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Agile Starts from the Top

Senior Executives Guide to Agile Leadership

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Language:  English
Organisation Transformations, Agile included, must start from the top and spread to lower levels. In a rigid organisational culture, 'scaling' Agile up or across will most likely fail.
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Description
Content

Organisational culture plays a major role in Agile adoption and even if the adaptive approach may be the best option from the technical point of view if the organisation is not ready for it Agile will fail. The Agile Transformation, any transformation must start from the top and spread across the organisation. A conservative management will inevitably lead to a conservative culture and regardless how Agile is a team of a department is, a cross-organisational project using Agile practices will be most likely fail if the organization is not ready to be Agile.

About the Author

Dan is an experienced Project Manager with over 35 years commercial experience. He started his career as a specialist in Computer Aided Design and Manufacturing (CAD/CAM) following his involvement in research during university studies. After a successful career in research when he also published articles and books on various topics, mainly Computer Aided Design & Manufacturing and Computer Graphics he managed large development teams and then moved to Project Management and is now specialized in Business Transformations Projects.

  • About the author
  • Introduction
  1. Agile Leadership
    1. Executives and Senior Management
    2. Middle Managers
    3. Team Leaders
    4. Team Members
  2. The Servant Leader
    1. What is a Servant Leader?
    2. When the Leader becomes Servant
    3. When the Servant becomes a “Leader”
  3. The Leader needs an Agile Team
    1. Self-organising
    2. Technical excellence
    3. Risk appetite
    4. Authority to take decisions
    5. Ability to take decisions
  4. Leader, Manager or Coach?
    1. Can a Scrum Master lead Agility?
    2. The Agile Leader
    3. The Agile Manager
    4. The Agile Coach
  5. Agile Transformations
    1. Agile is the solution but where is the problem?
    2. Don’t forget the Project Manager
    3. Don’t forget Change Management
    4. Don’t forget Risk Management
    5. Lean Six Sigma. You can’t improve what you can’t measure
  • End Notes

About the Author

Dan Stelian Roman

Dan is an experienced Project Manager with over 35 years commercial experience. He started his career as a specialist in Computer Aided Design and Manufacturing (CAD/CAM) following his involvement in research during university studies. After a successful career in research when he also published articles and books on various topics, mainly Computer Aided Design & Manufacturing and Computer Graphics he managed large development teams and then moved to Project Management and is now specialized in Business Transformations Projects.