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The Lean-Agile Way

The Lean-Agile Way

By : Cecil 'Gary' Rupp, Richard Knaster, Steve Pereira, Al Shalloway
4.9 (41)
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The Lean-Agile Way

The Lean-Agile Way

4.9 (41)
By: Cecil 'Gary' Rupp, Richard Knaster, Steve Pereira, Al Shalloway

Overview of this book

In today’s fast-paced business landscape, efficiency is essential. Authored by industry experts Cecil ‘Gary’ Rupp, a Lean-Agile consultant with over three decades of executive experience; Richard Knaster, a SAFe® Fellow and transformation leader; Steve Pereira, a value stream consultant and board advisor; and Al Shalloway, creator of FLEX and PMI’s Disciplined Agile Value Stream Consultant workshop, the book offers proven strategies to streamline processes, enhance products, and improve service delivery. You’ll start with an introduction to foundational Lean and Agile practices, recognizing the significance of digital enhancements in modernizing business processes. As you progress, you'll learn VSM techniques to identify and prioritize work and investments to provide maximum value to customers. Moreover, you'll grasp Lean-Agile practices aimed at promoting collaboration among teams and ensuring the continuous flow of product-oriented deliveries tailored to address customer needs. Finally, you'll gain executive-level insights on how organizations must access timely information for decision-making and foster a culture of continuous business transformation. Armed with this knowledge and a robust toolkit, you'll be empowered to drive meaningful change, optimize resources, and stay ahead in the rapidly evolving marketplace.
Table of Contents (19 chapters)
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1
Part 1:Building on Lean-Agile Foundations: Mastering the Basics
5
Part 2: Attending to our Value Streams: Prioritize Improvements by their Value-Added Impact
10
Part 3: Achieving Lean-Agile and VSM Mastery: For Product-Oriented Business Transformations
13
Part 4: Driving Sustainable Transformation: Strategies to Achieve Lean-Agile Mastery

Building cross-functional teams and encouraging collaboration

The siloed nature of traditional organizational structures can hinder the effective implementation of complex business processes. Leaders can drive change by fostering cross-functional teams that bring diverse skills and perspectives together within a value stream to deliver specific components of an integrated increment. Recall from Chapter 8 (BLAST) and Chapter 9 (BASE) that integrated increments take the form of minimum viable products (MVPs), minimum valuable increments (MVIs), and minimum valuable releases (MVRs). Encouraging collaboration through BLAST teams and teams of teams enhances problem-solving and innovation, making the organization more adaptable to change.

Traditional organizational structures often compartmentalize expertise within distinct departments, leading to what is commonly referred to as silos. These silos can create barriers to communication and workflow, impeding the organization’s ability...

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