read online Textbooks A Seat at the Table: IT Leadership in the Age of Agility (Hörbuch-Herunterladen): Mark Schwartz, Eric Martin, IT Revolution Press: Audible Audiobooks –

Agile, Lean, and DevOps approaches are radical game changers, providing a fundamentally different way to think about how IT fits into the enterprise, how IT leaders lead, and how IT can harness technology to accomplish the objectives of the enterprise But honest and open conversations are not taking place between management and Agile delivery teams In A Seat at the Table, CIO Mark Schwartz explores the role of IT leadership as it is now and opens the door to reveal IT leadership as it should be an integral part of the value creation engine With wit and easy style, Schwartz reveals that the only way to become an Agile IT leader is to be courageous to throw off the attitude and assumptions that have kept CIOs from taking their rightful seat at the table CIOs, step on up, your seat at the table is waiting for you

8 thoughts on “A Seat at the Table: IT Leadership in the Age of Agility (Hörbuch-Download): Mark Schwartz, Eric Martin, IT Revolution Press: Audible Audiobooks

  1. Matthias Matthias says:

    Ich war etwas entt uscht Mark Schwartz streift zwar alle relevanten Punkte, die es zu beachten gilt, wenn man als moderner IT Manager CIO CTO Bereichsleiter, etc eine moderne IT Abteilung aufstellen m chte, die den Prinzipien von Lean und Agile folgt F r Einsteiger scheint mir das Buch aber zu wenig konkret zu sein, f r Fortgeschrittene geht es nicht weit genug In der Zeit h tte ich lieber etwas anderes gelesenGut gefallen mir die vielen Referenzen auf andere B cherMeine Empfehlung stattdessen w re Lean Enterprise von und mit Barry O Reilly

  2. Dolphi100 Dolphi100 says:

    This is a MUST read for anyone in IT leadership Schwartz explains why the methods of waterfall, project based and IT treated as an internal service provider do not work in a Complex Adaptive System that IT has become The relationship between IT and the rest of the business has become one of internal service provider where IT are tied to constraints and deliverables that drives behaviours that IT must be held at arm s length and serve the rest of the enterprise in a similar vein to a third party and not be an integral part to deliver.Schwartz goes on to explain the folly in trying to maintain control and governance against costs, time and performance with a plan that tries to determine the future in a very uncertain world A point estimate of future resources is unlikely to be accurate and it accomplishes adherence to a plan rather than concentrate on delivering value Large cumbersome requirement sets are adhered to because this is what was determined at the outset, despite the users not fully understanding what it is they wanted, what is possible and conflicting priorities Projects deliver against milestones that are not tied to business outcomes, with the project disbanded at the end when it finally delivers and goes into maintenance Whereas IT capabilities, on the contrary are long lived, evolutionary and in a state of flux.To deliver, Schwartz states that IT must focus on being part of the business and delivering value and outcomes to the business this is where Agile and lean comes to the fore Empowering multi discipline teams with the business focus of the product owner Leaning out wherever possible to eliminate waste and shorten delivery times Delivering in increments, being able to continuously adapt to changing requirements, priorities and circumstances in the operating environment The essence of Agile approaches is simply this we should inspect and adapt frequently rather than slavishly following a plan We should learn constantly and incorporate what we learn into what we do through constant feedback to deliver to value to the business throughout and not at the end of a project.Schwartz also provides valuable insights into the role of Enterprise Architecture stewards of IT assets and the incremental change to them , build versus buy, governance, risk, quality and shadow IT.It is not a surprise to see why AWS employ Schwartz as their Enterprise Strategist.

  3. Julian Heritage Julian Heritage says:

    One of the most thought provoking books on IT leadership and agile implementation for the enterprise I have ever read Turns ling held beliefs, structure and approach on its head, it s hard to disagree with many of functions that Scheartz challenges

  4. Two Left Skis Two Left Skis says:

    And, really not just IT Leadership, leadership in general Take action in the face of uncertainty when something is difficult, do it often,when something is frightening, do it often,when something is broken, keep doing it until we fix it Brilliant read

  5. Stephen Cummins Stephen Cummins says:

    I was convinced by the argument, but time spent on how to evolve old businesses into now ones would have been better.

  6. Martyn Martyn says:

    great book

  7. Michael Brunton-Spall Michael Brunton-Spall says:

    An easy read that covers the fundamentals of agile and how our management thinking needs to be turned upside down.

  8. carlo occhiena carlo occhiena says:

    the book is certainly well written but very abstract and philosophical I haven t found many actions to use in my work.