The Resource The age of agile : how smart companies are transforming the way work gets done, Stephen Denning, (electronic resource)

The age of agile : how smart companies are transforming the way work gets done, Stephen Denning, (electronic resource)

Label
The age of agile : how smart companies are transforming the way work gets done
Title
The age of agile
Title remainder
how smart companies are transforming the way work gets done
Statement of responsibility
Stephen Denning
Creator
Author
Subject
Genre
Language
eng
Cataloging source
DLC
http://library.link/vocab/creatorName
Denning, Stephen
Dewey number
658.4/063
Illustrations
illustrations
Index
index present
LC call number
HD58.9
LC item number
.D456 2018
Literary form
non fiction
Nature of contents
  • dictionaries
  • bibliography
http://library.link/vocab/subjectName
  • Organizational effectiveness
  • Organizational change
  • Organizational change
  • Organizational effectiveness
  • BUSINESS & ECONOMICS / Industrial Management
  • BUSINESS & ECONOMICS / Management
  • BUSINESS & ECONOMICS / Management Science
  • BUSINESS & ECONOMICS / Organizational Behavior
Label
The age of agile : how smart companies are transforming the way work gets done, Stephen Denning, (electronic resource)
Link
Instantiates
Publication
Bibliography note
Includes bibliographical references and index
Carrier category
online resource
Carrier category code
  • cr
Carrier MARC source
rdacarrier
Content category
text
Content type code
  • txt
Content type MARC source
rdacontent
Contents
  • 22
  • 8
  • Trap of Shareholder Value
  • 163
  • Box 8-1 The Unsound Legal Case for Shareholder Value
  • 182
  • Box 8-2
  • What Is True Shareholder Value?
  • 183
  • Box 8-3
  • Adam Smith and the Philosophical Origins of Shareholder Value Thinking
  • Box 1-2
  • 185
  • Box 8-4
  • Unanticipated Risks of Shareholder Value
  • 187
  • 9
  • Trap of Share Buybacks
  • 193
  • Challenge for Public Policymakers
  • 199
  • Challenge for Agile Leaders in Dealing with the Stock Market
  • Glossary: Definitions of Agile, Scrum, DevOps, Kanban, Lean
  • 199
  • Challenge for Agile Managers Within the Corporation
  • 201
  • Box 9-1
  • Defending Share Buybacks
  • 203
  • 10
  • Cost-Oriented Economics Trap
  • 205
  • Case of Dell Inc.
  • 23
  • 206
  • Urge to Offshore
  • 209
  • A Permanent Loss of Expertise
  • 211
  • Explaining Agile Management to a CFO
  • 213
  • Throughput Accounting
  • 213
  • Box 10-1
  • 2
  • Technical Debt, Regulatory Debt, and Brand Debt
  • 216
  • Box 10-2
  • U.S. vs. German Manufacturing
  • 218
  • 11
  • Trap of Backward-Looking Strategy
  • 221
  • Box 11-1
  • Strategy of "Doing More of the Same"
  • Law of the Small Team
  • 233
  • Box 11-2
  • Options Reasoning and the Portfolio Approach
  • 234
  • Epilogue
  • 237
  • 12
  • Nuclear Winters and Golden Ages
  • 239
  • Box 12-1
  • 27
  • History of Golden Ages and Nuclear Winters
  • 251
  • Box 12-2
  • How the Change Might Happen: An Agenda for Action
  • 255
  • 3
  • Law of the Customer
  • 49
  • Part 1
  • Box 3-1
  • Paradigm Shifts in Science
  • 67
  • Box 3-2
  • Ultimate Customers, Internal Customers, and End-Users
  • 69
  • Box 3-3
  • Practices of the Law of the Customer
  • 70
  • Box 3-4
  • Agile Management
  • Aligning People Management with Agile Management at Cerner
  • 73
  • 4
  • Law of the Network
  • 81
  • Box 4-1
  • Agility Through Market-Based Approaches
  • 94
  • Box 4-2
  • Achieving Large-Scale Operations Through Platforms
  • 1
  • 96
  • Box 4-3
  • "Big Bang" Change: Six Mistakes Salesforce Didn't Make
  • 97
  • 5
  • Implementing Agile at Scale: Microsoft
  • 103
  • Get the Right Balance of Alignment and Autonomy
  • 106
  • Master the Role of the Agile Manager
  • 1
  • 108
  • Handle Dependencies at the Team Level
  • 108
  • Ensure Continuous Integration
  • 109
  • Keep on Top of Technical Debt
  • 110
  • Embrace DevOps and Continuous Delivery
  • 110
  • Continuously Monitor Progress
  • More Value from Less Work
  • 111
  • Listen to Customer Wants, but Meet Their Needs
  • 112
  • Deal with Directions from Above
  • 113
  • Use Self-Forming Teams to Encourage Team Ownership
  • 113
  • Recognize the Team Is the Product
  • 114
  • Build Quality from the Beginning
  • 3
  • 114
  • Use Coaching Carefully
  • 115
  • Ensure Top-Level Support
  • 115
  • Box 5-1
  • Flattening the Hierarchy Isn't the Answer
  • 116
  • 6
  • From Operational to Strategic Agility
  • Box 1-1
  • 119
  • Principles of Strategic Agility
  • 122
  • Four Components of a Market-Creating Value Proposition
  • 127
  • Box 6-1
  • Collapse of Sector Boundaries
  • 134
  • Box 6-2
  • Path from Operational Agility to Strategic Agility
  • Manifesto for Agile Software Development
  • 135
  • 7
  • Changing the Organizational Culture
  • 139
  • Box 7-1
  • SRI's "NABC Value Proposition" for Siri
  • 155
  • Part 2
  • Management Traps
  • 157
Control code
on1003489700
Extent
1 online resource
Form of item
online
Isbn
9780814439104
Lccn
2017043401
Media category
computer
Media MARC source
rdamedia
Media type code
  • c
Specific material designation
remote
Stock number
70A2B0DF-1252-4F73-871E-651D18B17715
System control number
  • (Sirsi) o1003489700
  • (OCoLC)1003489700
Label
The age of agile : how smart companies are transforming the way work gets done, Stephen Denning, (electronic resource)
Link
Publication
Bibliography note
Includes bibliographical references and index
Carrier category
online resource
Carrier category code
  • cr
Carrier MARC source
rdacarrier
Content category
text
Content type code
  • txt
Content type MARC source
rdacontent
Contents
  • 22
  • 8
  • Trap of Shareholder Value
  • 163
  • Box 8-1 The Unsound Legal Case for Shareholder Value
  • 182
  • Box 8-2
  • What Is True Shareholder Value?
  • 183
  • Box 8-3
  • Adam Smith and the Philosophical Origins of Shareholder Value Thinking
  • Box 1-2
  • 185
  • Box 8-4
  • Unanticipated Risks of Shareholder Value
  • 187
  • 9
  • Trap of Share Buybacks
  • 193
  • Challenge for Public Policymakers
  • 199
  • Challenge for Agile Leaders in Dealing with the Stock Market
  • Glossary: Definitions of Agile, Scrum, DevOps, Kanban, Lean
  • 199
  • Challenge for Agile Managers Within the Corporation
  • 201
  • Box 9-1
  • Defending Share Buybacks
  • 203
  • 10
  • Cost-Oriented Economics Trap
  • 205
  • Case of Dell Inc.
  • 23
  • 206
  • Urge to Offshore
  • 209
  • A Permanent Loss of Expertise
  • 211
  • Explaining Agile Management to a CFO
  • 213
  • Throughput Accounting
  • 213
  • Box 10-1
  • 2
  • Technical Debt, Regulatory Debt, and Brand Debt
  • 216
  • Box 10-2
  • U.S. vs. German Manufacturing
  • 218
  • 11
  • Trap of Backward-Looking Strategy
  • 221
  • Box 11-1
  • Strategy of "Doing More of the Same"
  • Law of the Small Team
  • 233
  • Box 11-2
  • Options Reasoning and the Portfolio Approach
  • 234
  • Epilogue
  • 237
  • 12
  • Nuclear Winters and Golden Ages
  • 239
  • Box 12-1
  • 27
  • History of Golden Ages and Nuclear Winters
  • 251
  • Box 12-2
  • How the Change Might Happen: An Agenda for Action
  • 255
  • 3
  • Law of the Customer
  • 49
  • Part 1
  • Box 3-1
  • Paradigm Shifts in Science
  • 67
  • Box 3-2
  • Ultimate Customers, Internal Customers, and End-Users
  • 69
  • Box 3-3
  • Practices of the Law of the Customer
  • 70
  • Box 3-4
  • Agile Management
  • Aligning People Management with Agile Management at Cerner
  • 73
  • 4
  • Law of the Network
  • 81
  • Box 4-1
  • Agility Through Market-Based Approaches
  • 94
  • Box 4-2
  • Achieving Large-Scale Operations Through Platforms
  • 1
  • 96
  • Box 4-3
  • "Big Bang" Change: Six Mistakes Salesforce Didn't Make
  • 97
  • 5
  • Implementing Agile at Scale: Microsoft
  • 103
  • Get the Right Balance of Alignment and Autonomy
  • 106
  • Master the Role of the Agile Manager
  • 1
  • 108
  • Handle Dependencies at the Team Level
  • 108
  • Ensure Continuous Integration
  • 109
  • Keep on Top of Technical Debt
  • 110
  • Embrace DevOps and Continuous Delivery
  • 110
  • Continuously Monitor Progress
  • More Value from Less Work
  • 111
  • Listen to Customer Wants, but Meet Their Needs
  • 112
  • Deal with Directions from Above
  • 113
  • Use Self-Forming Teams to Encourage Team Ownership
  • 113
  • Recognize the Team Is the Product
  • 114
  • Build Quality from the Beginning
  • 3
  • 114
  • Use Coaching Carefully
  • 115
  • Ensure Top-Level Support
  • 115
  • Box 5-1
  • Flattening the Hierarchy Isn't the Answer
  • 116
  • 6
  • From Operational to Strategic Agility
  • Box 1-1
  • 119
  • Principles of Strategic Agility
  • 122
  • Four Components of a Market-Creating Value Proposition
  • 127
  • Box 6-1
  • Collapse of Sector Boundaries
  • 134
  • Box 6-2
  • Path from Operational Agility to Strategic Agility
  • Manifesto for Agile Software Development
  • 135
  • 7
  • Changing the Organizational Culture
  • 139
  • Box 7-1
  • SRI's "NABC Value Proposition" for Siri
  • 155
  • Part 2
  • Management Traps
  • 157
Control code
on1003489700
Extent
1 online resource
Form of item
online
Isbn
9780814439104
Lccn
2017043401
Media category
computer
Media MARC source
rdamedia
Media type code
  • c
Specific material designation
remote
Stock number
70A2B0DF-1252-4F73-871E-651D18B17715
System control number
  • (Sirsi) o1003489700
  • (OCoLC)1003489700

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