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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

Questions

This section is offered for those who want to evaluate comprehension and retention of the information provided in this chapter. There are 10 questions. The answers are provided in the next subsection. Recalling the exact phrasing of the original content is not important. Instead, it’s more important to recall the concepts and their applications.

  1. What are the primary objectives of VSM as outlined in the foundational principles?
  2. How does VSM differ from traditional Lean practices in its approach to improving organizational processes?
  3. What is the primary goal of defining an idealized customer value stream in a VSM initiative?
  4. Why is establishing metrics and success criteria crucial in a VSM initiative?
  5. Why is it important to start value stream mapping from the point of product or service delivery to the customer?
  6. How does prioritizing areas for improvement benefit a VSM initiative?
  7. Why is adaptability key in the execution phase of a VSM...

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