The Accidental CIO : A Lean and Agile Playbook for IT Leaders.

Format:

Book

Author/Creator:

Millett, Scott.

Language:

English

Subjects (All):

Chief information officers.

Physical Description:

1 online resource (530 pages)

Edition:

1st ed.

Place of Publication:

Newark : John Wiley & Sons, Incorporated, 2024.

Summary:

An indispensable guide showing IT leaders the way to balance the needs of innovation and exploration with exploitation and operational reliability Many books on modern IT leadership focus solely on supporting innovation and disruption. In practice these must be balanced with the need to support waste reduction in existing processes and capabilities while keeping the foundation operational, secure, compliant with regulations, and cost effective. In The Accidental CIO, veteran software developer-turned-executive Scott Millett delivers an essential playbook to becoming an impactful, strategic leader at any stage of your IT leadership journey from your earliest aspirations to long time incumbents in director and C-suite roles. You'll find a wealth of hands-on advice for tackling the many challenges and paradoxes that face technology leaders, from creating an aligned IT strategy, defining a target architecture, designing a balanced operating model, and leading teams and executing strategy. After the foreword from Simon Wardley, The Accidental CIO will help you: Understand problem contexts you will face using the Cynefin decision making framework, and how the philosophies of agile, lean and design thinking can help manage them. Design an adaptive and strategically aligned operating model by applying the appropriate ways of working and governance approaches depending on each unique problem context. Organize a department using a blend of holacratic and hierarchical principles, and leveraging modern approaches such as Team Topology and Socio-technical patterns. Develop and deploy an effective and aligned IT Strategy using Wardley mapping based on a deep knowledge of your business architecture. With this knowledge you'll be ready to create an empowered IT organization focused on solving customer problems and generating enterprise value. You'll understand the science behind what motivates teams and changes behavior. And you'll show your skills as a business leader thinking beyond IT outputs to impactful business outcomes.

Contents:

Cover

Title Page

Copyright Page

About the Author

Acknowledgments

Contents at a Glance

Contents

Foreword

Introduction

Why Should You Care? The CIO Challenge

Taking Action: Becoming a Strategic Leader

What Will You Learn?

Part I A New System of Work

Chapter 1 Why We Need to Change The System

The Age of Digital Disruption

Disruptive Technology

The Rise of Customer Expectations and Influence

Adaptive Organizations

New Business Models

Operating in a Volatile, Uncertain, Complex, and Ambiguous Business Environment

Leading IT in a Complex and Adaptive World

Decision-Making with the Cynefin Framework

IT Needs to Operate in Both the Ordered and Unordered Problem Spaces

Summary

Chapter 2 Philosophies for a New System

Philosophies vs. Methodologies

Discovering Value Using Design Thinking

Eliminating Waste with Lean

Lean Production: The Toyota Production System and The Toyota Way

Lean Enterprise

Achieving Flow with the Theory Of Constraints

Managing Complexity in Software Development with Agile

The Manifesto for Agile Software Development

The Values of the Agile Manifesto

The Principles of the Agile Manifesto

Strategic Decision-Making Using Wardley Mapping

Maps

Doctrine

Chapter 3 How to Change the System

Being Agile vs. Doing Agile

Why Only Adopting the Practices of Agile Won't Work

Use Systems Thinking to Change Behavior

The Fundamentals of Systems Thinking

Tools for Exploring and Understanding Systems

Applying Systems Thinking to Organizational Change

Changing Leaders' Mental Models

Systems Thinking vs. Linear Thinking

The Problems with Command-and-Control Leadership and Management

The Beyond Budgeting Movement

Leadership Principles to Instill Intrinsic Motivation.

Emergent and Adaptive Management Processes

Instilling Drive through Purpose, Mastery, and Autonomy

Part II Designing An Adaptive Operating Model

Chapter 4 The Anatomy of an Operating Model

The Anatomy of an Operating Model

The Themes of an Adaptable Operating Model

A Focus on Impacts and Outcomes over Output

Structured for Intrinsic Motivation

A Focus on Being Agile, Not Just Doing Agile

Manage the Flow of Work

Lead the People

Chapter 5 How We Are Organized

Organizational Structure

Hierarchy

Holacracy

The Need for a Balanced Design

Supporting an Ambidextrous Organization

Understanding the Influence of Conway's Law and the Cognitive Load Theory on Team Performance

Conway's Law

Cognitive Load Theory

Product-Centric Development Teams

The Definition of a Product

Comparing to Project Teams

Defined Boundaries of Responsibility

Clarity of Purpose

Autonomous and Self-Sufficient

Appropriately Sized Teams

The Benefits of Product Teams

Defining Product Team Boundaries

Organizing the Product Portfolio Using a Product Taxonomy

Portfolio Level

Product Group Level

Product Level

Modeling Product Team Boundaries with Team Topology Patterns

The Need to Constantly Evolve Teams

An Example of a Team Topology

Evolving to Business and IT Fusion Teams

Managing Cross Team Dependency

Chapter 6 How We Work

IT Management Frameworks

How to Solve Problems from Discovery to Delivery

Problem-Solving Methodologies

Focused on Exploring: Design Thinking and the Double Diamond Model

Focused on the Removal of Waste: Lean and PDCA

Focused on Quality and Consistency: Six Sigma and DMAIC

Discovery Tools for Understanding the Problem Space

Discovery Tools to Address Customer Experience

Jobs to Be Done.

User Journey Mapping

User Research

Discovery Tools for Process Optimization

Service Blueprints

Domain Discovery with Event Storming

Identifying Waste with Value Stream Mapping

Root Cause Analysis with the Five Whys and Cause-Effect Diagrams

Visualizing Problem Discovery and Definition with Impact Mapping

Approaches to Manage the Solution Space

Solution Delivery Life Cycles

Project Delivery Life Cycle

Continuous Delivery Life Cycle

Exploratory Life Cycle

Delivery Management

Waterfall / BDUF

Scrum

Kanban

Development Methodologies

Extreme Programming (XP)

Lean Principles in Software Development

Operations Methodologies: Devops

Chapter 7 How We Govern

What Is Governance?

Alignment: Linking Work to Strategic Intent

Managing Demand: Visualizing Work

Capturing Demand

A3 Reports

DIBB and Amazon's Press Release

Visualizing Work Using Kanban

Visualize

Limit Work in Progress

Manage Flow

Make Policies Explicit

Implement Feedback Loops

Improve Collaboratively

Prioritization: Focusing on the Things That Matter

Prioritizing Strategic Objectives

Prioritizing Tactical Initiatives

The Importance of Having a Clear Strategy and Tactical Plan

Prioritizing Operational Action

Helping Others

Prioritizing BAU vs. Strategic Work

Methods of Prioritization

Highest Value for Lowest Complexity

Weighted Shortest Job First or CD3

Technical Debt and Risks

Using Judgement as Well as Data

Measurement: Defining and Cascading Value and Measures

Types of Value

Types of Measure

Cascading Value into the Work

Defining Value

Strategic Level: Business Goals and Strategic Objectives

Tactical Level: Business Outcomes

Operational Level: Sub-Outcomes, Programs, and Projects

Investment: Funding for Outcomes.

Setting Investment Targets

Allocating Funding to Initiatives

Using the Right Investment Method for Initiatives

Product Funding: Using a Venture Capital Approach to Investment in Complex Problem Domains

Project Funding: Using a Project-Led Approach in Simple Contexts

Investing in Team Capacity

Annual Investment in Product Team Capacity Based on Strategic Need

Invest in the Capacity to Manage BAU as Well

Reviewing Funding Allocation

Allocating Team Capacity to Deliver Outcomes, Projects, and Programs

Quicker to Adapt

Trusting Teams to Manage Funds

Decision Rights: Empowering People

Strategic Level: Setting Intent

Tactical Level: Determine the Outcomes to Invest In

Operational Level: Delivering the Outcomes

You Build It, You Run It

Trusting People to Make Decisions

Project and Program Managers

Everyone Is Responsible for Enterprise Value

Performance: Monitoring Value

Value-Driven Projects: Govern for Value, Not for Predictability

The Illusion of Control

Value Review

Plan-Driven Projects: Govern for Adherence to a Plan

Chapter 8 How We Source and Manage Talent

Sourcing Strategy

Recruiting

Be Clear on Your Value Proposition

Hire for Attitude as Well as Aptitude

The Need for T-shaped as Well as I-shaped People

Explorers, Villagers, and Town Planners

Hire for Diversity in Thinking

Developing

Invest in Mastery through Coaching, Training, and Mentoring

Develop A Growth Mindset

Reduce Cognitive Load

Retaining

Create a Flexible Environment

Create a Career Path

Ensure a Continuous Talent Development

Chapter 9 How We Lead

Adopting New Leadership Behaviors

Embracing Servant Leadership

Instilling Intrinsic Motivation

Clarify Purpose and Ensure Alignment

Empower People Through Trust.

Develop Mastery in People

Encouraging Growth and Development

Adopt a Curious and Adaptive Approach to Problem Solving

Focus on Continuous Learning and Development

Provide a Safe Environment

Focusing on Improving the System

Lead by Example

Remove Impediments

Go and See the Work

Break Down Silos

Part III Strategy to Execution

Chapter 10 Understanding Your Business

Business Anatomy

Why IT Leaders Need to Understand the Anatomy of a Business

Purpose: Starting with Why and Understanding Your North Star

The Business Model: The System of Capturing Value

What Value Do We Offer?

How Do We Make Money?

How Do We Reach and Interact with Our Customers?

Who Are Our Customers?

Operating Model: How We Do the Work

How We Deliver Value: Key Value Streams

Types of Value Stream

The Value of Thinking in Value Streams and Journeys

What We Need to Do: Business Capabilities

How We Do It: People, Process, and Technology

Business Context: Understanding What Can Impact Us

Internal Context: Portfolio Analysis

The Demand: Customers and the Market

The Supply: The Competition and Porter's Five Forces

The Wider Context: PESTEL Analysis

Business Strategy: The Choices We Make to Win

Aspirations, Objectives, and Goals

The Where-to-Play and How-to-Win Strategies

The Value Disciplines Model

The Value Proposition Canvas

What Capabilities Are Required

Porter's Value Chain

Wardley Maps

What Improvements to the Management Systems Are Required

Capturing and Communicating Business Strategy

OGSM as a Framework for Strategy Communication

Strategy Maps as a Framework for Strategy Communication

Chapter 11 IT Strategic Contribution

Linking IT Execution to Business Strategy Using Enterprise Architecture

Strategic Level

Tactical Level.

Operational Level.

Notes:

Description based on publisher supplied metadata and other sources.

Description based upon print version of record.

Organizing the Product Portfolio Using a Product Taxonomy

ISBN:

9781119612100

1119612101

9781119612124

1119612128

9781119612193

1119612195

OCLC:

1428257867