The Accidental CIO: A Lean and Agile Playbook for IT Leaders
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Newark
John Wiley & Sons, Incorporated
2024
|
| Ausgabe: | 1st ed |
| Online-Zugang: | DE-2070s |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (530 Seiten) |
| ISBN: | 9781119612100 |
Internformat
MARC
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| 100 | 1 | |a Millett, Scott |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a The Accidental CIO |b A Lean and Agile Playbook for IT Leaders |
| 250 | |a 1st ed | ||
| 264 | 1 | |a Newark |b John Wiley & Sons, Incorporated |c 2024 | |
| 264 | 4 | |c ©2024 | |
| 300 | |a 1 Online-Ressource (530 Seiten) | ||
| 336 | |b txt |2 rdacontent | ||
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| 500 | |a Description based on publisher supplied metadata and other sources | ||
| 505 | 8 | |a Cover -- Title Page -- Copyright Page -- About the Author -- Acknowledgments -- Contents at a Glance -- Contents -- Foreword -- Introduction -- Why Should You Care? The CIO Challenge -- Taking Action: Becoming a Strategic Leader -- What Will You Learn? -- Part I A New System of Work -- Chapter 1 Why We Need to Change The System -- The Age of Digital Disruption -- Disruptive Technology -- The Rise of Customer Expectations and Influence -- Adaptive Organizations -- New Business Models -- Operating in a Volatile, Uncertain, Complex, and Ambiguous Business Environment -- Leading IT in a Complex and Adaptive World -- Decision-Making with the Cynefin Framework -- IT Needs to Operate in Both the Ordered and Unordered Problem Spaces -- Summary -- Chapter 2 Philosophies for a New System -- Philosophies vs. Methodologies -- Discovering Value Using Design Thinking -- Eliminating Waste with Lean -- Lean Production: The Toyota Production System and The Toyota Way -- Lean Enterprise -- Achieving Flow with the Theory Of Constraints -- Managing Complexity in Software Development with Agile -- The Manifesto for Agile Software Development -- The Values of the Agile Manifesto -- The Principles of the Agile Manifesto -- Strategic Decision-Making Using Wardley Mapping -- Maps -- Doctrine -- Summary -- Chapter 3 How to Change the System -- Being Agile vs. Doing Agile -- Why Only Adopting the Practices of Agile Won't Work -- Use Systems Thinking to Change Behavior -- The Fundamentals of Systems Thinking -- Tools for Exploring and Understanding Systems -- Applying Systems Thinking to Organizational Change -- Changing Leaders' Mental Models -- Systems Thinking vs. Linear Thinking -- The Problems with Command-and-Control Leadership and Management -- The Beyond Budgeting Movement -- Leadership Principles to Instill Intrinsic Motivation | |
| 505 | 8 | |a Emergent and Adaptive Management Processes -- Instilling Drive through Purpose, Mastery, and Autonomy -- Summary -- Part II Designing An Adaptive Operating Model -- Chapter 4 The Anatomy of an Operating Model -- The Anatomy of an Operating Model -- The Themes of an Adaptable Operating Model -- A Focus on Impacts and Outcomes over Output -- Structured for Intrinsic Motivation -- A Focus on Being Agile, Not Just Doing Agile -- Manage the Flow of Work -- Lead the People -- Summary -- Chapter 5 How We Are Organized -- Organizational Structure -- Hierarchy -- Holacracy -- The Need for a Balanced Design -- Supporting an Ambidextrous Organization -- Understanding the Influence of Conway's Law and the Cognitive Load Theory on Team Performance -- Conway's Law -- Cognitive Load Theory -- Product-Centric Development Teams -- The Definition of a Product -- Comparing to Project Teams -- Defined Boundaries of Responsibility -- Clarity of Purpose -- Autonomous and Self-Sufficient -- Appropriately Sized Teams -- The Benefits of Product Teams -- Defining Product Team Boundaries -- Organizing the Product Portfolio Using a Product Taxonomy -- Portfolio Level -- Product Group Level -- Product Level -- Modeling Product Team Boundaries with Team Topology Patterns -- The Need to Constantly Evolve Teams -- An Example of a Team Topology -- Evolving to Business and IT Fusion Teams -- Managing Cross Team Dependency -- Summary -- Chapter 6 How We Work -- IT Management Frameworks -- How to Solve Problems from Discovery to Delivery -- Problem-Solving Methodologies -- Focused on Exploring: Design Thinking and the Double Diamond Model -- Focused on the Removal of Waste: Lean and PDCA -- Focused on Quality and Consistency: Six Sigma and DMAIC -- Discovery Tools for Understanding the Problem Space -- Discovery Tools to Address Customer Experience -- Jobs to Be Done | |
| 505 | 8 | |a User Journey Mapping -- User Research -- Discovery Tools for Process Optimization -- Service Blueprints -- Domain Discovery with Event Storming -- Identifying Waste with Value Stream Mapping -- Root Cause Analysis with the Five Whys and Cause-Effect Diagrams -- Visualizing Problem Discovery and Definition with Impact Mapping -- Approaches to Manage the Solution Space -- Solution Delivery Life Cycles -- Project Delivery Life Cycle -- Continuous Delivery Life Cycle -- Exploratory Life Cycle -- Delivery Management -- Waterfall / BDUF -- Scrum -- Kanban -- Development Methodologies -- Extreme Programming (XP) -- Lean Principles in Software Development -- Operations Methodologies: Devops -- Summary -- Chapter 7 How We Govern -- What Is Governance? -- Alignment: Linking Work to Strategic Intent -- Managing Demand: Visualizing Work -- Capturing Demand -- A3 Reports -- DIBB and Amazon's Press Release -- Visualizing Work Using Kanban -- Visualize -- Limit Work in Progress -- Manage Flow -- Make Policies Explicit -- Implement Feedback Loops -- Improve Collaboratively -- Prioritization: Focusing on the Things That Matter -- Prioritizing Strategic Objectives -- Prioritizing Tactical Initiatives -- The Importance of Having a Clear Strategy and Tactical Plan -- Prioritizing Operational Action -- Helping Others -- Prioritizing BAU vs. Strategic Work -- Methods of Prioritization -- Highest Value for Lowest Complexity -- Weighted Shortest Job First or CD3 -- Technical Debt and Risks -- Using Judgement as Well as Data -- Measurement: Defining and Cascading Value and Measures -- Types of Value -- Types of Measure -- Cascading Value into the Work -- Defining Value -- Strategic Level: Business Goals and Strategic Objectives -- Tactical Level: Business Outcomes -- Operational Level: Sub-Outcomes, Programs, and Projects -- Investment: Funding for Outcomes | |
| 505 | 8 | |a Setting Investment Targets -- Allocating Funding to Initiatives -- Using the Right Investment Method for Initiatives -- Product Funding: Using a Venture Capital Approach to Investment in Complex Problem Domains -- Project Funding: Using a Project-Led Approach in Simple Contexts -- Investing in Team Capacity -- Annual Investment in Product Team Capacity Based on Strategic Need -- Invest in the Capacity to Manage BAU as Well -- Reviewing Funding Allocation -- Allocating Team Capacity to Deliver Outcomes, Projects, and Programs -- Quicker to Adapt -- Trusting Teams to Manage Funds -- Decision Rights: Empowering People -- Strategic Level: Setting Intent -- Tactical Level: Determine the Outcomes to Invest In -- Operational Level: Delivering the Outcomes -- You Build It, You Run It -- Trusting People to Make Decisions -- Project and Program Managers -- Everyone Is Responsible for Enterprise Value -- Performance: Monitoring Value -- Value-Driven Projects: Govern for Value, Not for Predictability -- The Illusion of Control -- Value Review -- Plan-Driven Projects: Govern for Adherence to a Plan -- Summary -- Chapter 8 How We Source and Manage Talent -- Sourcing Strategy -- Recruiting -- Be Clear on Your Value Proposition -- Hire for Attitude as Well as Aptitude -- The Need for T-shaped as Well as I-shaped People -- Explorers, Villagers, and Town Planners -- Hire for Diversity in Thinking -- Developing -- Invest in Mastery through Coaching, Training, and Mentoring -- Develop A Growth Mindset -- Reduce Cognitive Load -- Retaining -- Create a Flexible Environment -- Create a Career Path -- Ensure a Continuous Talent Development -- Summary -- Chapter 9 How We Lead -- Adopting New Leadership Behaviors -- Embracing Servant Leadership -- Instilling Intrinsic Motivation -- Clarify Purpose and Ensure Alignment -- Empower People Through Trust | |
| 505 | 8 | |a Develop Mastery in People -- Encouraging Growth and Development -- Adopt a Curious and Adaptive Approach to Problem Solving -- Focus on Continuous Learning and Development -- Provide a Safe Environment -- Focusing on Improving the System -- Lead by Example -- Remove Impediments -- Go and See the Work -- Break Down Silos -- Summary -- Part III Strategy to Execution -- Chapter 10 Understanding Your Business -- Business Anatomy -- Why IT Leaders Need to Understand the Anatomy of a Business -- Purpose: Starting with Why and Understanding Your North Star -- The Business Model: The System of Capturing Value -- What Value Do We Offer? -- How Do We Make Money? -- How Do We Reach and Interact with Our Customers? -- Who Are Our Customers? -- Operating Model: How We Do the Work -- How We Deliver Value: Key Value Streams -- Types of Value Stream -- The Value of Thinking in Value Streams and Journeys -- What We Need to Do: Business Capabilities -- How We Do It: People, Process, and Technology -- Business Context: Understanding What Can Impact Us -- Internal Context: Portfolio Analysis -- The Demand: Customers and the Market -- The Supply: The Competition and Porter's Five Forces -- The Wider Context: PESTEL Analysis -- Business Strategy: The Choices We Make to Win -- Aspirations, Objectives, and Goals -- The Where-to-Play and How-to-Win Strategies -- The Value Disciplines Model -- The Value Proposition Canvas -- What Capabilities Are Required -- Porter's Value Chain -- Wardley Maps -- What Improvements to the Management Systems Are Required -- Capturing and Communicating Business Strategy -- OGSM as a Framework for Strategy Communication -- Strategy Maps as a Framework for Strategy Communication -- Summary -- Chapter 11 IT Strategic Contribution -- Linking IT Execution to Business Strategy Using Enterprise Architecture -- Strategic Level -- Tactical Level | |
| 505 | 8 | |a Operational Level | |
| 776 | 0 | 8 | |i Erscheint auch als |n Druck-Ausgabe |a Millett, Scott |t The Accidental CIO |d Newark : John Wiley & Sons, Incorporated,c2024 |z 9781119612094 |
| 912 | |a ZDB-30-PQE | ||
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Datensatz im Suchindex
| _version_ | 1810600620606881792 |
|---|---|
| adam_text | |
| any_adam_object | |
| author | Millett, Scott |
| author_facet | Millett, Scott |
| author_role | aut |
| author_sort | Millett, Scott |
| author_variant | s m sm |
| building | Verbundindex |
| bvnumber | BV049873991 |
| collection | ZDB-30-PQE |
| contents | Cover -- Title Page -- Copyright Page -- About the Author -- Acknowledgments -- Contents at a Glance -- Contents -- Foreword -- Introduction -- Why Should You Care? The CIO Challenge -- Taking Action: Becoming a Strategic Leader -- What Will You Learn? -- Part I A New System of Work -- Chapter 1 Why We Need to Change The System -- The Age of Digital Disruption -- Disruptive Technology -- The Rise of Customer Expectations and Influence -- Adaptive Organizations -- New Business Models -- Operating in a Volatile, Uncertain, Complex, and Ambiguous Business Environment -- Leading IT in a Complex and Adaptive World -- Decision-Making with the Cynefin Framework -- IT Needs to Operate in Both the Ordered and Unordered Problem Spaces -- Summary -- Chapter 2 Philosophies for a New System -- Philosophies vs. Methodologies -- Discovering Value Using Design Thinking -- Eliminating Waste with Lean -- Lean Production: The Toyota Production System and The Toyota Way -- Lean Enterprise -- Achieving Flow with the Theory Of Constraints -- Managing Complexity in Software Development with Agile -- The Manifesto for Agile Software Development -- The Values of the Agile Manifesto -- The Principles of the Agile Manifesto -- Strategic Decision-Making Using Wardley Mapping -- Maps -- Doctrine -- Summary -- Chapter 3 How to Change the System -- Being Agile vs. Doing Agile -- Why Only Adopting the Practices of Agile Won't Work -- Use Systems Thinking to Change Behavior -- The Fundamentals of Systems Thinking -- Tools for Exploring and Understanding Systems -- Applying Systems Thinking to Organizational Change -- Changing Leaders' Mental Models -- Systems Thinking vs. Linear Thinking -- The Problems with Command-and-Control Leadership and Management -- The Beyond Budgeting Movement -- Leadership Principles to Instill Intrinsic Motivation Emergent and Adaptive Management Processes -- Instilling Drive through Purpose, Mastery, and Autonomy -- Summary -- Part II Designing An Adaptive Operating Model -- Chapter 4 The Anatomy of an Operating Model -- The Anatomy of an Operating Model -- The Themes of an Adaptable Operating Model -- A Focus on Impacts and Outcomes over Output -- Structured for Intrinsic Motivation -- A Focus on Being Agile, Not Just Doing Agile -- Manage the Flow of Work -- Lead the People -- Summary -- Chapter 5 How We Are Organized -- Organizational Structure -- Hierarchy -- Holacracy -- The Need for a Balanced Design -- Supporting an Ambidextrous Organization -- Understanding the Influence of Conway's Law and the Cognitive Load Theory on Team Performance -- Conway's Law -- Cognitive Load Theory -- Product-Centric Development Teams -- The Definition of a Product -- Comparing to Project Teams -- Defined Boundaries of Responsibility -- Clarity of Purpose -- Autonomous and Self-Sufficient -- Appropriately Sized Teams -- The Benefits of Product Teams -- Defining Product Team Boundaries -- Organizing the Product Portfolio Using a Product Taxonomy -- Portfolio Level -- Product Group Level -- Product Level -- Modeling Product Team Boundaries with Team Topology Patterns -- The Need to Constantly Evolve Teams -- An Example of a Team Topology -- Evolving to Business and IT Fusion Teams -- Managing Cross Team Dependency -- Summary -- Chapter 6 How We Work -- IT Management Frameworks -- How to Solve Problems from Discovery to Delivery -- Problem-Solving Methodologies -- Focused on Exploring: Design Thinking and the Double Diamond Model -- Focused on the Removal of Waste: Lean and PDCA -- Focused on Quality and Consistency: Six Sigma and DMAIC -- Discovery Tools for Understanding the Problem Space -- Discovery Tools to Address Customer Experience -- Jobs to Be Done User Journey Mapping -- User Research -- Discovery Tools for Process Optimization -- Service Blueprints -- Domain Discovery with Event Storming -- Identifying Waste with Value Stream Mapping -- Root Cause Analysis with the Five Whys and Cause-Effect Diagrams -- Visualizing Problem Discovery and Definition with Impact Mapping -- Approaches to Manage the Solution Space -- Solution Delivery Life Cycles -- Project Delivery Life Cycle -- Continuous Delivery Life Cycle -- Exploratory Life Cycle -- Delivery Management -- Waterfall / BDUF -- Scrum -- Kanban -- Development Methodologies -- Extreme Programming (XP) -- Lean Principles in Software Development -- Operations Methodologies: Devops -- Summary -- Chapter 7 How We Govern -- What Is Governance? -- Alignment: Linking Work to Strategic Intent -- Managing Demand: Visualizing Work -- Capturing Demand -- A3 Reports -- DIBB and Amazon's Press Release -- Visualizing Work Using Kanban -- Visualize -- Limit Work in Progress -- Manage Flow -- Make Policies Explicit -- Implement Feedback Loops -- Improve Collaboratively -- Prioritization: Focusing on the Things That Matter -- Prioritizing Strategic Objectives -- Prioritizing Tactical Initiatives -- The Importance of Having a Clear Strategy and Tactical Plan -- Prioritizing Operational Action -- Helping Others -- Prioritizing BAU vs. Strategic Work -- Methods of Prioritization -- Highest Value for Lowest Complexity -- Weighted Shortest Job First or CD3 -- Technical Debt and Risks -- Using Judgement as Well as Data -- Measurement: Defining and Cascading Value and Measures -- Types of Value -- Types of Measure -- Cascading Value into the Work -- Defining Value -- Strategic Level: Business Goals and Strategic Objectives -- Tactical Level: Business Outcomes -- Operational Level: Sub-Outcomes, Programs, and Projects -- Investment: Funding for Outcomes Setting Investment Targets -- Allocating Funding to Initiatives -- Using the Right Investment Method for Initiatives -- Product Funding: Using a Venture Capital Approach to Investment in Complex Problem Domains -- Project Funding: Using a Project-Led Approach in Simple Contexts -- Investing in Team Capacity -- Annual Investment in Product Team Capacity Based on Strategic Need -- Invest in the Capacity to Manage BAU as Well -- Reviewing Funding Allocation -- Allocating Team Capacity to Deliver Outcomes, Projects, and Programs -- Quicker to Adapt -- Trusting Teams to Manage Funds -- Decision Rights: Empowering People -- Strategic Level: Setting Intent -- Tactical Level: Determine the Outcomes to Invest In -- Operational Level: Delivering the Outcomes -- You Build It, You Run It -- Trusting People to Make Decisions -- Project and Program Managers -- Everyone Is Responsible for Enterprise Value -- Performance: Monitoring Value -- Value-Driven Projects: Govern for Value, Not for Predictability -- The Illusion of Control -- Value Review -- Plan-Driven Projects: Govern for Adherence to a Plan -- Summary -- Chapter 8 How We Source and Manage Talent -- Sourcing Strategy -- Recruiting -- Be Clear on Your Value Proposition -- Hire for Attitude as Well as Aptitude -- The Need for T-shaped as Well as I-shaped People -- Explorers, Villagers, and Town Planners -- Hire for Diversity in Thinking -- Developing -- Invest in Mastery through Coaching, Training, and Mentoring -- Develop A Growth Mindset -- Reduce Cognitive Load -- Retaining -- Create a Flexible Environment -- Create a Career Path -- Ensure a Continuous Talent Development -- Summary -- Chapter 9 How We Lead -- Adopting New Leadership Behaviors -- Embracing Servant Leadership -- Instilling Intrinsic Motivation -- Clarify Purpose and Ensure Alignment -- Empower People Through Trust Develop Mastery in People -- Encouraging Growth and Development -- Adopt a Curious and Adaptive Approach to Problem Solving -- Focus on Continuous Learning and Development -- Provide a Safe Environment -- Focusing on Improving the System -- Lead by Example -- Remove Impediments -- Go and See the Work -- Break Down Silos -- Summary -- Part III Strategy to Execution -- Chapter 10 Understanding Your Business -- Business Anatomy -- Why IT Leaders Need to Understand the Anatomy of a Business -- Purpose: Starting with Why and Understanding Your North Star -- The Business Model: The System of Capturing Value -- What Value Do We Offer? -- How Do We Make Money? -- How Do We Reach and Interact with Our Customers? -- Who Are Our Customers? -- Operating Model: How We Do the Work -- How We Deliver Value: Key Value Streams -- Types of Value Stream -- The Value of Thinking in Value Streams and Journeys -- What We Need to Do: Business Capabilities -- How We Do It: People, Process, and Technology -- Business Context: Understanding What Can Impact Us -- Internal Context: Portfolio Analysis -- The Demand: Customers and the Market -- The Supply: The Competition and Porter's Five Forces -- The Wider Context: PESTEL Analysis -- Business Strategy: The Choices We Make to Win -- Aspirations, Objectives, and Goals -- The Where-to-Play and How-to-Win Strategies -- The Value Disciplines Model -- The Value Proposition Canvas -- What Capabilities Are Required -- Porter's Value Chain -- Wardley Maps -- What Improvements to the Management Systems Are Required -- Capturing and Communicating Business Strategy -- OGSM as a Framework for Strategy Communication -- Strategy Maps as a Framework for Strategy Communication -- Summary -- Chapter 11 IT Strategic Contribution -- Linking IT Execution to Business Strategy Using Enterprise Architecture -- Strategic Level -- Tactical Level Operational Level |
| ctrlnum | (ZDB-30-PQE)EBC31227207 (ZDB-30-PAD)EBC31227207 (ZDB-89-EBL)EBL31227207 (OCoLC)1428257867 (DE-599)BVBBV049873991 |
| dewey-full | 658.4038 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.4038 |
| dewey-search | 658.4038 |
| dewey-sort | 3658.4038 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| edition | 1st ed |
| format | Electronic eBook |
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The CIO Challenge -- Taking Action: Becoming a Strategic Leader -- What Will You Learn? -- Part I A New System of Work -- Chapter 1 Why We Need to Change The System -- The Age of Digital Disruption -- Disruptive Technology -- The Rise of Customer Expectations and Influence -- Adaptive Organizations -- New Business Models -- Operating in a Volatile, Uncertain, Complex, and Ambiguous Business Environment -- Leading IT in a Complex and Adaptive World -- Decision-Making with the Cynefin Framework -- IT Needs to Operate in Both the Ordered and Unordered Problem Spaces -- Summary -- Chapter 2 Philosophies for a New System -- Philosophies vs. Methodologies -- Discovering Value Using Design Thinking -- Eliminating Waste with Lean -- Lean Production: The Toyota Production System and The Toyota Way -- Lean Enterprise -- Achieving Flow with the Theory Of Constraints -- Managing Complexity in Software Development with Agile -- The Manifesto for Agile Software Development -- The Values of the Agile Manifesto -- The Principles of the Agile Manifesto -- Strategic Decision-Making Using Wardley Mapping -- Maps -- Doctrine -- Summary -- Chapter 3 How to Change the System -- Being Agile vs. Doing Agile -- Why Only Adopting the Practices of Agile Won't Work -- Use Systems Thinking to Change Behavior -- The Fundamentals of Systems Thinking -- Tools for Exploring and Understanding Systems -- Applying Systems Thinking to Organizational Change -- Changing Leaders' Mental Models -- Systems Thinking vs. Linear Thinking -- The Problems with Command-and-Control Leadership and Management -- The Beyond Budgeting Movement -- Leadership Principles to Instill Intrinsic Motivation</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Emergent and Adaptive Management Processes -- Instilling Drive through Purpose, Mastery, and Autonomy -- Summary -- Part II Designing An Adaptive Operating Model -- Chapter 4 The Anatomy of an Operating Model -- The Anatomy of an Operating Model -- The Themes of an Adaptable Operating Model -- A Focus on Impacts and Outcomes over Output -- Structured for Intrinsic Motivation -- A Focus on Being Agile, Not Just Doing Agile -- Manage the Flow of Work -- Lead the People -- Summary -- Chapter 5 How We Are Organized -- Organizational Structure -- Hierarchy -- Holacracy -- The Need for a Balanced Design -- Supporting an Ambidextrous Organization -- Understanding the Influence of Conway's Law and the Cognitive Load Theory on Team Performance -- Conway's Law -- Cognitive Load Theory -- Product-Centric Development Teams -- The Definition of a Product -- Comparing to Project Teams -- Defined Boundaries of Responsibility -- Clarity of Purpose -- Autonomous and Self-Sufficient -- Appropriately Sized Teams -- The Benefits of Product Teams -- Defining Product Team Boundaries -- Organizing the Product Portfolio Using a Product Taxonomy -- Portfolio Level -- Product Group Level -- Product Level -- Modeling Product Team Boundaries with Team Topology Patterns -- The Need to Constantly Evolve Teams -- An Example of a Team Topology -- Evolving to Business and IT Fusion Teams -- Managing Cross Team Dependency -- Summary -- Chapter 6 How We Work -- IT Management Frameworks -- How to Solve Problems from Discovery to Delivery -- Problem-Solving Methodologies -- Focused on Exploring: Design Thinking and the Double Diamond Model -- Focused on the Removal of Waste: Lean and PDCA -- Focused on Quality and Consistency: Six Sigma and DMAIC -- Discovery Tools for Understanding the Problem Space -- Discovery Tools to Address Customer Experience -- Jobs to Be Done</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">User Journey Mapping -- User Research -- Discovery Tools for Process Optimization -- Service Blueprints -- Domain Discovery with Event Storming -- Identifying Waste with Value Stream Mapping -- Root Cause Analysis with the Five Whys and Cause-Effect Diagrams -- Visualizing Problem Discovery and Definition with Impact Mapping -- Approaches to Manage the Solution Space -- Solution Delivery Life Cycles -- Project Delivery Life Cycle -- Continuous Delivery Life Cycle -- Exploratory Life Cycle -- Delivery Management -- Waterfall / BDUF -- Scrum -- Kanban -- Development Methodologies -- Extreme Programming (XP) -- Lean Principles in Software Development -- Operations Methodologies: Devops -- Summary -- Chapter 7 How We Govern -- What Is Governance? -- Alignment: Linking Work to Strategic Intent -- Managing Demand: Visualizing Work -- Capturing Demand -- A3 Reports -- DIBB and Amazon's Press Release -- Visualizing Work Using Kanban -- Visualize -- Limit Work in Progress -- Manage Flow -- Make Policies Explicit -- Implement Feedback Loops -- Improve Collaboratively -- Prioritization: Focusing on the Things That Matter -- Prioritizing Strategic Objectives -- Prioritizing Tactical Initiatives -- The Importance of Having a Clear Strategy and Tactical Plan -- Prioritizing Operational Action -- Helping Others -- Prioritizing BAU vs. Strategic Work -- Methods of Prioritization -- Highest Value for Lowest Complexity -- Weighted Shortest Job First or CD3 -- Technical Debt and Risks -- Using Judgement as Well as Data -- Measurement: Defining and Cascading Value and Measures -- Types of Value -- Types of Measure -- Cascading Value into the Work -- Defining Value -- Strategic Level: Business Goals and Strategic Objectives -- Tactical Level: Business Outcomes -- Operational Level: Sub-Outcomes, Programs, and Projects -- Investment: Funding for Outcomes</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Setting Investment Targets -- Allocating Funding to Initiatives -- Using the Right Investment Method for Initiatives -- Product Funding: Using a Venture Capital Approach to Investment in Complex Problem Domains -- Project Funding: Using a Project-Led Approach in Simple Contexts -- Investing in Team Capacity -- Annual Investment in Product Team Capacity Based on Strategic Need -- Invest in the Capacity to Manage BAU as Well -- Reviewing Funding Allocation -- Allocating Team Capacity to Deliver Outcomes, Projects, and Programs -- Quicker to Adapt -- Trusting Teams to Manage Funds -- Decision Rights: Empowering People -- Strategic Level: Setting Intent -- Tactical Level: Determine the Outcomes to Invest In -- Operational Level: Delivering the Outcomes -- You Build It, You Run It -- Trusting People to Make Decisions -- Project and Program Managers -- Everyone Is Responsible for Enterprise Value -- Performance: Monitoring Value -- Value-Driven Projects: Govern for Value, Not for Predictability -- The Illusion of Control -- Value Review -- Plan-Driven Projects: Govern for Adherence to a Plan -- Summary -- Chapter 8 How We Source and Manage Talent -- Sourcing Strategy -- Recruiting -- Be Clear on Your Value Proposition -- Hire for Attitude as Well as Aptitude -- The Need for T-shaped as Well as I-shaped People -- Explorers, Villagers, and Town Planners -- Hire for Diversity in Thinking -- Developing -- Invest in Mastery through Coaching, Training, and Mentoring -- Develop A Growth Mindset -- Reduce Cognitive Load -- Retaining -- Create a Flexible Environment -- Create a Career Path -- Ensure a Continuous Talent Development -- Summary -- Chapter 9 How We Lead -- Adopting New Leadership Behaviors -- Embracing Servant Leadership -- Instilling Intrinsic Motivation -- Clarify Purpose and Ensure Alignment -- Empower People Through Trust</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Develop Mastery in People -- Encouraging Growth and Development -- Adopt a Curious and Adaptive Approach to Problem Solving -- Focus on Continuous Learning and Development -- Provide a Safe Environment -- Focusing on Improving the System -- Lead by Example -- Remove Impediments -- Go and See the Work -- Break Down Silos -- Summary -- Part III Strategy to Execution -- Chapter 10 Understanding Your Business -- Business Anatomy -- Why IT Leaders Need to Understand the Anatomy of a Business -- Purpose: Starting with Why and Understanding Your North Star -- The Business Model: The System of Capturing Value -- What Value Do We Offer? -- How Do We Make Money? -- How Do We Reach and Interact with Our Customers? -- Who Are Our Customers? -- Operating Model: How We Do the Work -- How We Deliver Value: Key Value Streams -- Types of Value Stream -- The Value of Thinking in Value Streams and Journeys -- What We Need to Do: Business Capabilities -- How We Do It: People, Process, and Technology -- Business Context: Understanding What Can Impact Us -- Internal Context: Portfolio Analysis -- The Demand: Customers and the Market -- The Supply: The Competition and Porter's Five Forces -- The Wider Context: PESTEL Analysis -- Business Strategy: The Choices We Make to Win -- Aspirations, Objectives, and Goals -- The Where-to-Play and How-to-Win Strategies -- The Value Disciplines Model -- The Value Proposition Canvas -- What Capabilities Are Required -- Porter's Value Chain -- Wardley Maps -- What Improvements to the Management Systems Are Required -- Capturing and Communicating Business Strategy -- OGSM as a Framework for Strategy Communication -- Strategy Maps as a Framework for Strategy Communication -- Summary -- Chapter 11 IT Strategic Contribution -- Linking IT Execution to Business Strategy Using Enterprise Architecture -- Strategic Level -- Tactical Level</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Operational Level</subfield></datafield><datafield tag="776" ind1="0" ind2="8"><subfield code="i">Erscheint auch als</subfield><subfield code="n">Druck-Ausgabe</subfield><subfield code="a">Millett, Scott</subfield><subfield code="t">The Accidental CIO</subfield><subfield code="d">Newark : John Wiley & Sons, Incorporated,c2024</subfield><subfield code="z">9781119612094</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">ZDB-30-PQE</subfield></datafield><datafield tag="943" ind1="1" ind2=" "><subfield code="a">oai:aleph.bib-bvb.de:BVB01-035213449</subfield></datafield><datafield tag="966" ind1="e" ind2=" "><subfield code="u">https://ebookcentral.proquest.com/lib/hwr/detail.action?docID=31227207</subfield><subfield code="l">DE-2070s</subfield><subfield code="p">ZDB-30-PQE</subfield><subfield code="q">HWR_PDA_PQE</subfield><subfield code="x">Aggregator</subfield><subfield code="3">Volltext</subfield></datafield></record></collection> |
| id | DE-604.BV049873991 |
| illustrated | Not Illustrated |
| indexdate | 2024-09-19T05:21:49Z |
| institution | BVB |
| isbn | 9781119612100 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-035213449 |
| oclc_num | 1428257867 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (530 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2024 |
| publishDateSearch | 2024 |
| publishDateSort | 2024 |
| publisher | John Wiley & Sons, Incorporated |
| record_format | marc |
| spelling | Millett, Scott Verfasser aut The Accidental CIO A Lean and Agile Playbook for IT Leaders 1st ed Newark John Wiley & Sons, Incorporated 2024 ©2024 1 Online-Ressource (530 Seiten) txt rdacontent c rdamedia cr rdacarrier Description based on publisher supplied metadata and other sources Cover -- Title Page -- Copyright Page -- About the Author -- Acknowledgments -- Contents at a Glance -- Contents -- Foreword -- Introduction -- Why Should You Care? The CIO Challenge -- Taking Action: Becoming a Strategic Leader -- What Will You Learn? -- Part I A New System of Work -- Chapter 1 Why We Need to Change The System -- The Age of Digital Disruption -- Disruptive Technology -- The Rise of Customer Expectations and Influence -- Adaptive Organizations -- New Business Models -- Operating in a Volatile, Uncertain, Complex, and Ambiguous Business Environment -- Leading IT in a Complex and Adaptive World -- Decision-Making with the Cynefin Framework -- IT Needs to Operate in Both the Ordered and Unordered Problem Spaces -- Summary -- Chapter 2 Philosophies for a New System -- Philosophies vs. Methodologies -- Discovering Value Using Design Thinking -- Eliminating Waste with Lean -- Lean Production: The Toyota Production System and The Toyota Way -- Lean Enterprise -- Achieving Flow with the Theory Of Constraints -- Managing Complexity in Software Development with Agile -- The Manifesto for Agile Software Development -- The Values of the Agile Manifesto -- The Principles of the Agile Manifesto -- Strategic Decision-Making Using Wardley Mapping -- Maps -- Doctrine -- Summary -- Chapter 3 How to Change the System -- Being Agile vs. Doing Agile -- Why Only Adopting the Practices of Agile Won't Work -- Use Systems Thinking to Change Behavior -- The Fundamentals of Systems Thinking -- Tools for Exploring and Understanding Systems -- Applying Systems Thinking to Organizational Change -- Changing Leaders' Mental Models -- Systems Thinking vs. Linear Thinking -- The Problems with Command-and-Control Leadership and Management -- The Beyond Budgeting Movement -- Leadership Principles to Instill Intrinsic Motivation Emergent and Adaptive Management Processes -- Instilling Drive through Purpose, Mastery, and Autonomy -- Summary -- Part II Designing An Adaptive Operating Model -- Chapter 4 The Anatomy of an Operating Model -- The Anatomy of an Operating Model -- The Themes of an Adaptable Operating Model -- A Focus on Impacts and Outcomes over Output -- Structured for Intrinsic Motivation -- A Focus on Being Agile, Not Just Doing Agile -- Manage the Flow of Work -- Lead the People -- Summary -- Chapter 5 How We Are Organized -- Organizational Structure -- Hierarchy -- Holacracy -- The Need for a Balanced Design -- Supporting an Ambidextrous Organization -- Understanding the Influence of Conway's Law and the Cognitive Load Theory on Team Performance -- Conway's Law -- Cognitive Load Theory -- Product-Centric Development Teams -- The Definition of a Product -- Comparing to Project Teams -- Defined Boundaries of Responsibility -- Clarity of Purpose -- Autonomous and Self-Sufficient -- Appropriately Sized Teams -- The Benefits of Product Teams -- Defining Product Team Boundaries -- Organizing the Product Portfolio Using a Product Taxonomy -- Portfolio Level -- Product Group Level -- Product Level -- Modeling Product Team Boundaries with Team Topology Patterns -- The Need to Constantly Evolve Teams -- An Example of a Team Topology -- Evolving to Business and IT Fusion Teams -- Managing Cross Team Dependency -- Summary -- Chapter 6 How We Work -- IT Management Frameworks -- How to Solve Problems from Discovery to Delivery -- Problem-Solving Methodologies -- Focused on Exploring: Design Thinking and the Double Diamond Model -- Focused on the Removal of Waste: Lean and PDCA -- Focused on Quality and Consistency: Six Sigma and DMAIC -- Discovery Tools for Understanding the Problem Space -- Discovery Tools to Address Customer Experience -- Jobs to Be Done User Journey Mapping -- User Research -- Discovery Tools for Process Optimization -- Service Blueprints -- Domain Discovery with Event Storming -- Identifying Waste with Value Stream Mapping -- Root Cause Analysis with the Five Whys and Cause-Effect Diagrams -- Visualizing Problem Discovery and Definition with Impact Mapping -- Approaches to Manage the Solution Space -- Solution Delivery Life Cycles -- Project Delivery Life Cycle -- Continuous Delivery Life Cycle -- Exploratory Life Cycle -- Delivery Management -- Waterfall / BDUF -- Scrum -- Kanban -- Development Methodologies -- Extreme Programming (XP) -- Lean Principles in Software Development -- Operations Methodologies: Devops -- Summary -- Chapter 7 How We Govern -- What Is Governance? -- Alignment: Linking Work to Strategic Intent -- Managing Demand: Visualizing Work -- Capturing Demand -- A3 Reports -- DIBB and Amazon's Press Release -- Visualizing Work Using Kanban -- Visualize -- Limit Work in Progress -- Manage Flow -- Make Policies Explicit -- Implement Feedback Loops -- Improve Collaboratively -- Prioritization: Focusing on the Things That Matter -- Prioritizing Strategic Objectives -- Prioritizing Tactical Initiatives -- The Importance of Having a Clear Strategy and Tactical Plan -- Prioritizing Operational Action -- Helping Others -- Prioritizing BAU vs. Strategic Work -- Methods of Prioritization -- Highest Value for Lowest Complexity -- Weighted Shortest Job First or CD3 -- Technical Debt and Risks -- Using Judgement as Well as Data -- Measurement: Defining and Cascading Value and Measures -- Types of Value -- Types of Measure -- Cascading Value into the Work -- Defining Value -- Strategic Level: Business Goals and Strategic Objectives -- Tactical Level: Business Outcomes -- Operational Level: Sub-Outcomes, Programs, and Projects -- Investment: Funding for Outcomes Setting Investment Targets -- Allocating Funding to Initiatives -- Using the Right Investment Method for Initiatives -- Product Funding: Using a Venture Capital Approach to Investment in Complex Problem Domains -- Project Funding: Using a Project-Led Approach in Simple Contexts -- Investing in Team Capacity -- Annual Investment in Product Team Capacity Based on Strategic Need -- Invest in the Capacity to Manage BAU as Well -- Reviewing Funding Allocation -- Allocating Team Capacity to Deliver Outcomes, Projects, and Programs -- Quicker to Adapt -- Trusting Teams to Manage Funds -- Decision Rights: Empowering People -- Strategic Level: Setting Intent -- Tactical Level: Determine the Outcomes to Invest In -- Operational Level: Delivering the Outcomes -- You Build It, You Run It -- Trusting People to Make Decisions -- Project and Program Managers -- Everyone Is Responsible for Enterprise Value -- Performance: Monitoring Value -- Value-Driven Projects: Govern for Value, Not for Predictability -- The Illusion of Control -- Value Review -- Plan-Driven Projects: Govern for Adherence to a Plan -- Summary -- Chapter 8 How We Source and Manage Talent -- Sourcing Strategy -- Recruiting -- Be Clear on Your Value Proposition -- Hire for Attitude as Well as Aptitude -- The Need for T-shaped as Well as I-shaped People -- Explorers, Villagers, and Town Planners -- Hire for Diversity in Thinking -- Developing -- Invest in Mastery through Coaching, Training, and Mentoring -- Develop A Growth Mindset -- Reduce Cognitive Load -- Retaining -- Create a Flexible Environment -- Create a Career Path -- Ensure a Continuous Talent Development -- Summary -- Chapter 9 How We Lead -- Adopting New Leadership Behaviors -- Embracing Servant Leadership -- Instilling Intrinsic Motivation -- Clarify Purpose and Ensure Alignment -- Empower People Through Trust Develop Mastery in People -- Encouraging Growth and Development -- Adopt a Curious and Adaptive Approach to Problem Solving -- Focus on Continuous Learning and Development -- Provide a Safe Environment -- Focusing on Improving the System -- Lead by Example -- Remove Impediments -- Go and See the Work -- Break Down Silos -- Summary -- Part III Strategy to Execution -- Chapter 10 Understanding Your Business -- Business Anatomy -- Why IT Leaders Need to Understand the Anatomy of a Business -- Purpose: Starting with Why and Understanding Your North Star -- The Business Model: The System of Capturing Value -- What Value Do We Offer? -- How Do We Make Money? -- How Do We Reach and Interact with Our Customers? -- Who Are Our Customers? -- Operating Model: How We Do the Work -- How We Deliver Value: Key Value Streams -- Types of Value Stream -- The Value of Thinking in Value Streams and Journeys -- What We Need to Do: Business Capabilities -- How We Do It: People, Process, and Technology -- Business Context: Understanding What Can Impact Us -- Internal Context: Portfolio Analysis -- The Demand: Customers and the Market -- The Supply: The Competition and Porter's Five Forces -- The Wider Context: PESTEL Analysis -- Business Strategy: The Choices We Make to Win -- Aspirations, Objectives, and Goals -- The Where-to-Play and How-to-Win Strategies -- The Value Disciplines Model -- The Value Proposition Canvas -- What Capabilities Are Required -- Porter's Value Chain -- Wardley Maps -- What Improvements to the Management Systems Are Required -- Capturing and Communicating Business Strategy -- OGSM as a Framework for Strategy Communication -- Strategy Maps as a Framework for Strategy Communication -- Summary -- Chapter 11 IT Strategic Contribution -- Linking IT Execution to Business Strategy Using Enterprise Architecture -- Strategic Level -- Tactical Level Operational Level Erscheint auch als Druck-Ausgabe Millett, Scott The Accidental CIO Newark : John Wiley & Sons, Incorporated,c2024 9781119612094 |
| spellingShingle | Millett, Scott The Accidental CIO A Lean and Agile Playbook for IT Leaders Cover -- Title Page -- Copyright Page -- About the Author -- Acknowledgments -- Contents at a Glance -- Contents -- Foreword -- Introduction -- Why Should You Care? The CIO Challenge -- Taking Action: Becoming a Strategic Leader -- What Will You Learn? -- Part I A New System of Work -- Chapter 1 Why We Need to Change The System -- The Age of Digital Disruption -- Disruptive Technology -- The Rise of Customer Expectations and Influence -- Adaptive Organizations -- New Business Models -- Operating in a Volatile, Uncertain, Complex, and Ambiguous Business Environment -- Leading IT in a Complex and Adaptive World -- Decision-Making with the Cynefin Framework -- IT Needs to Operate in Both the Ordered and Unordered Problem Spaces -- Summary -- Chapter 2 Philosophies for a New System -- Philosophies vs. Methodologies -- Discovering Value Using Design Thinking -- Eliminating Waste with Lean -- Lean Production: The Toyota Production System and The Toyota Way -- Lean Enterprise -- Achieving Flow with the Theory Of Constraints -- Managing Complexity in Software Development with Agile -- The Manifesto for Agile Software Development -- The Values of the Agile Manifesto -- The Principles of the Agile Manifesto -- Strategic Decision-Making Using Wardley Mapping -- Maps -- Doctrine -- Summary -- Chapter 3 How to Change the System -- Being Agile vs. Doing Agile -- Why Only Adopting the Practices of Agile Won't Work -- Use Systems Thinking to Change Behavior -- The Fundamentals of Systems Thinking -- Tools for Exploring and Understanding Systems -- Applying Systems Thinking to Organizational Change -- Changing Leaders' Mental Models -- Systems Thinking vs. Linear Thinking -- The Problems with Command-and-Control Leadership and Management -- The Beyond Budgeting Movement -- Leadership Principles to Instill Intrinsic Motivation Emergent and Adaptive Management Processes -- Instilling Drive through Purpose, Mastery, and Autonomy -- Summary -- Part II Designing An Adaptive Operating Model -- Chapter 4 The Anatomy of an Operating Model -- The Anatomy of an Operating Model -- The Themes of an Adaptable Operating Model -- A Focus on Impacts and Outcomes over Output -- Structured for Intrinsic Motivation -- A Focus on Being Agile, Not Just Doing Agile -- Manage the Flow of Work -- Lead the People -- Summary -- Chapter 5 How We Are Organized -- Organizational Structure -- Hierarchy -- Holacracy -- The Need for a Balanced Design -- Supporting an Ambidextrous Organization -- Understanding the Influence of Conway's Law and the Cognitive Load Theory on Team Performance -- Conway's Law -- Cognitive Load Theory -- Product-Centric Development Teams -- The Definition of a Product -- Comparing to Project Teams -- Defined Boundaries of Responsibility -- Clarity of Purpose -- Autonomous and Self-Sufficient -- Appropriately Sized Teams -- The Benefits of Product Teams -- Defining Product Team Boundaries -- Organizing the Product Portfolio Using a Product Taxonomy -- Portfolio Level -- Product Group Level -- Product Level -- Modeling Product Team Boundaries with Team Topology Patterns -- The Need to Constantly Evolve Teams -- An Example of a Team Topology -- Evolving to Business and IT Fusion Teams -- Managing Cross Team Dependency -- Summary -- Chapter 6 How We Work -- IT Management Frameworks -- How to Solve Problems from Discovery to Delivery -- Problem-Solving Methodologies -- Focused on Exploring: Design Thinking and the Double Diamond Model -- Focused on the Removal of Waste: Lean and PDCA -- Focused on Quality and Consistency: Six Sigma and DMAIC -- Discovery Tools for Understanding the Problem Space -- Discovery Tools to Address Customer Experience -- Jobs to Be Done User Journey Mapping -- User Research -- Discovery Tools for Process Optimization -- Service Blueprints -- Domain Discovery with Event Storming -- Identifying Waste with Value Stream Mapping -- Root Cause Analysis with the Five Whys and Cause-Effect Diagrams -- Visualizing Problem Discovery and Definition with Impact Mapping -- Approaches to Manage the Solution Space -- Solution Delivery Life Cycles -- Project Delivery Life Cycle -- Continuous Delivery Life Cycle -- Exploratory Life Cycle -- Delivery Management -- Waterfall / BDUF -- Scrum -- Kanban -- Development Methodologies -- Extreme Programming (XP) -- Lean Principles in Software Development -- Operations Methodologies: Devops -- Summary -- Chapter 7 How We Govern -- What Is Governance? -- Alignment: Linking Work to Strategic Intent -- Managing Demand: Visualizing Work -- Capturing Demand -- A3 Reports -- DIBB and Amazon's Press Release -- Visualizing Work Using Kanban -- Visualize -- Limit Work in Progress -- Manage Flow -- Make Policies Explicit -- Implement Feedback Loops -- Improve Collaboratively -- Prioritization: Focusing on the Things That Matter -- Prioritizing Strategic Objectives -- Prioritizing Tactical Initiatives -- The Importance of Having a Clear Strategy and Tactical Plan -- Prioritizing Operational Action -- Helping Others -- Prioritizing BAU vs. Strategic Work -- Methods of Prioritization -- Highest Value for Lowest Complexity -- Weighted Shortest Job First or CD3 -- Technical Debt and Risks -- Using Judgement as Well as Data -- Measurement: Defining and Cascading Value and Measures -- Types of Value -- Types of Measure -- Cascading Value into the Work -- Defining Value -- Strategic Level: Business Goals and Strategic Objectives -- Tactical Level: Business Outcomes -- Operational Level: Sub-Outcomes, Programs, and Projects -- Investment: Funding for Outcomes Setting Investment Targets -- Allocating Funding to Initiatives -- Using the Right Investment Method for Initiatives -- Product Funding: Using a Venture Capital Approach to Investment in Complex Problem Domains -- Project Funding: Using a Project-Led Approach in Simple Contexts -- Investing in Team Capacity -- Annual Investment in Product Team Capacity Based on Strategic Need -- Invest in the Capacity to Manage BAU as Well -- Reviewing Funding Allocation -- Allocating Team Capacity to Deliver Outcomes, Projects, and Programs -- Quicker to Adapt -- Trusting Teams to Manage Funds -- Decision Rights: Empowering People -- Strategic Level: Setting Intent -- Tactical Level: Determine the Outcomes to Invest In -- Operational Level: Delivering the Outcomes -- You Build It, You Run It -- Trusting People to Make Decisions -- Project and Program Managers -- Everyone Is Responsible for Enterprise Value -- Performance: Monitoring Value -- Value-Driven Projects: Govern for Value, Not for Predictability -- The Illusion of Control -- Value Review -- Plan-Driven Projects: Govern for Adherence to a Plan -- Summary -- Chapter 8 How We Source and Manage Talent -- Sourcing Strategy -- Recruiting -- Be Clear on Your Value Proposition -- Hire for Attitude as Well as Aptitude -- The Need for T-shaped as Well as I-shaped People -- Explorers, Villagers, and Town Planners -- Hire for Diversity in Thinking -- Developing -- Invest in Mastery through Coaching, Training, and Mentoring -- Develop A Growth Mindset -- Reduce Cognitive Load -- Retaining -- Create a Flexible Environment -- Create a Career Path -- Ensure a Continuous Talent Development -- Summary -- Chapter 9 How We Lead -- Adopting New Leadership Behaviors -- Embracing Servant Leadership -- Instilling Intrinsic Motivation -- Clarify Purpose and Ensure Alignment -- Empower People Through Trust Develop Mastery in People -- Encouraging Growth and Development -- Adopt a Curious and Adaptive Approach to Problem Solving -- Focus on Continuous Learning and Development -- Provide a Safe Environment -- Focusing on Improving the System -- Lead by Example -- Remove Impediments -- Go and See the Work -- Break Down Silos -- Summary -- Part III Strategy to Execution -- Chapter 10 Understanding Your Business -- Business Anatomy -- Why IT Leaders Need to Understand the Anatomy of a Business -- Purpose: Starting with Why and Understanding Your North Star -- The Business Model: The System of Capturing Value -- What Value Do We Offer? -- How Do We Make Money? -- How Do We Reach and Interact with Our Customers? -- Who Are Our Customers? -- Operating Model: How We Do the Work -- How We Deliver Value: Key Value Streams -- Types of Value Stream -- The Value of Thinking in Value Streams and Journeys -- What We Need to Do: Business Capabilities -- How We Do It: People, Process, and Technology -- Business Context: Understanding What Can Impact Us -- Internal Context: Portfolio Analysis -- The Demand: Customers and the Market -- The Supply: The Competition and Porter's Five Forces -- The Wider Context: PESTEL Analysis -- Business Strategy: The Choices We Make to Win -- Aspirations, Objectives, and Goals -- The Where-to-Play and How-to-Win Strategies -- The Value Disciplines Model -- The Value Proposition Canvas -- What Capabilities Are Required -- Porter's Value Chain -- Wardley Maps -- What Improvements to the Management Systems Are Required -- Capturing and Communicating Business Strategy -- OGSM as a Framework for Strategy Communication -- Strategy Maps as a Framework for Strategy Communication -- Summary -- Chapter 11 IT Strategic Contribution -- Linking IT Execution to Business Strategy Using Enterprise Architecture -- Strategic Level -- Tactical Level Operational Level |
| title | The Accidental CIO A Lean and Agile Playbook for IT Leaders |
| title_auth | The Accidental CIO A Lean and Agile Playbook for IT Leaders |
| title_exact_search | The Accidental CIO A Lean and Agile Playbook for IT Leaders |
| title_full | The Accidental CIO A Lean and Agile Playbook for IT Leaders |
| title_fullStr | The Accidental CIO A Lean and Agile Playbook for IT Leaders |
| title_full_unstemmed | The Accidental CIO A Lean and Agile Playbook for IT Leaders |
| title_short | The Accidental CIO |
| title_sort | the accidental cio a lean and agile playbook for it leaders |
| title_sub | A Lean and Agile Playbook for IT Leaders |
| work_keys_str_mv | AT millettscott theaccidentalcioaleanandagileplaybookforitleaders |