Agile Strategy Management: Techniques for Continuous Alignment and Improvement, 1st Edition (Hardback) book cover

Agile Strategy Management

Techniques for Continuous Alignment and Improvement, 1st Edition

By Soren Lyngso

Auerbach Publications

444 pages | 49 B/W Illus.

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pub: 2014-03-21
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Your strategic initiatives are constantly under fire due to the evolving nature of markets, technology, laws, and government. To ensure your strategy succeeds, it must remain flexible while confronting these shifting challenges. Agile Strategy Management: Techniques for Continuous Alignment and Improvement explains how to achieve this flexibility by building agility into the initiation, development, implementation, and governance of your strategic initiatives.

The book detailswhat it takes toinitiate, develop, implement, and govern a healthy strategy that delivers the benefits expected by all stakeholders. It presents insights gained by the author’s organization over the last 25 years helping their clients achieve success with their strategic initiatives. Filled with real-world examples and case studies, it illustrates wide-ranging situations where the author’s company helped clients reach important business objectives.

Readers can use the book to look up examples that describe the various ways to use agile methods and techniques for critical business functions, including:

  • Scope definition of strategic initiatives
  • Stakeholder identification
  • Team building
  • Project and program quality management
  • Change management
  • Procurement of resources
  • Solution development, implementation, and quality management
  • Strategy governance

In this book, you will find guidelines that explain how to establish internal organizations for change and how to ensure these intermediate organizations stay motivated until final solution delivery. Presenting success stories as well as major blunders, the book can help you avoid many of the pitfalls that other organizations have experienced while governing their strategic initiatives.


Enjoyable reading … . Large corporations and organizations are spending a significant amount on business change with high expectations for return on investment. But in many cases business process changes don’t deliver. In his book, Søren Lyngsø clearly demonstrates practical experiences from initiatives that have failed, but also provides answers on how to secure success while practicing Agile Strategy Management. Søren Lyngsø clearly sets up solid guidelines for success implementing strategic initiatives.

—Niels Bonde, Business Engineer at CGI

I first got to know Søren Lyngsø when I headed up IT in one of Europe’s largest financial institutions. Søren was brought in to run a development and subsequent implementation program, and within a very short timeframe he demonstrated what full engagement and strong academic methodology can accomplish in a complex organization. When I moved to a new senior position in another Financial institution, I inherited the responsibility for a large scale Change project aiming at replacing all in-house developed banking applications with one Core system. The project required staffing with people who could operate in a very difficult, complex and highly regulated environment, and therefore we needed to have a program manager who had both the competence, energy and commitment. Søren was hired as Program manager and In close cooperation with the management team, Søren not only succeeded in organizing the program, he also ensured the delivery of required results.

—Jakob K. Bruun, Senior Partner, Implement Consulting Group

Being agile in your strategic decision making is vital for every business leader, CEO, and board member. In an ever-changing world and business environment you have to be capable of making high quality strategy decisions. Use this book as an inspiration of how to build, develop, and orchestrate high quality strategies in your company. It is a huge gift to get more than 25 years of experience served to you on a silver platter.

—Claus Råe, Head of Architecture and IT Security, Danmarks Nationalbank

Table of Contents


Knowledge Sharing


The Importance of Synchronization

Why our Methods

Agile Strategy Quality Management

Quality Management Objects

Strategy and Strategic Initiatives

The Strategy

The Strategic Initiatives

Agile Principles

Scope Establishment

Stakeholder Identification

The Balder Case

The Private Bank Case

The DANCOIN Cash Card Case

Agile Team-Building

No Excuse for Failure Principle

Simulated Accept-Testing

Assessment and Recovery of Projects in Trouble

Medical Factory Implementation

Complete Swap of All IT Systems in a Private Bank

Strategy Quality and Successful Strategy

Strategy Quality and People

Strategy Quality and Risk

Strategy Quality and Leadership

Lessons Learned

Team Building for a Strategic Initiative

Get a Strategic Initiative Off To a Good Start

The Sponsor Role

The Coach/Facilitator Role

The Unknown Unknowns

Stakeholder Identification

Key-Stakeholder Selection Examples

A Merged ICT Consulting Enterprise Project Management Improvement

Initial Problems and Needs

Sponsor and Strategy Governance Team Member Selection

Strategy Governance Team Members

Web Catalog Factory (WCAT) Order Management Improvement

Initial Problems and Needs

Sponsor and Strategy Governance Team Member Selection

Strategy Governance Team Members

Private Bank Information Systems Swap

Initial Problems and Needs

Sponsor and Strategy Governance Team Member Selection

Strategy Governance Team Members

Organizations for Strategic Initiative Support

The Project Office

The Program Office

Team Types for Strategic Initiatives

The Strategy Governance Team

Strategy Governance Team Members

The Process Quality Assurance Team

PQA Team Members

The Process Governance Team

The Process Governance Team Members

The Workgroup Team

Workgroup Team Members

Cross Team Membership Value

The No Excuse for Failure Principle

The War Room

The Private Bank Solution Swap War Room (Figure 2.8)

Initial Situation

Sponsor and Key-Stakeholder Risk

Lessons Learned

Strategy Process Quality Management

Strategy Quality Management

Strategy Quality Objects

Strategy Quality Object Attributes

SQM Facilitation and Initiation

The PQA Method

PQA for Destructive Conflict Prevention and Stakeholder Motivation

The PQA Teams and the Cascading PQA Processes

Prepare the PQA Workshop War Room

Running a One-Day PQA Workshop

Running a Two-Day PQA Workshop

Prepare the PQA Team for PQA and PQA Workshop

The PQA Process and Workshop Introduction

PQA and PQA Workshop Introduction Examples

The PQA Workshop

The PowerPoint-Based PQA Team PQA Introduction

Question and Answer Session

Definition of Personal Visions and Missions

Definition of Success Factors with Quality Control

Definition of Critical Success Factors

The PQA Matrix with Activity Definition

PQA Activity Description and Assignment of an Activity Manager

PQA Workshop Review Planning in the PQA Workshop

The Activity Description Production

The Activity Description Preparation

The Activity Description Guideline

Activity Description Example

The PQA Reviews

The Basic Activity Description Review Workshop

The Risk Management Based Review Workshop and the Risk List

The Strategic Initiative Planning Workshop and the Project Schedule

The WCAT Case Study

Activity Description Examples

The Banking Information System Swap Case

The PQA Non-Standard PQA Process

The Non-Standard PQA Activity Description Meeting

Complications from Not Following Standard PQA

What We Could Have Done Better

The Military Healthcare Information System Case

Strategy Governance Team PQA Introduction

Strategy Governance Team PQA Workshop Result

Activity Description for FOSIS Implementation

Lessons Learned

Document Examples

PQA Introduction to Participants (Appendix A)

PQA Workshop PowerPoint Intro (Appendix B)

PQA Workshop Result Example (Appendix C)

Solution Provider Procurement

Bank Information System Swap Risk

Procurement Risk Mitigation

Bank Case Procurement Risk Response

The Requirements Specification

Solicitation for Competent Contractors

The Solicitation Process

Commitment of Internal Workpackage Workgroups

The Call for Tender

The Workpackage Workflow Documentation

The Tender Material

The Workpackages for Contracting

The Framework Agreement

The Framework Agreement Consultative Service Agreement

The Framework Agreement Statement of Confidentiality

Escrow Clause

Choice of Solution Providers

Core-Banking COTS Setup Proposals

Lessons Learned

Document Examples

Framework Agreement (Appendix D)

Consultative Service Agreement (Appendix E)

Statement of Confidentiality (Appendix F)

Strategy Implementation

The Coffee Bean Strategy Implementation Methods



Quality and Project Management

Simulated Accept-Testing

The Information Requirements Study

Workflow-Based or Consolidated Report-Based IRS Documentation

The IRS Organization

The IRS Process to Produce the IRS Consolidated Report

IRS Process Duration Estimation

IRS Participant Motivation

IRS Section Interviews

Manager Interviews

IRS Report Consolidation

PQA Closing Out IRS

The IRS Consolidated Report

The Object Lifecycle Analysis

Matrix Usage

Diagram Usage

IRS Case Studies

The Defense Healthcare IRS Consolidated Report

The Private Bank Sectional Report

Solution Design and Development

Design Documentation

Training Documentation

User Guide Documentation

Simulated Accept-Testing

Test Model Handling

Test Result Documentation

Final Accept-Testing and Sign Off

Solution Operation Kick-Off

Lessons Learned

Document Examples

IRS Intro to Participants (Appendix G)

OLA PowerPoint Intro for IRS Consolidation (Appendix H)

IRS OLA Consolidation Intro (Appendix I)

IRS Section Report Example (Appendix J)

Strategy Governance


Estimation and Forecasting

Monte Carlo Simulated Forecasting

Strategic Initiative Key Performance Indicators

Classic Strategic Initiative KPI

Agile KPI

Solution Quality Evaluation

The Compound Expected Value


Workgroup Manager Communication Management

Governance Team Communication

Project Office Communication Support

Program Office Governance Team Communication Support

Lessons Learned

Agile Strategic Management Recap

Stakeholder Involvement

Agile Team Building for Strategic Initiatives

Sponsor and Coach/Facilitator Roles

Teams for Agile Strategic Initiative Governance and Management

The "No Excuse for Failure" Principle

Strategy Process Quality Assurance

Other Strategy Quality Management Tools

Solution Provider Procurement

Procurement Lessons Learned

Strategy Implementation

The Coffee Bean Methods

Strategy Governance


Estimation and Forecasting

Strategic Initiative Key Performance Indicators


Appendix A: Luxembourg Process Quality Assurance of Enterprise Management Implementation Project

Appendix B: WCAT Order Management Improvement Planning

Appendix C: Delivery of Consultative Services Framework Agreement between Bank and Solution Provider Contract no. 999

Consultative Services Agreement under Delivery of Consultative Services Framework Agreement 999 between Bank and Solution Provider

Appendix G: Introduction to Participants in Information Requirements Study

FOSIS Information Requirements Study OLA Consolidated Report Extract with Summary and Conclusion 2013

Order Handling IRS Section

About the Author

Soren Lyngso, MA (Econ) from Copenhagen University, PMP, General Manager, Facilitator, and Coach has more than 30 years of experience from general, project, and program management and from implementation of complex business and IT solutions in different industries and countries. Experience has been gathered from Danish and international projects spanning maintenance of oil production platforms, factory implementation in the pharmaceutical industry, container line system implementation, distribution of toys, cash card system implementation, defense facility management, and in private banking and asset management solution implementation.

Currently his main occupation is teaching and coaching project and program managers on all levels in Europe and the Middle East. He has published his quality model for strategically aligned solution implementation on his website

About the Series

ESI International Project Management Series

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Subject Categories

BISAC Subject Codes/Headings:
COMPUTERS / Information Technology
TECHNOLOGY & ENGINEERING / Engineering (General)