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[null,"1.","Record Nr.",null,"UNINA9911019640603321"]
[null,null,"Autore",null,"Millett Scott"]
[null,null,"Titolo",null,"The Accidental CIO : A Lean and Agile Playbook for IT Leaders"]
[null,null,"Pubbl/distr/stampa",null,"Newark : , : John Wiley & Sons, Incorporated, , 2024"]
[{"$nulls":4},"©2024"]
[null,null,"ISBN",null,"9781119612100"]
[{"$nulls":4},"1119612101"]
[{"$nulls":4},"9781119612124"]
[{"$nulls":4},"1119612128"]
[{"$nulls":4},"9781119612193"]
[{"$nulls":4},"1119612195"]
[null,null,"Edizione",null,"[1st ed.]"]
[null,null,"Descrizione fisica",null,"1 online resource (530 pages)"]
[null,null,"Disciplina",null,"658.4/038"]
[null,null,"Soggetti",null,"Chief information officers"]
[null,null,"Lingua di pubblicazione",null,"Inglese"]
[null,null,"Formato",null,"Materiale a stampa"]
[null,null,null,"Livello bibliografico","Monografia"]
[null,null,null,"Note generali","Description based upon print version of record."]
[{"$nulls":4},"Organizing the Product Portfolio Using a Product Taxonomy"]
[null,null,"Nota di contenuto",null,"Cover -- Title Page -- Copyright Page -- About the Author -- Acknowledgments -- Contents at a Glance -- Contents -- Foreword -- Introduction -- Why Should You Care? The CIO Challenge -- Taking Action: Becoming a Strategic Leader -- What Will You Learn? -- Part I A New System of Work -- Chapter 1 Why We Need to Change The System -- The Age of Digital Disruption -- Disruptive Technology -- The Rise of Customer Expectations and Influence -- Adaptive Organizations -- New Business Models -- Operating in a Volatile, Uncertain, Complex, and Ambiguous Business Environment -- Leading IT in a Complex and Adaptive World -- Decision-Making with the Cynefin Framework -- IT Needs to Operate in Both the Ordered and Unordered Problem Spaces -- Summary -- Chapter 2 Philosophies for a New System -- Philosophies vs. Methodologies -- Discovering Value Using Design Thinking -- Eliminating Waste with Lean -- Lean Production: The Toyota Production System and The Toyota Way -- Lean Enterprise -- Achieving Flow with the Theory Of Constraints -- Managing Complexity in Software Development with Agile -- The Manifesto for Agile Software Development -- The Values of the Agile Manifesto -- The Principles of the Agile Manifesto -- Strategic Decision-Making "]
[{"$nulls":4},"Using Wardley Mapping -- Maps -- Doctrine -- Summary -- Chapter 3 How to Change the System -- Being Agile vs. Doing Agile -- Why Only Adopting the Practices of Agile Won't Work -- Use Systems Thinking to Change Behavior -- The Fundamentals of Systems Thinking -- Tools for Exploring and Understanding Systems -- Applying Systems Thinking to Organizational Change -- Changing Leaders' Mental Models -- Systems Thinking vs. Linear Thinking -- The Problems with Command-and-Control Leadership and Management -- The Beyond Budgeting Movement -- Leadership Principles to Instill Intrinsic Motivation."]
[{"$nulls":4},"Emergent and Adaptive Management Processes -- Instilling Drive through Purpose, Mastery, and Autonomy -- Summary -- Part II Designing An Adaptive Operating Model -- Chapter 4 The Anatomy of an Operating Model -- The Anatomy of an Operating Model -- The Themes of an Adaptable Operating Model -- A Focus on Impacts and Outcomes over Output -- Structured for Intrinsic Motivation -- A Focus on Being Agile, Not Just Doing Agile -- Manage the Flow of Work -- Lead the People -- Summary -- Chapter 5 How We Are Organized -- Organizational Structure -- Hierarchy -- Holacracy -- The Need for a Balanced Design -- Supporting an Ambidextrous Organization -- Understanding the Influence of Conway's Law and the Cognitive Load Theory on Team Performance -- Conway's Law -- Cognitive Load Theory -- Product-Centric Development Teams -- The Definition of a Product -- Comparing to Project Teams -- Defined Boundaries of Responsibility -- Clarity of Purpose -- Autonomous and Self-Sufficient -- Appropriately Sized Teams -- The Benefits of Product Teams -- Defining Product Team Boundaries -- Organizing the Product Portfolio Using a Product Taxonomy -- Portfolio Level -- Product Group Level -- Product Level -- Modeling Product Team Boundaries with Team Topology Patterns -- The Need to Constantly Evolve Teams -- An Example of a Team Topology -- Evolving to Business and IT Fusion Teams -- Managing Cross Team Dependency -- Summary -- Chapter 6 How We Work -- IT Management Frameworks -- How to Solve Problems from Discovery to Delivery -- Problem-Solving Methodologies -- Focused on Exploring: Design Thinking and the Double Diamond Model -- Focused on the Removal of Waste: Lean and PDCA -- Focused on Quality and Consistency: Six Sigma and DMAIC -- Discovery Tools for Understanding the Problem Space -- Discovery Tools to Address Customer Experience -- Jobs to Be Done."]
[{"$nulls":4},"User Journey Mapping -- User Research -- Discovery Tools for Process Optimization -- Service Blueprints -- Domain Discovery with Event Storming -- Identifying Waste with Value Stream Mapping -- Root Cause Analysis with the Five Whys and Cause-Effect Diagrams -- Visualizing Problem Discovery and Definition with Impact Mapping -- Approaches to Manage the Solution Space -- Solution Delivery Life Cycles -- Project Delivery Life Cycle -- Continuous Delivery Life Cycle -- Exploratory Life Cycle -- Delivery Management -- Waterfall / BDUF -- Scrum -- Kanban -- Development Methodologies -- Extreme Programming (XP) -- Lean Principles in Software Development -- Operations Methodologies: Devops -- Summary -- Chapter 7 How We Govern -- What Is Governance? -- Alignment: Linking Work to Strategic Intent -- Managing Demand: Visualizing Work -- Capturing Demand -- A3 Reports -- DIBB and Amazon's Press Release -- Visualizing Work Using Kanban -- Visualize -- Limit Work in Progress -- Manage Flow -- Make Policies Explicit -- Implement Feedback Loops -- Improve Collaboratively -- Prioritization: Focusing on the Things That Matter -- Prioritizing Strategic Objectives -- Prioritizing Tactical Initiatives -- The Importance of Having a Clear Strategy and Tactical "]
[{"$nulls":4},"Plan -- Prioritizing Operational Action -- Helping Others -- Prioritizing BAU vs. Strategic Work -- Methods of Prioritization -- Highest Value for Lowest Complexity -- Weighted Shortest Job First or CD3 -- Technical Debt and Risks -- Using Judgement as Well as Data -- Measurement: Defining and Cascading Value and Measures -- Types of Value -- Types of Measure -- Cascading Value into the Work -- Defining Value -- Strategic Level: Business Goals and Strategic Objectives -- Tactical Level: Business Outcomes -- Operational Level: Sub-Outcomes, Programs, and Projects -- Investment: Funding for Outcomes."]
[{"$nulls":4},"Setting Investment Targets -- Allocating Funding to Initiatives -- Using the Right Investment Method for Initiatives -- Product Funding: Using a Venture Capital Approach to Investment in Complex Problem Domains -- Project Funding: Using a Project-Led Approach in Simple Contexts -- Investing in Team Capacity -- Annual Investment in Product Team Capacity Based on Strategic Need -- Invest in the Capacity to Manage BAU as Well -- Reviewing Funding Allocation -- Allocating Team Capacity to Deliver Outcomes, Projects, and Programs -- Quicker to Adapt -- Trusting Teams to Manage Funds -- Decision Rights: Empowering People -- Strategic Level: Setting Intent -- Tactical Level: Determine the Outcomes to Invest In -- Operational Level: Delivering the Outcomes -- You Build It, You Run It -- Trusting People to Make Decisions -- Project and Program Managers -- Everyone Is Responsible for Enterprise Value -- Performance: Monitoring Value -- Value-Driven Projects: Govern for Value, Not for Predictability -- The Illusion of Control -- Value Review -- Plan-Driven Projects: Govern for Adherence to a Plan -- Summary -- Chapter 8 How We Source and Manage Talent -- Sourcing Strategy -- Recruiting -- Be Clear on Your Value Proposition -- Hire for Attitude as Well as Aptitude -- The Need for T-shaped as Well as I-shaped People -- Explorers, Villagers, and Town Planners -- Hire for Diversity in Thinking -- Developing -- Invest in Mastery through Coaching, Training, and Mentoring -- Develop A Growth Mindset -- Reduce Cognitive Load -- Retaining -- Create a Flexible Environment -- Create a Career Path -- Ensure a Continuous Talent Development -- Summary -- Chapter 9 How We Lead -- Adopting New Leadership Behaviors -- Embracing Servant Leadership -- Instilling Intrinsic Motivation -- Clarify Purpose and Ensure Alignment -- Empower People Through Trust."]
[{"$nulls":4},"Develop Mastery in People -- Encouraging Growth and Development -- Adopt a Curious and Adaptive Approach to Problem Solving -- Focus on Continuous Learning and Development -- Provide a Safe Environment -- Focusing on Improving the System -- Lead by Example -- Remove Impediments -- Go and See the Work -- Break Down Silos -- Summary -- Part III Strategy to Execution -- Chapter 10 Understanding Your Business -- Business Anatomy -- Why IT Leaders Need to Understand the Anatomy of a Business -- Purpose: Starting with Why and Understanding Your North Star -- The Business Model: The System of Capturing Value -- What Value Do We Offer? -- How Do We Make Money? -- How Do We Reach and Interact with Our Customers? -- Who Are Our Customers? -- Operating Model: How We Do the Work -- How We Deliver Value: Key Value Streams -- Types of Value Stream -- The Value of Thinking in Value Streams and Journeys -- What We Need to Do: Business Capabilities -- How We Do It: People, Process, and Technology -- Business Context: Understanding What Can Impact Us -- Internal Context: Portfolio Analysis -- The Demand: Customers and the Market -- The Supply: The Competition and Porter's Five Forces -- The Wider Context: PESTEL Analysis -- Business Strategy: The Choices We Make to Win -- Aspirations, Objectives, and Goals -- The Where-to-Play and How-to-"]
[{"$nulls":4},"Win Strategies -- The Value Disciplines Model -- The Value Proposition Canvas -- What Capabilities Are Required -- Porter's Value Chain -- Wardley Maps -- What Improvements to the Management Systems Are Required -- Capturing and Communicating Business Strategy -- OGSM as a Framework for Strategy Communication -- Strategy Maps as a Framework for Strategy Communication -- Summary -- Chapter 11 IT Strategic Contribution -- Linking IT Execution to Business Strategy Using Enterprise Architecture -- Strategic Level -- Tactical Level."]
[{"$nulls":4},"Operational Level."]
[null,null,null,"Sommario/riassunto","An indispensable guide showing IT leaders the way to balance the needs of innovation and exploration with exploitation and operational reliability Many books on modern IT leadership focus solely on supporting innovation and disruption. In practice these must be balanced with the need to support waste reduction in existing processes and capabilities while keeping the foundation operational, secure, compliant with regulations, and cost effective. In The Accidental CIO, veteran software developer-turned-executive Scott Millett delivers an essential playbook to becoming an impactful, strategic leader at any stage of your IT leadership journey from your earliest aspirations to long time incumbents in director and C-suite roles. You'll find a wealth of hands-on advice for tackling the many challenges and paradoxes that face technology leaders, from creating an aligned IT strategy, defining a target architecture, designing a balanced operating model, and leading teams and executing strategy. After the foreword from Simon Wardley, The Accidental CIO will help you: Understand problem contexts you will face using the Cynefin decision making framework, and how the philosophies of agile, lean and design thinking can help manage them. Design an adaptive and strategically aligned operating model by applying the appropriate ways of working and governance approaches depending on each unique problem context. Organize a department using a blend of holacratic and hierarchical principles, and leveraging modern approaches such as Team Topology and Socio-technical patterns. Develop and deploy an effective and aligned IT Strategy using Wardley mapping based on a deep knowledge of your business architecture. With this knowledge you'll be ready to create an empowered IT organization focused on solving customer problems and generating enterprise value. You'll understand the science behind what motivates teams and changes behavior. And you'll show your skills as a business leader thinking beyond IT outputs to impactful business outcomes."]