FRINK Linked Data Fragments server

Matches in SemOpenAlex for { <https://semopenalex.org/work/W642809982> ?p ?o ?g. }

• W642809982 abstract "SETTING THE STAGE FOR CHANGE: FEBRUARY Wes's Challenge at MCCA: February Narrator: Wes MCCA's Past (in Microfilm) versus Its Future (in Information Management) MCCA's Transformation Goal: Fix Operations and Build New Technology Products Wes's New Role: New Product Development, Including Technology Wes's New Organization and People Endnotes Mary's Challenge at FinServia: February Narrator: Mary FinServia's Troubles: Glacial, Unresponsive Product Development FinServia's Transformation Goal: Faster and Cheaper Setting Initial Approaches for Both Companies: February Narrator: Wes Building a Lean and Agile Change Model Comparing the Two Opportunities, and Selecting an Approach Wes and Mary Make Their Initial Plans Endnotes UNDERSTANDING THE LANDSCAPE: MARCH Getting to Know the MCCA Team and Culture: March Narrator: Wes Meeting My Development Team Transforming Operations, Including the Relationship with Sales Wes Visits San Diego National Insurance Preparing to Meet SDNI Listening for Customer Value Understanding the Customer's Needs Endnotes Reorienting FinServia's Relationship with GRI: March Narrator: Mary GRI's Death Grip on Finservia's Technology Meeting with GRI: Being Clear about What FinServia Needs GRI Goals and the Win-Win Endnotes Solving the Chief Engineer Puzzle at MCCA: March Narrator: Wes Finding a Project Manager to Handle Part of the Chief Engineer Role Finding a Product Manager to Handle Part of the Chief Engineer Role Exploring Alternative Development Models: Powerful Individual Chief Engineers versus Development Teams of Peers Endnotes BEGINNING THE TRANSFORMATIONS: APRIL-MAY Six Weeks to Change the FinServia Organization: April Narrator: Mary Early Week One: Planning the FinServia Development Organization Option 1: A Functional Organization Option 2: A Divisional Organization Option 3: A Matrix Organization Option 4: Chief Engineers with Shared Support Later in Week One: Planning the Transition with GRI Week Four: Selecting the People Week Six: Announcement Day Endnotes Six Weeks to Start the MCCA Transformation: May Narrator: Wes Week One: Preparing for the Management Scrum Week Two: Assembling and Training the Team Team Assembles: Overview Training MCCA Value Defined by Owners, Customers Lean Product Development Introduced Agile Software Development: An Implementation of Lean Product Development Agile Introduced Scrum Explained Next Steps Week Four: Creating the Management Backlog and the Release Plan Week Six: Lean Team Scrum Meeting Endnotes TRANSFORMATIONS TAKE HOLD: MAY-SEPTEMBER Making Delivery Commitments at FinServiea: May Narrator: Mary Classic Struggle: Setting Dates and Costs Date/Cost Commitment Struggle at FinServia Configuring Agile Releases: Distributing to and Managing Multiple Backlogs Endnotes MCCA Engages with Its Sales Force and Customers at DocWorld: Late July Narrator: Wes Wes's Six-Month Retrospective User Conference Preparation: Product Roadmap and Customer Engagement Planning Connie and Wes Agree on Sales Guidance Partnering with Customers and Prospects: Demos and Backlogs Endnotes Sprint 1 Demo at FinServia-Dealing with Disappointment: July Narrator: Mary Mary's Six-Month Retrospective Tools Can Help, Tools Can Hurt Results of Sprint 1 Disappointing: Sprint Demo Discord during the Sprint Ready or Not, Sprint and Demo Reviewing the Plan for Sprint 1 (Lack of) Accomplishments of Sprint 1 Code Demo for Sprint 1 Sprint 1 Retrospective Margaret Plans and Facilitates the Retrospective Endnotes Jack's Gambit at MCCA Narrator: Wes Phillip Spills the Beans Getting Advice from Connie Jack's Proposal Mary and Wes Consider Lynn's Options Lynn Hollander Makes Her Choice LOOKING BACK AND LOOKING AHEAD: DECEMBER Sustaining Lean and Agile: December Narrator: Wes Comparing the MCCA and FinServia Experiences Sustaining a Lean and Agile Software Culture Building Towering Technical Competence Building and Sustaining Cultural Values Strategic Planning and Study Customer-Focused, Hands-On Leaders Lightweight Processes Endnotes SUMMARY AND CONCLUSIONS Transforming to Become Lean and Agile Summary of the People Driven Approach Summary of the Drive People Approach Vision and Leadership Set a Simple and Compelling Vision Build a Supporting Coalition Make a Plan, Specific to Your Reality Use Integrating Events Accelerate Delivery Find Outside Wisdom Encourage Engagement and Debate, within Limits Understand Your Boundaries It's (Almost) Always about the Money People Give Existing Leaders a Chance Let Obstructionists Continue Their Careers Elsewhere Stir Up the Pot by Adding Some New Blood Get Them to Do It Themselves Build Chief Engineers, but Adapt to the Situation at Hand Teach to Lead, and Lead by Teaching Spreading Knowledge-Institutionalize Knowledge and Learning Go to War with the Army You Have2 or Build Your Capability before You Build Your Software Organization Customer Focus Demolish the Barriers: We Are All The Business Small Intact Teams Process Process Can Drive Lean/Agile Change, but It's Not Enough by Itself Start Slow and Simple PDCA Yourself! Methods-Don't Overprescribe But Do Insist on Some Basic Practices Tools Tools Can Help, but Be Careful! Vendor Partnerships Final Words Endnotes Index" @default.
• W642809982 created "2016-06-24" @default.
• W642809982 creator A5082630337 @default.
• W642809982 date "2011-12-05" @default.
• W642809982 modified "2023-09-27" @default.
• W642809982 title "A Tale of Two Transformations: Bringing Lean and Agile Software Development to Life" @default.
• W642809982 hasPublicationYear "2011" @default.
• W642809982 type Work @default.
• W642809982 sameAs 642809982 @default.
• W642809982 citedByCount "0" @default.
• W642809982 crossrefType "book" @default.
• W642809982 hasAuthorship W642809982A5082630337 @default.
• W642809982 hasConcept C110354214 @default.
• W642809982 hasConcept C115903868 @default.
• W642809982 hasConcept C127413603 @default.
• W642809982 hasConcept C14185376 @default.
• W642809982 hasConcept C144024400 @default.
• W642809982 hasConcept C144133560 @default.
• W642809982 hasConcept C162324750 @default.
• W642809982 hasConcept C162853370 @default.
• W642809982 hasConcept C177291462 @default.
• W642809982 hasConcept C187736073 @default.
• W642809982 hasConcept C19351080 @default.
• W642809982 hasConcept C2524010 @default.
• W642809982 hasConcept C33923547 @default.
• W642809982 hasConcept C41008148 @default.
• W642809982 hasConcept C46312422 @default.
• W642809982 hasConcept C90673727 @default.
• W642809982 hasConceptScore W642809982C110354214 @default.
• W642809982 hasConceptScore W642809982C115903868 @default.
• W642809982 hasConceptScore W642809982C127413603 @default.
• W642809982 hasConceptScore W642809982C14185376 @default.
• W642809982 hasConceptScore W642809982C144024400 @default.
• W642809982 hasConceptScore W642809982C144133560 @default.
• W642809982 hasConceptScore W642809982C162324750 @default.
• W642809982 hasConceptScore W642809982C162853370 @default.
• W642809982 hasConceptScore W642809982C177291462 @default.
• W642809982 hasConceptScore W642809982C187736073 @default.
• W642809982 hasConceptScore W642809982C19351080 @default.
• W642809982 hasConceptScore W642809982C2524010 @default.
• W642809982 hasConceptScore W642809982C33923547 @default.
• W642809982 hasConceptScore W642809982C41008148 @default.
• W642809982 hasConceptScore W642809982C46312422 @default.
• W642809982 hasConceptScore W642809982C90673727 @default.
• W642809982 hasLocation W6428099821 @default.
• W642809982 hasOpenAccess W642809982 @default.
• W642809982 hasPrimaryLocation W6428099821 @default.
• W642809982 hasRelatedWork W158951875 @default.
• W642809982 hasRelatedWork W1882557115 @default.
• W642809982 hasRelatedWork W1889177045 @default.
• W642809982 hasRelatedWork W2223510157 @default.
• W642809982 hasRelatedWork W2278963728 @default.
• W642809982 hasRelatedWork W2343499692 @default.
• W642809982 hasRelatedWork W243086074 @default.
• W642809982 hasRelatedWork W2466699390 @default.
• W642809982 hasRelatedWork W2524416673 @default.
• W642809982 hasRelatedWork W2758993978 @default.
• W642809982 hasRelatedWork W2804353920 @default.
• W642809982 hasRelatedWork W2895173883 @default.
• W642809982 hasRelatedWork W2914783837 @default.
• W642809982 hasRelatedWork W2941127265 @default.
• W642809982 hasRelatedWork W2946102925 @default.
• W642809982 hasRelatedWork W2989436019 @default.
• W642809982 hasRelatedWork W595816662 @default.
• W642809982 hasRelatedWork W644437792 @default.
• W642809982 hasRelatedWork W89707990 @default.
• W642809982 hasRelatedWork W2181772655 @default.
• W642809982 isParatext "false" @default.
• W642809982 isRetracted "false" @default.
• W642809982 magId "642809982" @default.
• W642809982 workType "book" @default.