Lean Enterprise:
Saved in:
| Main Authors: | , , |
|---|---|
| Format: | Electronic eBook |
| Language: | English |
| Published: |
Beijing
O'Reilly
2020
|
| Links: | https://ebookcentral.proquest.com/lib/th-deggendorf/detail.action?docID=6267595 |
| Physical Description: | 1 Online-Ressource |
| ISBN: | 9781492092216 |
Staff View
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| 505 | 8 | |a Intro -- Copyright -- Table of Contents -- Preface -- Why Did We Write This Book? -- Who Should Read This Book? -- Conspectus -- O'Reilly Online Learning -- How to Contact Us -- Acknowledgments -- Part I. Orient -- Chapter 1. Introduction -- A Lean Enterprise Is Primarily a Human System -- Mission Command: An Alternative to Command and Control -- Create Alignment at Scale Following the Principle of Mission -- Your People Are Your Competitive Advantage -- Chapter 2. Manage the Dynamics of the Enterprise Portfolio -- Exploring New Ideas -- Exploiting Validated Business Models | |
| 505 | 8 | |a Balancing the Enterprise Portfolio -- Conclusion -- Part II. Explore -- Chapter 3. Model and Measure Investment Risk -- Model Investment Risk -- Applying the Scientific Method to Product Development -- Principles for Exploration -- Conclusion -- Chapter 4. Explore Uncertainty to Detect Opportunities -- Discovery -- Creating a Shared Understanding -- Structured Exploration of Uncertainty -- What Business Are We In? -- Understanding Our Business Problem to Inform Our Business Plan -- Understanding Our Customers and Users -- Turning Insights and Data into Unfair Advantage | |
| 505 | 8 | |a Using Insight to Inform Hypotheses and Experiments -- Accelerate Experimentation with MVPs -- How Do Our Vision and MVP Work Together? -- The One Metric That Matters -- Conclusion -- Chapter 5. Evaluate the Product/Market Fit -- Innovation Accounting -- Do Things That Don't Scale -- Customer Intimacy -- Build a Runway of Questions, Not Requirements -- Engineering Practices for Exploring -- Engines of Growth -- Transitioning Between Horizons to Grow and Transform -- Conclusion -- Part III. Exploit -- Chapter 6. Deploy Continuous Improvement -- The HP LaserJet Firmware Case Study | |
| 505 | 8 | |a Drive Down Costs Through Continuous Process Innovation Using the Improvement Kata -- Understand the Direction -- Planning: Grasp the Current Condition and Establish a Target Condition -- Getting to the Target Condition -- How the Improvement Kata Differs from Other Methodologies -- How the HP LaserJet Team Implemented the Improvement Kata -- Managing Demand -- Creating an Agile Enterprise -- Conclusion -- Chapter 7. Identify Value and Increase Flow -- The Maersk Case Study -- Increase Flow -- Map Your Product Development Value Streams -- Limit Work in Process | |
| 505 | 8 | |a Cost of Delay: A Framework for Decentralizing Economic Decisions -- Conclusion -- Chapter 8. Adopt Lean Engineering Practices -- The Fundamentals of Continuous Delivery -- Continuous Integration and Test Automation -- The Deployment Pipeline -- Decouple Deployment and Release -- Conclusion -- Chapter 9. Take an Experimental Approach to Product Development -- Using Impact Mapping to Create Hypotheses for the Next Iteration -- Performing User Research -- Online Controlled Experiments -- An A/B Test Example -- Prerequisites for an Experimental Approach to Product Development -- Conclusion | |
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| contents | Intro -- Copyright -- Table of Contents -- Preface -- Why Did We Write This Book? -- Who Should Read This Book? -- Conspectus -- O'Reilly Online Learning -- How to Contact Us -- Acknowledgments -- Part I. Orient -- Chapter 1. Introduction -- A Lean Enterprise Is Primarily a Human System -- Mission Command: An Alternative to Command and Control -- Create Alignment at Scale Following the Principle of Mission -- Your People Are Your Competitive Advantage -- Chapter 2. Manage the Dynamics of the Enterprise Portfolio -- Exploring New Ideas -- Exploiting Validated Business Models Balancing the Enterprise Portfolio -- Conclusion -- Part II. Explore -- Chapter 3. Model and Measure Investment Risk -- Model Investment Risk -- Applying the Scientific Method to Product Development -- Principles for Exploration -- Conclusion -- Chapter 4. Explore Uncertainty to Detect Opportunities -- Discovery -- Creating a Shared Understanding -- Structured Exploration of Uncertainty -- What Business Are We In? -- Understanding Our Business Problem to Inform Our Business Plan -- Understanding Our Customers and Users -- Turning Insights and Data into Unfair Advantage Using Insight to Inform Hypotheses and Experiments -- Accelerate Experimentation with MVPs -- How Do Our Vision and MVP Work Together? -- The One Metric That Matters -- Conclusion -- Chapter 5. Evaluate the Product/Market Fit -- Innovation Accounting -- Do Things That Don't Scale -- Customer Intimacy -- Build a Runway of Questions, Not Requirements -- Engineering Practices for Exploring -- Engines of Growth -- Transitioning Between Horizons to Grow and Transform -- Conclusion -- Part III. Exploit -- Chapter 6. Deploy Continuous Improvement -- The HP LaserJet Firmware Case Study Drive Down Costs Through Continuous Process Innovation Using the Improvement Kata -- Understand the Direction -- Planning: Grasp the Current Condition and Establish a Target Condition -- Getting to the Target Condition -- How the Improvement Kata Differs from Other Methodologies -- How the HP LaserJet Team Implemented the Improvement Kata -- Managing Demand -- Creating an Agile Enterprise -- Conclusion -- Chapter 7. Identify Value and Increase Flow -- The Maersk Case Study -- Increase Flow -- Map Your Product Development Value Streams -- Limit Work in Process Cost of Delay: A Framework for Decentralizing Economic Decisions -- Conclusion -- Chapter 8. Adopt Lean Engineering Practices -- The Fundamentals of Continuous Delivery -- Continuous Integration and Test Automation -- The Deployment Pipeline -- Decouple Deployment and Release -- Conclusion -- Chapter 9. Take an Experimental Approach to Product Development -- Using Impact Mapping to Create Hypotheses for the Next Iteration -- Performing User Research -- Online Controlled Experiments -- An A/B Test Example -- Prerequisites for an Experimental Approach to Product Development -- Conclusion |
| ctrlnum | (OCoLC)1197710343 (DE-599)BVBBV046881595 |
| format | Electronic eBook |
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| id | DE-604.BV046881595 |
| illustrated | Not Illustrated |
| indexdate | 2024-12-20T19:03:38Z |
| institution | BVB |
| isbn | 9781492092216 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-032291594 |
| oclc_num | 1197710343 |
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| physical | 1 Online-Ressource |
| psigel | ZDB-30-PQE ZDB-30-PQE FHD01_PQE_Kauf |
| publishDate | 2020 |
| publishDateSearch | 2020 |
| publishDateSort | 2020 |
| publisher | O'Reilly |
| record_format | marc |
| spelling | Humble, Jez Verfasser (DE-588)1104746204 aut Lean Enterprise Jez Humble, Joanne Molesky, and Barry O’Reilly Beijing O'Reilly 2020 1 Online-Ressource txt rdacontent c rdamedia cr rdacarrier Intro -- Copyright -- Table of Contents -- Preface -- Why Did We Write This Book? -- Who Should Read This Book? -- Conspectus -- O'Reilly Online Learning -- How to Contact Us -- Acknowledgments -- Part I. Orient -- Chapter 1. Introduction -- A Lean Enterprise Is Primarily a Human System -- Mission Command: An Alternative to Command and Control -- Create Alignment at Scale Following the Principle of Mission -- Your People Are Your Competitive Advantage -- Chapter 2. Manage the Dynamics of the Enterprise Portfolio -- Exploring New Ideas -- Exploiting Validated Business Models Balancing the Enterprise Portfolio -- Conclusion -- Part II. Explore -- Chapter 3. Model and Measure Investment Risk -- Model Investment Risk -- Applying the Scientific Method to Product Development -- Principles for Exploration -- Conclusion -- Chapter 4. Explore Uncertainty to Detect Opportunities -- Discovery -- Creating a Shared Understanding -- Structured Exploration of Uncertainty -- What Business Are We In? -- Understanding Our Business Problem to Inform Our Business Plan -- Understanding Our Customers and Users -- Turning Insights and Data into Unfair Advantage Using Insight to Inform Hypotheses and Experiments -- Accelerate Experimentation with MVPs -- How Do Our Vision and MVP Work Together? -- The One Metric That Matters -- Conclusion -- Chapter 5. Evaluate the Product/Market Fit -- Innovation Accounting -- Do Things That Don't Scale -- Customer Intimacy -- Build a Runway of Questions, Not Requirements -- Engineering Practices for Exploring -- Engines of Growth -- Transitioning Between Horizons to Grow and Transform -- Conclusion -- Part III. Exploit -- Chapter 6. Deploy Continuous Improvement -- The HP LaserJet Firmware Case Study Drive Down Costs Through Continuous Process Innovation Using the Improvement Kata -- Understand the Direction -- Planning: Grasp the Current Condition and Establish a Target Condition -- Getting to the Target Condition -- How the Improvement Kata Differs from Other Methodologies -- How the HP LaserJet Team Implemented the Improvement Kata -- Managing Demand -- Creating an Agile Enterprise -- Conclusion -- Chapter 7. Identify Value and Increase Flow -- The Maersk Case Study -- Increase Flow -- Map Your Product Development Value Streams -- Limit Work in Process Cost of Delay: A Framework for Decentralizing Economic Decisions -- Conclusion -- Chapter 8. Adopt Lean Engineering Practices -- The Fundamentals of Continuous Delivery -- Continuous Integration and Test Automation -- The Deployment Pipeline -- Decouple Deployment and Release -- Conclusion -- Chapter 9. Take an Experimental Approach to Product Development -- Using Impact Mapping to Create Hypotheses for the Next Iteration -- Performing User Research -- Online Controlled Experiments -- An A/B Test Example -- Prerequisites for an Experimental Approach to Product Development -- Conclusion Molesky, Joanne Verfasser (DE-588)1104746417 aut O'Reilly, Barry Verfasser (DE-588)1104746867 aut Erscheint auch als Druck-Ausgabe, softcover 978-1-492-09177-6 |
| spellingShingle | Humble, Jez Molesky, Joanne O'Reilly, Barry Lean Enterprise Intro -- Copyright -- Table of Contents -- Preface -- Why Did We Write This Book? -- Who Should Read This Book? -- Conspectus -- O'Reilly Online Learning -- How to Contact Us -- Acknowledgments -- Part I. Orient -- Chapter 1. Introduction -- A Lean Enterprise Is Primarily a Human System -- Mission Command: An Alternative to Command and Control -- Create Alignment at Scale Following the Principle of Mission -- Your People Are Your Competitive Advantage -- Chapter 2. Manage the Dynamics of the Enterprise Portfolio -- Exploring New Ideas -- Exploiting Validated Business Models Balancing the Enterprise Portfolio -- Conclusion -- Part II. Explore -- Chapter 3. Model and Measure Investment Risk -- Model Investment Risk -- Applying the Scientific Method to Product Development -- Principles for Exploration -- Conclusion -- Chapter 4. Explore Uncertainty to Detect Opportunities -- Discovery -- Creating a Shared Understanding -- Structured Exploration of Uncertainty -- What Business Are We In? -- Understanding Our Business Problem to Inform Our Business Plan -- Understanding Our Customers and Users -- Turning Insights and Data into Unfair Advantage Using Insight to Inform Hypotheses and Experiments -- Accelerate Experimentation with MVPs -- How Do Our Vision and MVP Work Together? -- The One Metric That Matters -- Conclusion -- Chapter 5. Evaluate the Product/Market Fit -- Innovation Accounting -- Do Things That Don't Scale -- Customer Intimacy -- Build a Runway of Questions, Not Requirements -- Engineering Practices for Exploring -- Engines of Growth -- Transitioning Between Horizons to Grow and Transform -- Conclusion -- Part III. Exploit -- Chapter 6. Deploy Continuous Improvement -- The HP LaserJet Firmware Case Study Drive Down Costs Through Continuous Process Innovation Using the Improvement Kata -- Understand the Direction -- Planning: Grasp the Current Condition and Establish a Target Condition -- Getting to the Target Condition -- How the Improvement Kata Differs from Other Methodologies -- How the HP LaserJet Team Implemented the Improvement Kata -- Managing Demand -- Creating an Agile Enterprise -- Conclusion -- Chapter 7. Identify Value and Increase Flow -- The Maersk Case Study -- Increase Flow -- Map Your Product Development Value Streams -- Limit Work in Process Cost of Delay: A Framework for Decentralizing Economic Decisions -- Conclusion -- Chapter 8. Adopt Lean Engineering Practices -- The Fundamentals of Continuous Delivery -- Continuous Integration and Test Automation -- The Deployment Pipeline -- Decouple Deployment and Release -- Conclusion -- Chapter 9. Take an Experimental Approach to Product Development -- Using Impact Mapping to Create Hypotheses for the Next Iteration -- Performing User Research -- Online Controlled Experiments -- An A/B Test Example -- Prerequisites for an Experimental Approach to Product Development -- Conclusion |
| title | Lean Enterprise |
| title_auth | Lean Enterprise |
| title_exact_search | Lean Enterprise |
| title_full | Lean Enterprise Jez Humble, Joanne Molesky, and Barry O’Reilly |
| title_fullStr | Lean Enterprise Jez Humble, Joanne Molesky, and Barry O’Reilly |
| title_full_unstemmed | Lean Enterprise Jez Humble, Joanne Molesky, and Barry O’Reilly |
| title_short | Lean Enterprise |
| title_sort | lean enterprise |
| work_keys_str_mv | AT humblejez leanenterprise AT moleskyjoanne leanenterprise AT oreillybarry leanenterprise |