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Value and limitations of the book
In an era where information on literally any topic can be "Googled," I initially wondered whether it was worth writing this book. However, the realization that my perspectives on agility and the narrative around them are unique gave me the courage and strength to write this book. With humility, I am hopeful that readers of thebook will find them of some value.
The book is obviously limited to my knowledge and experience, and I wish to explicitly call out the following disclaimers in this regard:
- This book is based on both my experiences in software delivery and consulting, and my study on this subject. This means that my views are limited to the context of my experience and readings only. Therefore, what I have shared with regard to what will or will not work may not be applicable in certain contexts. Moreover, I have shared perspectives of external experts where I have felt appropriate, with a view to providing holistic perspective to the readers.
- The book doesn't cover many other important aspects of the enterprise such as innovation, marketing, and support functions such as legal, knowledge management and others, as I don't have experience in enhancing agility in these areas.
- I don't claim to be a "subject matter expert" in any of the topics covered in the book, which includes specialist topics such as technology and culture. Hence, the coverage of each topic in the book is limited to my knowledge and experience related to that topic.
- I have myself not held any enterprise-level leadership position in the post-Agile era. However, I have observed, advised, and worked with senior leaders across a variety of organizations across the globe and have derived my learnings about leadership in the context of agility based on these experiences.
- The scope of the book doesn't include what Agile is, the various methodologies under its umbrella, and their processes and practices. The scope also excludes describing the benefits of Agile. My hypothesis is that the intended audience of this book already has an awareness about these.
- I have used the terms Agile as a broad term that also encompasses other value-oriented frameworks such as Lean, Kanban, and so on. There is absolutely no intention of being disrespectful to the uniqueness of these frameworks.
- I have used the word enterprise also as a synonym of organization and business. I believe the word enterprise best conveys the wholeness of the entity.