1st Edition

Agile Strategy Management
Techniques for Continuous Alignment and Improvement




ISBN 9781466596078
Published March 21, 2014 by Auerbach Publications
444 Pages 49 B/W Illustrations

USD $160.00

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Book Description

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 details what it takes to initiate, 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.

Table of Contents

Introduction
Knowledge Sharing
Synchronization
     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
     Implementation
     Development
     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
Negotiation
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
Communication
     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
     Negotiation
     Estimation and Forecasting
     Strategic Initiative Key Performance Indicators
     Communication
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

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Author(s)

Biography

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 www.lyngso.lu.

Reviews

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