Patricia Kong, Todd Miller, Kurt Bittner, Ryan Ripley

Unlocking Business Agility with Evidence-Based Management (eBook, ePUB)

Satisfy Customers and Improve Organizational Effectiveness

• Format: ePub

Produktbeschreibung

Leverage Evidence-Based Management, a scientific method, to enable organizations to achieve goals under conditions of uncertainty.

Organizations often believe in the certainty of their plans and see every deviation from the plan as a sign of failure. They view the organization as a machine for creating and executing plans instead of looking at it as a responsive organism, attentive to the changes in its environment. In a world of uncertainties, organizations need to be capable of reinventing themselves every day based on new information.

In Unlocking Business Agility with Evidence-Based Management, authors Patricia Kong, Todd Miller, Kurt Bittner, and Ryan Ripley use the framework developed by Scrum.org called Evidence-Based Management (EBM). EBM is an empirical approach that helps organizations use experimentation and rapid feedback to progress toward goals. This path is not always obvious or straightforward, but that is a benefit: in a complex and changing world, the path toward goals will always be uncertain. EBM helps organizations use new data to adapt their plan toward their goals.

Throughout the book, the authors present stories and experiences that illustrate how EBM can be applied to set better goals and then leverage empiricism to achieve those goals using feedback, learning, and evidence. This definitive guide will help your organization identify its true purpose, improve its ability to reach goals, and build a culture of trust, transparency, and growth.

• Clarify goals and demonstrate value, success, and progress using agile metrics
• Progress toward goals in uncertain and rapidly changing circumstances
• Embrace empiricism and experimentation to find solutions for complex problems
• Find real-world anonymized case studies on how to articulate goals and measurements in a way that fosters self-management and business agility

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Produktdetails

• Verlag: Pearson ITP
• Erscheinungstermin: 27. Oktober 2023
• Englisch
• ISBN-13: 9780138244507
• Artikelnr.: 70207291

Autorenporträt

Patricia Kong helps organizations thrive in a complex world by focusing on enterprise innovation, leadership, and teams. She is a people advocate and fascinated by organizational behavior and misbehaviors. She is co-author of The Nexus Framework for Scaling Scrum (Addison-Wesley, 2017).

Todd Miller has practical experience as a Scrum Master, Product Owner, Software Developer, and Agile coach on a variety of technical and creative projects across a multitude of industries. He has been a professional Scrum trainer with Scrum.org since 2016.

Kurt Bittner has been delivering working products in short, feedback-driven cycles for more than 40 years, and has helped many organizations do the same. He is particularly interested in helping people form strong, self-organizing, high-performance teams that deliver solutions that customers love, and helping organizations use empirical feedback to achieve customer outcome-focused goals.

Ryan Ripley is a Professional Scrum Trainer with Scrum.org, and has experience as a software developer, manager, director, and Scrum Master at various Fortune 500 companies in the medical device, wholesale, and financial services industries. He is the host of "Agile for Humans," the top agile podcast on iTunes. He recently co-wrote Fixing Your Scrum: Practical Solutions for Common Scrum Problems (Pragmatic Bookshelf, 2022).

Inhaltsangabe

Foreword by Ken Schwaber     xi
Foreword by Dave West      xv
Preface      xix
Introduction      xxvii
 
Chapter 1: Finding Purpose      1
Rediscovering Purpose      3
     Goals      4
     How Goals and Measures Influence Behaviors      7
How to Rediscover Purpose      10
Closing Satisfaction Gaps Creates Value      11
     Customer-Focused Goals Enable Autonomy and Purpose      14
Improving Strategic Goals      17
     Ask Why? to Uncover the Real Objective      17
     Refocus Internal Goals on What Customers Need to Experience      19
     Think About How You Will Measure Progress Toward Your Vision      20
What to Watch For      21
Moving Forward      22
 
Chapter 2: Using Empiricism to Progress Toward Goals      23
Understanding Value      25
Progressing Toward Goals in a Series of Small Steps      27
     Taking Small Steps Toward Goals      29
Steering Toward Goals      32
     Adapting Goals      34
     Adapting Tactics      36
The Real Purpose of Goals Is to Foster Conversations      36
Losing the Plot and Finding It Again      37
What to Watch For      38
Moving Forward      39
 
Chapter 3: Becoming (More) Effective      41
Value Is Essential, but Frequency Matters Too      42
     It Is Not Delivery Speed That Is Important; It Is Feedback Speed    
 44
     While Focusing on Speed, Do Not Lose Sight of Value      45
Speed Is Not Enough; Teams Must Also Be Effective      46
Too Many Things at Once      48
Where Should Teams Start?      50
Beware the Efficiency Trap      51
Balancing Speed and Effectiveness      52
Cutting Corners: Sometimes Necessary, Sometimes Fatal      53
What to Watch For      55
Moving Forward      56
 
Chapter 4: Managing and Overcoming Expectations      59
People Who Largely Seek to Validate Expectations Are Often Disappointed
     60
Transforming Bad News into Just News     61
     Letting Go of Expectations      64
     Expectations Can Be Stubbornly Held      65
Replacing Meeting Expectations with Seeking Goals      68
Stakeholders and Transparency      69
How to Define and Categorize Stakeholders      70
Escaping the Echo Chamber      73
Diverse Perspectives Counter Groupthink      76
What to Watch For      77
Moving Forward      78
 
Chapter 5: Separating the Signal from the Noise      81
Identifying Signals      82
Interpreting Evidence from Signals      84
Dampening the Noise      85
Bias Creates Noise      88
The Customer Is Not Always Right      90
Objectifying Narratives      92
Getting Unstuck      94
Making Decisions      96
What to Watch For      97
Moving Forward      98
 
Chapter 6: Applying EBM at the Product Level      99
Mind the (Satisfaction) Gap      100
When You Find Yourself in a Hole, Stop Digging      101
Not All Ideas Are Valuable      103
Replacing False Certainty with Experimentation      104
     Using Strategic Goal Mapping to Form Experiments      106
     Products Are Vehicles for Running Experiments About Value      108
Sometimes Teams Lose the Thread and Need a Reminder      110
Running Experiments and Measuring Results      111
     Inspecting Results and Adapting Next Steps      114
Customer Experience Is Not Always About More Features      117
Sometimes You Must Say No      120
What to Watch For      121
Moving Forward      122
 
Chapter 7: Applying EBM at the Portfolio Level      123
Maximizing Output Does Not Maximize Value      124
     The Problems Start with Misfocused Goals      126
     Revenue and Profit Are Important, But They Are Poor Goals      127
Reconnecting Investments with Customer Outcomes      128
     You Can't Have It All at Once      129
     How to Measure Outcomes      130
     You Do Not Know What You Do Not Know      131
How to Choose Between Bets      132
     Make Small Bets      133
     Kill Bad Ideas as Quickly as Possible      135
     Propose Experiments      138
     Evaluate Proposals      139
     Make Sure All the Cards Are on the Table      140
     Keep Teams Intact, and Bring Them Work      140
     Separating Budgeting from Funding      141
     Run Experiments      141
     Evaluate Progress Toward Goals      141
What to Watch For      144
Moving Forward      145
 
Chapter 8: Applying EBM at the Organizational Level      147
Why Change Efforts Fail      148
To Initiate Change, Give People a Why      149
Assess Where the Organization Is Today      150
     Empowerment Takes Trust, Transparency, and Time      152
     Benefits of Empowering Teams      153
     Measuring Empowerment      154
     Growing Empowerment      155
Inverting the Organization to Support Empowerment      156
     Reducing Context Switching      157
     Growing Self-Sufficient Teams      158
     Aligning Supporting Departments      160
Setting and Adapting Goals      163
     Most Goals Canand ShouldChange      163
What to Watch For      164
Moving Forward      165
 
Index      167