Coverart for item
The Resource The journey to enterprise agility : systems thinking and organizational legacy, Daryl Kulak, Hong Li

The journey to enterprise agility : systems thinking and organizational legacy, Daryl Kulak, Hong Li

Label
The journey to enterprise agility : systems thinking and organizational legacy
Title
The journey to enterprise agility
Title remainder
systems thinking and organizational legacy
Statement of responsibility
Daryl Kulak, Hong Li
Creator
Contributor
Author
Subject
Language
eng
Member of
Cataloging source
N$T
http://library.link/vocab/creatorName
Kulak, Daryl
Dewey number
005.1068
Illustrations
illustrations
Index
no index present
LC call number
QA76.76.D47
Literary form
non fiction
Nature of contents
  • dictionaries
  • bibliography
http://library.link/vocab/relatedWorkOrContributorName
Li, Hong
http://library.link/vocab/subjectName
  • Computer software
  • Agile software development
Label
The journey to enterprise agility : systems thinking and organizational legacy, Daryl Kulak, Hong Li
Instantiates
Publication
Antecedent source
unknown
Bibliography note
Includes bibliographical references
Carrier category
online resource
Carrier category code
  • cr
Carrier MARC source
rdacarrier
Color
multicolored
Content category
text
Content type code
  • txt
Content type MARC source
rdacontent
Contents
  • Preface; Acknowledgments; Endorsements; Contents; 1: Todayś Problems with Enterprise Business Software; Test Drive Your Knowledge; 1.1 The New, New Thing; 1.2 Cheap Green Shirts; 1.3 Help! Weŕe Terrible!; 1.4 Aristotle, Descartes and Disconnection to Business Value; 1.5 The Mechanical Business World; 1.5.1 The Question of Business Value; 1.6 Scalability and Sustainability; 1.6.1 The Story of Sticky LaGrange; 1.7 Yes, But What About the Illth?; 1.7.1 Agile Illth; 1.8 Our Software Industry Problems Can Be Overcome; Test Drive Your Knowledge Again; Reference
  • 2: The Scholars of Systems ThinkingTest Drive Your Knowledge; 2.1 Hard and Soft Systems Thinking; 2.1.1 Dont́ Worry: This Will Not Be a Complete History of Systems Thinking; 2.2 Systems Thinking Forms the Basis; Test Drive Your Knowledge Again; 3: Worldview and Intentions; Test Drive Your Knowledge; 3.1 Borrowing from the Buddha; 3.1.1 Right View; The Agile Manifesto; 3.1.2 Right Intention; 3.1.3 Right Speech; 3.1.4 Right Action; 3.2 Right View + Right Intention + Right Speech + Right Action; 3.2.1 A Worldview That Is Compatible with Success; Test Drive Your Knowledge Again; Reference
  • 4: Seven Principles of Systems Thinking for Software DevelopmentTest Drive Your Knowledge; 4.1 So Many Principles!; 4.1.1 Systems Thinking Principle 1: Trust=Speed; 4.1.2 Systems Thinking Principle 2: Avoid Best Practices; 4.1.3 Systems Thinking Principle 3: Beware the Immense Power of Analogies; 4.1.4 Systems Thinking Principle 4: Blame the System, Not the Person; 4.1.5 Systems Thinking Principle 5: Treat People Like People, Not Like Machines; 4.1.6 Systems Thinking Principle 6: Acknowledge Your Boundaries; 4.1.7 Systems Thinking Principle 7: Relation-ness Matters More Than Thing-ness
  • 4.2 Principles for Your WorldviewTest Drive Your Knowledge Again; References; 5: Redefining Professionalism; Test Drive Your Knowledge; 5.1 Understanding What It Means to Be a Professional; 5.1.1 What Defined the Professionalism of the Past?; 5.1.2 Mechanical Professionalism; 5.2 The New Professionalism; 5.3 The Principles of the New Professionalism; 5.3.1 New Professionalism Principle 1: Speak Up!; 5.3.1.1 The Stanford Prison Experiment; 5.3.1.2 Just G̀̀o Along;́́ 5.3.1.3 You Know What? Iĺl Just Become a Monk!; 5.3.1.4 Building Trust
  • 5.3.2 New Professionalism Principle 2: Solving Communication Problems with Via Negativa5.3.2.1 Via Negativa!; 5.3.2.2 A Different Way to Solve Communication Problems; 5.3.2.3 Addition Often Has More Bad Side-Effects; 5.3.2.4 Via Negativa for Retrospective Follow-Up Items; 5.3.3 New Professionalism Principle 3: Be an Advocate for Weak or Absent Voices; 5.3.3.1 General Motors Calculates Loss of Their Customers ́Lives; 5.3.3.2 Sony Builds a Back Door for Itselfand Hackers; 5.3.3.3 Sorry, But Hereś One More Story About Weak Voices; 5.3.3.4 Weak and Powerful Stakeholders
Dimensions
unknown
Extent
1 online resource (xix, 286 pages)
File format
unknown
Form of item
online
Isbn
9783319540863
Level of compression
unknown
Media category
computer
Media MARC source
rdamedia
Media type code
  • c
Other physical details
illustrations (some color)
Quality assurance targets
not applicable
Reformatting quality
unknown
Sound
unknown sound
Specific material designation
remote
System control number
ocn986538775
Label
The journey to enterprise agility : systems thinking and organizational legacy, Daryl Kulak, Hong Li
Publication
Antecedent source
unknown
Bibliography note
Includes bibliographical references
Carrier category
online resource
Carrier category code
  • cr
Carrier MARC source
rdacarrier
Color
multicolored
Content category
text
Content type code
  • txt
Content type MARC source
rdacontent
Contents
  • Preface; Acknowledgments; Endorsements; Contents; 1: Todayś Problems with Enterprise Business Software; Test Drive Your Knowledge; 1.1 The New, New Thing; 1.2 Cheap Green Shirts; 1.3 Help! Weŕe Terrible!; 1.4 Aristotle, Descartes and Disconnection to Business Value; 1.5 The Mechanical Business World; 1.5.1 The Question of Business Value; 1.6 Scalability and Sustainability; 1.6.1 The Story of Sticky LaGrange; 1.7 Yes, But What About the Illth?; 1.7.1 Agile Illth; 1.8 Our Software Industry Problems Can Be Overcome; Test Drive Your Knowledge Again; Reference
  • 2: The Scholars of Systems ThinkingTest Drive Your Knowledge; 2.1 Hard and Soft Systems Thinking; 2.1.1 Dont́ Worry: This Will Not Be a Complete History of Systems Thinking; 2.2 Systems Thinking Forms the Basis; Test Drive Your Knowledge Again; 3: Worldview and Intentions; Test Drive Your Knowledge; 3.1 Borrowing from the Buddha; 3.1.1 Right View; The Agile Manifesto; 3.1.2 Right Intention; 3.1.3 Right Speech; 3.1.4 Right Action; 3.2 Right View + Right Intention + Right Speech + Right Action; 3.2.1 A Worldview That Is Compatible with Success; Test Drive Your Knowledge Again; Reference
  • 4: Seven Principles of Systems Thinking for Software DevelopmentTest Drive Your Knowledge; 4.1 So Many Principles!; 4.1.1 Systems Thinking Principle 1: Trust=Speed; 4.1.2 Systems Thinking Principle 2: Avoid Best Practices; 4.1.3 Systems Thinking Principle 3: Beware the Immense Power of Analogies; 4.1.4 Systems Thinking Principle 4: Blame the System, Not the Person; 4.1.5 Systems Thinking Principle 5: Treat People Like People, Not Like Machines; 4.1.6 Systems Thinking Principle 6: Acknowledge Your Boundaries; 4.1.7 Systems Thinking Principle 7: Relation-ness Matters More Than Thing-ness
  • 4.2 Principles for Your WorldviewTest Drive Your Knowledge Again; References; 5: Redefining Professionalism; Test Drive Your Knowledge; 5.1 Understanding What It Means to Be a Professional; 5.1.1 What Defined the Professionalism of the Past?; 5.1.2 Mechanical Professionalism; 5.2 The New Professionalism; 5.3 The Principles of the New Professionalism; 5.3.1 New Professionalism Principle 1: Speak Up!; 5.3.1.1 The Stanford Prison Experiment; 5.3.1.2 Just G̀̀o Along;́́ 5.3.1.3 You Know What? Iĺl Just Become a Monk!; 5.3.1.4 Building Trust
  • 5.3.2 New Professionalism Principle 2: Solving Communication Problems with Via Negativa5.3.2.1 Via Negativa!; 5.3.2.2 A Different Way to Solve Communication Problems; 5.3.2.3 Addition Often Has More Bad Side-Effects; 5.3.2.4 Via Negativa for Retrospective Follow-Up Items; 5.3.3 New Professionalism Principle 3: Be an Advocate for Weak or Absent Voices; 5.3.3.1 General Motors Calculates Loss of Their Customers ́Lives; 5.3.3.2 Sony Builds a Back Door for Itselfand Hackers; 5.3.3.3 Sorry, But Hereś One More Story About Weak Voices; 5.3.3.4 Weak and Powerful Stakeholders
Dimensions
unknown
Extent
1 online resource (xix, 286 pages)
File format
unknown
Form of item
online
Isbn
9783319540863
Level of compression
unknown
Media category
computer
Media MARC source
rdamedia
Media type code
  • c
Other physical details
illustrations (some color)
Quality assurance targets
not applicable
Reformatting quality
unknown
Sound
unknown sound
Specific material designation
remote
System control number
ocn986538775

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