enterprise Jez Humble, Joanne Molesky, and Barry O’Reilly |
| title_short | Lean Enterprise |
| title_sort | lean enterprise |
| work_keys_str_mv | AT humblejez leanenterprise AT moleskyjoanne leanenterprise AT oreillybarry leanenterprise |