- 10% Instant Discount upto Rs. 1,750 with HDFC Cards for Prime members. Savings of upto Rs. 10,000 for purchases above Rs. 50,000 Here's how (terms and conditions apply)
Agile IT Organization Design: For Digital Transformation and Continuous Delivery Paperback – 14 Jun 2015
Special offers and product promotions
Customers who bought this item also bought
Praise for Agile IT Organization Design
“Continuous delivery is often described from the perspective of the technicians. This is understandable because that is where it started, but it does the process a disservice. Continuous delivery is a holistic approach. It requires change across the organization and it encourages such change, to the betterment of the groups that practice it. This book addresses that problem and looks at CD from an organizational perspective. It starts from Dan Pink’s ideas of intrinsic and extrinsic motivators and describes how to structure an organization for success—how to encourage a focus on autonomy, mastery, and purpose that will motivate your teams and produce high-quality results. This book takes a look at all aspects of organizational design that impact the ability to deliver regular, small, high quality changes. If you follow the advice in this book, your organization will be the better for it.”
—Dave Farley, author of Continuous Delivery
“A number of years ago, Silicon Valley marketing guru Geoffrey Moore quipped, ‘A bank is just a computer with a marketing department.’ Today, technologies—cloud, social, big data, the Internet of Things, and mobile—continue to drive this unprecedented digital transformation in organizations. As such, the need for agility has moved from software development to corporate boardrooms. Sriram’s book makes the case that to thrive in these fast and uncertain times, enterprise leaders need to rethink how IT, not just software development, is organized, structured, and measured. His book provides guidelines, not prescriptions, which enable innovation, adaptability, and responsiveness at scale.”
—Jim Highsmith, Executive Consultant, ThoughtWorks, Author of Adaptive Leadership
“Very hands-on and operational book for management of Agile-based development. Provides valuable insight for IT practitioners. A must read for IT professionals.”
—A.V. Sridhar, Founder, President & CEO Digite, Inc.
“Agile IT Organization Design is an engaging, enlightening, and immensely practical book. While many authors have addressed Agile software development, very few have tackled the wider topic of the more systemic changes necessary to move from Agile software to an agile organization, and onwards to ‘digital transformation.’ Even fewer have done so at more than a very theoretical level. Drawing heavily upon his substantial practical experience, Sriram Narayan’s book explores the pitfalls of many of our current ‘organizational wisdoms’ and gently, but convincingly, suggests appropriate and relevant alternatives to try in their place—all the time backed up by real-world examples. I highly recommend the book to anyone interested in, or struggling with, the challenges and opportunities of achieving organizational agility.”
—Chris Murphy, President and Chief Strategy Officer, ThoughtWorks
“Agile and continuous delivery transformations require changes in technology, process, and people. This book is the first to tackle the people aspect in depth, and it does this very well. A must read for those taking the journey!”
—Anders Wallgren, CTO, Electric Cloud
“Agile IT Organization Design tackles all the problems that we just want to ignore. Relying heavily on hands-on experience rather than theoretical exercises, Sriram provides concrete actions to address the issues with Agile software development and continuous delivery at a structural and organizational level. He clearly addresses issues of finance, accountability, and metrics, not just team structure and team processes, and gives many examples and scenarios to help understand how these issues manifest and how the proposed steps work to resolve the issues. Organizational transformations to Agile often fail, not because the individual processes and practices break down, but because the organization itself—its power structure, its organizational norms, and its culture—fight against the gains that Agile has the potential to bring. Sriram focuses our attention on the systemic problems, but then provides action steps to allow us to address these problems in our context. This book presents no silver bullet, as those don’t exist. However, Sriram provides for organizations a way to start facing reality and moving towards an organization that supports not only Agile software development but organizational and business agility.”
—Rebecca Parsons, Director at Agile Alliance & CTO at ThoughtWorks
“Sriram’s book addresses the rarely-approached topic of Agile organization design in a very pragmatic and thorough manner. It does a great job of explaining the value brought by Agile and DevOps approaches in enterprise-scale organizations, and gives strong details on the ‘how’ to get there. It also paints a very practical picture of how the different processes of the company (budgeting, staffing, metrics, etc.) will be affected by the Agile organizational choices. I see it as the perfect companion book for a large-scale Agile transformation effort.”
—Regis Allegre, VP Software Engineering, Cloudwatt
“Businesses today are discovering that if they are to build ‘digital first’ experiences for their customers, they need to rethink how their product, marketing, and technology teams work together. Sriram’s book pulls aside the curtain to reveal that the best-kept secrets of the world’s top performing digital organizations are actually very accessible to all. It serves as a pattern language for management of the modern digital enterprise.”
—Adam Monago, VP Digital Strategy, ThoughtWorks, @adammonago
“Agility is so much more than stand-ups and test driven development. Even the best practices won’t yield results unless backed by the right leadership. Sriram’s book is an important contribution to the all-too-bare bookshelf on leadership of IT organizations. He mixes theory and practical insights in the right measures and the result is as readable as it is full of usable insights.”
—Nagarjun Kandukuru, VP Global South Strategy, ThoughtWorks
“Sriram covers everything the Scrum coach didn’t tell you. Most books on Agile stop at a team and project level, and that’s exactly where the organizations tend to get lost in the real world of pre-existing organization structures and procedures—which in turn become blockers to achieving ultimate business agility. If you ever wonder why your attempt at Agile is floundering, this is one book where you’ll find some answers for sure.”
—Puneet Kataria, Vice President Global Sales, Kayako
“The field of Agile is an evolving, moving target and there is little in terms of guidance for managers and staff that are trying to implement it within an enterprise context. This book provides a complete guide to all of the organizational aspects of implementing Agile within the enterprise context, as well as providing extremely useful examples and cogent advice. I would recommend this book to anyone with a general interest in Agile through to senior managers looking to reenergize their enterprise organizations using the principles and practices of Agile.”
—Ken Robson, Global Head of Trading Technology, Danske Bank
“Sriram has pulled off an audacious attempt at a unified theory of IT. This work led me through the incredible range of issues that I recognize, slotting each one into context and building a vision of how things can and should be. If you want to be elevated above the trenches of Agile and DevOps—to get a better view of where they fit in the digital world that includes sales, finance, governance, resourcing, delivery, and most importantly, people—then read this book. A compelling read that I’m already referring back to.”
—Duncan Freke, Development Director, thetrainline.com
“Sriram makes a convincing case that digital transformation efforts need IT agility. He also does a great job of explaining how IT agility is more than just engineering and process. This book is a valuable read for those on the digital transformation journey.”
—Shashank Saxena, Director, Digital and eCommerce Technology, The Kroger Co.
“Adopting Agile software development practices is not just an IT change, it is an organization-wide change. Sriram goes through every aspect of what this means to an organization and gives options for how to bring changes in, including hard-to-change areas like project funding. This book is thought provoking, an easy read, and includes great examples.”
—Jeff Nicholas, Director, PB & WM IT Digital Banking APAC, Credit Suisse
“This book is for anyone who is looking for clear and focused guidance in the pursuit of modern product delivery. Any transformational leader will find this book a great tool that provides answers to many of the problems of Agile transformation at scale. A great jump start for those looking to improve their effectiveness and responsiveness to business, Sriram’s book recognises that people leadership is the DNA of any Agile transformation.”
—Marcus Campbell, Delivery Director, Semantico
“Entrepreneurial organizations thrive on continuously adding value, rapidly innovating, and staying close to their customers. Similarly, Agile software development emphasizes continuous, incremental improvements, quick response to change, and close collaboration. Sriram makes a compelling case for Agile design of IT organizations in large enterprises. He goes well beyond describing how an IT organization can adopt Agile development methodologies to explain how any successful digital transformation within a large enterprise must encompass strategy alignment, project portfolios, IT staffing, budgeting, and more. This book is a great read for those who want a digital transformation to have impact both within and beyond their enterprise IT organization.”
—Ron Pankiewicz, Technology Director, VillageReach
“Organizational structure is a key enabler for a company to achieve its raison d’être. This book lays out the rationale for organizing IT organizations around Agile software development concepts. It provides practical guidance on wide-ranging success factors including tangible org elements such as structure, team design, and accountability, and intangible cultural elements such as alignments and norms. These concepts will certainly help IT companies turn the tide on huge cost and time overruns that are typical on large IT projects.”
—Paul Kagoo, Engagement Manager at McKinsey & Co.
“Outcomes matter in an increasingly ‘winner takes all’ digital arena. A true digital transformation undertaking, driven by the need to build competitive advantage, is marked by an increase in responsiveness, insights, and engagement, not just cost effectiveness. IT organization is a key partner in this transformation but is seldom structured to succeed in most enterprises. This book makes a case for how IT organization needs to be weaved within outcome-based teams, not activity-based teams, to drive agility and competitive advantage. In general, organizational design is very expensive to engineer in real world situations but this book takes on this tough problem by providing some frameworks and considerations for the reader to evaluate the validity of outcome-based structure in their organization.”
—Vijay Iyer, Sr. Product Manager, NetApp
“I found Agile IT Organization Design to be well organized with an in-depth knowledge of challenges that IT organizations face, while providing possible ways to address those challenges. Moreover, it was eminently readable and I found myself readily recognizing the problems described within. It may seem odd to describe a business-oriented book as such, but I found this to be an enjoyable read!”
—Randy R. Gore, Program Manager, IBM
“As enterprises try to ramp up their digital transformation initiatives, there will be an ever-increasing need for better collaboration between IT and business. New org structures will fuel this collaboration. Sriram’s book is a timely elaboration of the importance of org structures for the success of digital initiatives large and small.”
—Dinesh Tantri, Digital Strategist, @dineshtantri
About the Author
Sriram Narayan, an IT management consultant with ThoughtWorks, has provided IT agility guidance to clients in telecom, financial services, energy, retail, and Internet businesses. He has also served as a leadership coach and a director of innovation. He was a founding member of the ThoughtWorks technology advisory board–the group that now authors Technology Radar. During a two-year stint at the products division of ThoughtWorks, he helped with product innovation and advocacy on Go–a tool that helps with continuous delivery. He has also worn the hats of a developer, open-source contributor, manager, product owner, tester, SOA architect, trainer, and Agile coach. An occasional blogger and speaker at conferences, his writings, talks, and contact information are available from sriramnarayan.com. The opinions in this book are his own.
Enter your mobile number or email address below and we'll send you a link to download the free Kindle App. Then you can start reading Kindle books on your smartphone, tablet, or computer - no Kindle device required.
To get the free app, enter mobile phone number.
|5 star (0%)|
|4 star (0%)|
|3 star (0%)|
|2 star (0%)|
|1 star (0%)|
Most helpful customer reviews on Amazon.com
This is not some magazine article expanded to book length. Each chapter is well crafted and meticulously researched; reading the book took me quite some time as I branched off into his excellent and credible sources. Some high points:
- the evolving relationship of planning & execution, and the need for planners to keep some execution responsibilities
- how CapEx vs OpEx accounting expectations drive ineffective operating models
- "How Email Shapes Us," with reference to McLuhan, original and thought provoking observations
- His discussion of microaggressions in Chapter 14 really made me look at my own behavior.
- "Functional silos=bad, product team=good" is near dogma in the Agile world. What about the functional team that formalizes its services to the point they are essentially a product team?
- Re: internal competition, he's against it and brings in some good citations (e.g. DeMarco's Slack). But what about parallel development and options strategies when trying to establish a product direction? It seems a zero-sum mentality might be hard to overcome. Same with red-team penetration tests & similar drills.
But none of these detract from a solid and enthusiastic 5-star rating. Perhaps more to the point, this is the first book among probably the last 30 I've read that inspired me to write a review.
Very accessible and easy to read, but also full of some pretty deep hard-won wisdom on what works and what doesn't.
I'll be recommending this to anyone who is looking to really leverage agile processes for their teams or organization.