By Soren Lyngso
ISBN-10: 1466596074
ISBN-13: 9781466596078
ISBN-10: 1466596082
ISBN-13: 9781466596085
Your strategic projects are continually less than fireplace because of the evolving nature of markets, expertise, legislation, and executive. to make sure your technique succeeds, it needs to stay versatile whereas confronting those moving demanding situations. Agile method administration: innovations for non-stop Alignment and development explains the best way to accomplish that flexibility by way of development agility into the initiation, improvement, implementation, Read more...
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Extra info for Agile Strategy Management: Techniques for Continuous Alignment and Improvement
Example text
Why is this activity conducted the way it is? • Why does this solution component function the way it does? • Why is this test done? • Why is this suggested improvement an improvement? 2 Quality Management Objects Quality management comprises three process management classes with explicitly defined organization requirements, procedures, and result standards: • Quality assurance ensures that a solution will satisfy the stakeholder needs and requirements. This is handled by establishing agreed standards for all resources, procedures, and solution elements to be involved or delivered.
A key-stakeholder is someone with power, knowledge, experience, and competence within the context of the Strategic Initiative that you need to get involved in the initiative in order to make the initiative successful. It is a person who can create or sponsor the development and implementation of some part of the solutions you need. This part of the solution can be infrastructure such as land or public transport and institutions or it can be usage of new technology that can give you important benefits.
The task was that the old computers with COBOL-based Information Systems had to be swapped out and replaced with new technology. The old COBOL-based Information Systems were interfaced with multiple standalone solutions internally and externally. As most of the old in-house developed core-banking IT solutions were getting more and more inefficient, they were not candidates for swapping. The corporate management had opted for a COTS standard system implemented on state-of-the-art IBM technology (including DB2 relational database) to be interfaced with the set of standalone solutions (mostly in house development) that they expected to survive and to continue to be used in business after the swap.
Agile Strategy Management: Techniques for Continuous Alignment and Improvement by Soren Lyngso
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