Lean Enterprise
About this book
A book about applying lean and agile thinking above the level of a single team, written for organisations that already have a delivery capability and cannot start again. It is organised around exploring new ideas, exploiting the ones that work, and changing the organisation so it can keep doing both. Along the way it covers mission command as an alternative to detailed planning, hypothesis driven development and innovation accounting, running a portfolio of experiments, and the budgeting and governance practices that quietly prevent change. There is substantial material on continuous delivery, on architecture that can evolve, and on replacing the annual budget cycle with something shorter. Useful when the delivery teams have improved and the constraint has moved upstream.
Description via Product Digest.
Topics
Related concepts
- Compliance in projectsEstablishing which legal, regulatory, contractual, industry and internal rules bind a project, designing for them early and holding the evidence that proves this was done.
- Agile contractingHow a commercial agreement is written when the scope is expected to change, and the mechanisms that let a buyer keep control of cost without fixing the scope in advance.
- The project business caseThe argument for why this project was funded ahead of the alternatives, including doing nothing, and the document that decides whether it should carry on being funded.
- Project governanceThe framework of decision rights on a project, meaning who decides what, at which thresholds and on what evidence, and why writing it down makes delivery faster.