Adaptive Leadership: Accelerating Enterprise Agility by Jim Highsmith

By Jim Highsmith

The agile software program circulate 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 assisting 1000's of organisations transition to agile / lean. in terms of agile, he is visible it all–in numerous industries, around the globe. 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 exhibit what is operating and what isn't really; he deals a strong new imaginative and prescient for extending agility around the company.

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When development was sequential, the need to differentiate between governance and operations was masked. However, as organizations began to implement iterative methods, the disconnect between governance and operations began to cause friction between executives and project teams. The critical issue for organizations, then, is bridging this seeming gap between linear investment decisions and iterative/agile product development. 2, and then loosely coupling them, thereby abandoning the tight coupling that led to the trouble in the first place.

Some known information can be assembled into planning documents, but the crux of product development rests on discovering the unknowns, the solutions to problems that have yet to be identified. For an uncertain project, executives might authorize a $100,000 expenditure for a concept phase to gather enough information to reduce the risk of making a $5 million full product development decision. Executive decision making follows this scenario through the various phases: define an information gathering strategy based on key risk areas, then decide which activities to fund based on mitigating those risks as early and with as little expenditure as possible.

For an uncertain project, executives might authorize a $100,000 expenditure for a concept phase to gather enough information to reduce the risk of making a $5 million full product development decision. Executive decision making follows this scenario through the various phases: define an information gathering strategy based on key risk areas, then decide which activities to fund based on mitigating those risks as early and with as little expenditure as possible. From an executive perspective, this model is a serial one: spend money and time, obtain information, decide on continuing the project.

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