Table of Contents

Going Beyond Lean and Agile: Introducing FLEX – FLow for Enterprise Transformation (online book)

Note: Much of this book has chapters that have material that are not well known or well-known materials explained in a different manner than usual. These are high-lighted for the interested reader. These chapters are in bold.

Table of Contents

Introduction to FLEX

Part I: Understanding what is required for flow in your organization (with exercises)

  1. The Business Case For Agility
  2. Creating a vision for your organization
  3. What is flow?
  4. The Goal Is Business Agility: What’s in Your Way?
  5. The value stream of the effective organization
    1. Strategic Planning and Lean Portfolio Management
    2. Lean Product Management
    3. Planning, Collaboration, and Dependency Management 
    4. Implementation and Integration
    5. Release
  6. New Roles Needed
    1. Business Architect
    2. The Application Development Manager
    3. The Technology Delivery Manager
    4. The Value Stream Network Architect
  7. Agreements We Make With Each Other: The Guardrails
    1. Leadership and Management
    2. Those Working at the Portfolio Level
    3. Business Architect
    4. Product Managers and Product Owners
    5. During Implementation and Integration
    6. Teams and Agile Coaches
    7. During the Planning Event
    8. During Release and Realization (ops et al)

Part II: Using FLEX to transform your organization (with exercises)

  1. The Purpose of an Assessment
  2. The importance of Having an Intake Process
  3. Using the Intake Process to Educate Leadership
  4. Using FLEX to Perform an Assessment for Small-Scale Organizations.
  5. Using FLEX to Perform an Assessment for Mid-Scale Organizations
  6. Using the Theory of Flow to Find Your Impediments
  7. The assessment timeline for a development group of less than 125 people

Part III: Topics In Depth

Value Stream Wide

  1. Inherent Problems at Scale
  2. Mapping Your Value Stream
  3. Laws of Software Development
  4. The Value Stream Impedance Scorecard
  5. Systems thinking and How It Can Be Applied to Frameworks and Methods
  6. Why Lean-Agile Should Be More Predictable than Waterfall
  7. Collaboration and alignment
  8. Improving your company’s culture
  9. The role of leadership and management

Practices

  1. Create visibility
  2. High Level Release Planning – Pareto Vs Parkinson
  3. Why Epics Are Not Used in FLEX
  4. Running Effective Planning Events
  5. The Benefits of Acceptance Driven Development Using Behavior Driven Development
  6. How to Use Estimates

Part IV: Using FLEX to both enhance and simplify SAFe

  1. What SAFe Provides Us
  2. Overview of Essential SAFe
  3. Why Essential SAFe is Both More and Less Than What’s Needed at Small to Mid-Scale
  4. Putting it together: FLEX and SAFe

Part V: Additional Resources on the Net Objectives Portal

 

If you want to learn more about FLEX you can take an online course at the Net Objectives University or take a live course in Orange County, CA May 7-9 or in Seattle in June (both led by Al Shalloway). If you want to learn about how to adopt FLEX in your organization please contact the author, Al Shalloway