Steps of FLEXProvide Feedback
This article offers a reading list of resources and books related to FLEX. These resources are essential to developing the mindset of FLEX.
Art of Action: How Leaders Close the Gaps between Plans, Actions, and Results. This article summarizes the essential concepts from each chapter of the important book, The Art of Action by Stephen Bungay. We highly recommend this article/book for executives, management, and leadership who are responsible for transitioning their enterprises with Lean and Agile. For even more information check out Stephen Bungay’s website.
The Principles of Product Development Flow: Second Generation Lean Product Development by Don Reinertsen. This book is still the definitive work for Lean Product Development – whether software is involved or not.
An Introduction to the Guardrails: Agreements to Keep You Aligned and On Track. The Guardrails are a set of agreements recommended by Net Objectives for any organization undertaking a transformation to business agility.
Lean-Agile at Mid-Scale: FLEX An introduction to Lean-Agile as defined by FLEX.
Here are webinar recordings that pertain to FLEX and important concepts related to FLEX.
Net Objectives does not pretend to be the sole owner of all useful information. This section contains some websites we think are very useful that directly relate to FLEX.
Resources to prepare for the FLEX Online Course
These resources are selected items from above and are presented to prepare students for the online course, Lean-Agile at Mid-Scale: Flex Essentials. They do not need to be read/viewed prior to the class.
Resources for transformation agents
We are in the process of creating a page on how to use Lean Management and visual controls to create collaboration across the organization. This will draw from the following blogs and articles and are presented here until that page is created.
Resources for Mid-Scale
The value of cross-functional teams. This article discusses why and how to use cross-functional teams when possible.
Aligning multiple teams with Lean-Agile Thinking. This article describes a case where teams were effectively doing Scrum but couldn’t deliver quickly. What was missing was Lean-thinking and collaborating by focusing on the whole.
Agile with multiple teams. Segment on product management with multiple business stakeholders and multiple teams is from 14:50 in for just under 11 minutes. At the time what we now call minimum business increments (MBIs), were still being called minimum marketable features (MMFs).