In this book, Jutta Eckstein examines how retrospectives –originally a kind of a facilitated workshop for gaining feedback– can be applied conceptually to initiate and implement organizational change. Technically, retrospectives were an instrument for a group to examine a past joint period of time and learn from that. The participants of a Retrospective for Organizational Change do not share a joint past, yet they learn from their different individual experiences and use this as a basis to...

The pandemic forced all teams to be distributed. However independent of COVID, in fact, all teams face the challenges of diverse distances - temporal, geographical, cultural, lingual, political, historical, and more. Many forms of distance even affect developers in the same room. The goal of this book is to reconcile two mainstays of modern agility: the close collaboration agility relies on, and project teams distributed across different cities, countries, and continents.Enjoy insi...

In this book, Jutta Eckstein examines how retrospectives –originally a kind of a facilitated workshop for gaining feedback– can be applied conceptually to initiate and implement organizational change. Technically, retrospectives were an instrument for a group to examine a past joint period of time and learn from that. The participants of a Retrospective for Organizational Change do not share a joint past, yet they learn from their different individual experiences and use this as a basis to...

Applying agile in the large doesn't require a specific framework, it only requires taking the agile values and principles seriously. See how this can be done in a truly agile way, meaning being adaptive, flexible, responsive, and nimble. Enjoy insights in the book shared by Joshua Kerievsky (author of Refactoring to Patterns and Creator of ModernAgile), Diana Larsen (co-author of Agile Retrospectives and Liftoff, Co-Creator of the Agile Fluency(TM) Model),...

研究超越預算模型的專家會說：「不要訂死年度預算，否則你就沒有足夠的靈活性來應對頻繁的市場變化。」研究開放空間技術的專家會說：「你需要為你不知道的和無法控制的東西騰出空間，來接納新事物的產生。如果人們能夠追隨他們的熱情，你就能實現企業敏捷化，否則人們就會按部就班地工作。」研究全員參與制的專家會說：「你首先需要處理權力結構，因為只要你有一個自上而下的階層結構，你就不會變得敏捷。」研究敏捷的專家會說：「你需要定期的反思來開始檢視與適應，以便靈活地做出反應，否則你將無法從市場和公司內部學習。」本書提供一個全新的視野『播灑道』（BOSA），綜合了上述四種流程：● B = 超越預算模型（Beyond Budgeting）● O = 開放空間技術（Open Space）● S = 全員參與制（Sociocracy）● A = 敏捷（Agile）作者Jutta Eckstein 和 John Buck 整理出他們20多年協助企業轉型的心得，以實際案例的方式示範如...

Notes to the 2nd edition:This second edition reflects such updates as: the new Agile Fluency Model, the renaming / rebranding of Statoil to Equinor, and some small additions to complexity. We also enhanced the description of Organizational Open Space and explain how it differs from Liberating Structures.Enjoy insights in the book shared by Jez Humble, Diana Larsen, James Shore, Johanna Rothman, and Bjarte Bogsnes. Find out what Spotify, ING, Ericsson, and Walmart say in the...

Does your organization use estimation to value and rank projects in the project portfolio? Except for the shortest projects, estimation is often wrong. With incorrect estimates, the projects don't return the value you expected when you wanted. How can you finish projects in time to realize their potential value?Instead of estimation, consider using the cost of delay to evaluate and rank projects. Cost of Delay accounts for the many ways projects get stuck. You've probably seen some...

„(Die Autoren) untersuchen bekannte Methoden und Prozesse bis in die Tiefe, damit diese im Hinblick auf ein Gesamtunternehmen bestmöglich funktionieren. Durch die Kombination dieser Methoden zeigen sie verschiedene Wege zur modernen und agilen Führung eines Unternehmens auf. Sie kommen zur Erkenntnis, dass eine Kombination von gut aufeinander abgestimmten Methoden und guter Zusammenarbeit mehr bringt als jede Methode für sich allein.“Anders Ivarsson, SpotifyWährend ...

Today companies are expected to be flexible and both rapidly responsive and resilient to change, which basically asks them to be Agile. Lack of an overarching theory about how to expand the Agile Manifesto has led to many fragmented attempts to apply Agile company-wide. Enjoy insights in the book shared by Jez Humble, Diana Larsen, James Shore, Johanna Rothman, and Bjarte Bogsnes. Find out what Spotify, ING, Ericsson, and Walmart say in the book. Quotes fr...

Notes to the 2nd edition:This second edition reflects such updates as: the new Agile Fluency Model, the renaming / rebranding of Statoil to Equinor, and some small additions to complexity. We also enhanced the description of Organizational Open Space and explain how it differs from Liberating Structures.Enjoy insights in the book shared by Jez Humble, Diana Larsen, James Shore, Johanna Rothman, and Bjarte Bogsnes. Find out what Spotify, ING, Ericsson, and Walmart say in the...

Today, companies are expected to be flexible and both rapidly responsive and resilient to change, which basically asks them to be agile. By combining Beyond Budgeting,Open Space, Sociocracy, and Agile, this book provides a practical guide for companies that want to be agile company-wide.Notes to the 2nd edition:This second edition reflects such updates as: the new Agile Fluency Model, the renaming / rebranding of Statoil to Equinor, and some small additions to complexity. W...

Hoy en día, se espera que las empresas sean flexibles y respondan rápidamente y de forma resiliente al cambio. Se les está pidiendo es que sean ágiles. Este libro proporciona una guía práctica para lograr la agilidad empresarial combinando "Beyond Budgeting" (Más allá del presupuesto), Open Space, Sociocracia y Agile.Para extender los conceptos de Agile, es importante tener una visión integral de la empresa (u organización) sin excluir ninguna parte. La visión holística ti...