By Jim Highsmith
The agile software program flow has now been round for an entire decade. As coauthor of the unique Agile Manifesto, Jim Highsmith has been at its middle because the starting. he is spent the earlier decade supporting countless numbers of firms transition to agile / lean. in terms of agile, he is noticeable it all–in numerous industries, world wide. Now, in Adaptive management, he has compiled, up-to-date, and prolonged his top writings approximately agile and lean tools for a administration viewers. Highsmith does not simply show what is operating and what is not; he bargains a strong new imaginative and prescient for extending agility around the firm.
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Extra resources for Adaptive Leadership: Accelerating Enterprise Agility
Ben & Jerry’s Homemade, Inc. Reprinted by permission. info CHAPTER 2 32 A DAPTIVE LEADERSHIP TODAY To better Humanity through software... 4 ThoughtWorks’ Three Pillars Some individuals won’t agree with, or like, Ben & Jerry’s stand on issues. Some may not agree with, or like, the organizations or causes that ThoughtWorks supports. But they may find other organizations that take stands they can relate to and agree with. The point is that as companies, organizations, and individuals, we shouldn’t have to separate our visions of social and economic justice from our business and professional lives.
The answer may not be as important as the question. The trick seems to be to move back and forth between innovators and imitators—advancing and then consolidating—without falling into the idiot trap as did the financial industry. Focusing on agile values and principles, continuing to innovate, balancing between idealism and practicality, and taking opportunities to unify rather than splinter should help keep the idiots at bay. ITERATIVE DELIVERY, WATERFALL G OVERNANCE As agile methods become widespread in organizations, the debate over serial, waterfall life cycles versus iterative life cycles is moving from an engineering-level conversation to an executive-level discussion.
Doing this over and over again, opportunity after opportunity, creates a continuous flow of value for organizations. Every phase of the business must operate iteratively in short cycles—from the initial identification of new opportunities, to the discovery of product requirements and business models, to the actual product development, to deployment. Companies must hone their product delivery and technology infrastructure capabilities to deliver value time after time after time. No longer will a focus on just the short term or just the long term be adequate.