Lean enterprise
Jez Humble (Author), Joanne Molesky (Author), Barry O'Reilly (Author)
How well does your organization respond to changing market conditions, customer needs, and emerging technologies when building software-based products? This practical guide presents Lean and Agile principles and patterns to help you move fast at scale--and demonstrates why and how to apply these methodologies throughout your organization, rather than with just one department or team. Through case studies, you'll learn how successful enterprises have rethought everything from governance and financial management to systems architecture and organizational culture in the pursuit of radically improved performance. Adopting Lean will take time and commitment, but it's vital for harnessing the cultural and technical forces that are accelerating the rate of innovation
1 online resource
9781492092216, 9781492092223, 1492092223, 1492092215
1176510025
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