| | |  | Software Engineering | Home » » » Stand Back and Deliver: Accelerating Business Agility | | | | | | | Product Promotions: | | | | | Description: | | Enhance Fundamental Value and Establish Competitive Advantage with Leadership Agility Whether you’re leading an organization, a team, or a project, Stand Back and Deliver gives you the agile leadership tools you’ll need to achieve breakthrough levels of performance. This book brings together immediately usable frameworks and step-by-step processes that help you focus all your efforts where they matter most: delivering business value and building competitive advantage. You’ll first discover how to use the authors’ Purpose Alignment Model to make better up-front decisions about where to invest limited resources–and how to filter out activities that don’t drive market leadership. Next, you’ll learn how to collaborate in new ways that unleash your organization’s full talents for innovation. The authors offer the Context Leadership Model for understanding the unique challenges of any project, and they help you tailor your leadership approach to address them. You’ll find a full chapter on organizing information to promote more effective, value-driven decision-making. Finally, drawing on decades of experience working with great leaders, the authors focus on a critical issue you’ll face over and over again: knowing when to step up and lead, and when to stand back and let your team produce results. Coverage includes -
Effectively evaluating, planning, and implementing large system projects -
Reducing resistance to process improvements -
Bringing greater agility to the way you manage products, portfolios, and projects -
Identifying the tasks that don’t create enough value to be worth your time -
Developing the forms of collaboration that are crucial to sustaining innovation -
Mitigating project risks more effectively–especially those associated with complexity and uncertainty -
Refocusing all decision-making on delivering value to the organization and the marketplace -
Making decisions at the right time to leverage the best information without stifling progress | | | Product Details: | | | Author:
| Pollyanna Pixton | | Paperback:
| 192 pages | | Publisher:
| Addison-Wesley Professional | | Publication Date:
| July 03, 2009 | | Language:
| English | | ISBN:
| 0321572882 | | Product Length:
| 9.1 inches | | Product Width:
| 6.9 inches | | Product Height:
| 0.5 inches | | Product Weight:
| 0.8 pounds | | Package Length:
| 9.2 inches | | Package Width:
| 6.9 inches | | Package Height:
| 0.6 inches | | Package Weight:
| 0.85 pounds | | Average Customer Rating:
|  based on 7 reviews |
| | | | Customer Reviews: | |
Average Customer Review:
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Most Helpful Customer Reviews
2 of 2 found the following review helpful:
Excellent book with a fresh perspective.Jul 24, 2009
By Richard Sharpe
This recently released book on Leadership and Strategic Approach is, basically, excellent!
I am an advocate of taking the ego out of management and believe that managers acting as facilitators and stepping in when necessary rather than taking an ever-present command and control attitude, gain far more productivity from their teams.
The authors of this book have provided me with additional tools in their arguments and instruction in 150 pages than most Project Management book three times the size. They keep things simple and are concise without the patronizing tone that can be felt when reading other books of this nature.
They explain 4 simple models that can be used today in many different industries and write in a way that motivates the reader to try these out as soon as they get back to the office. They focus on:
Purpose Alignment Model - which allows for a clearer vision of what categories projects fall into. I have seen more generic and complex 'Business Alignment Models' where many projects are incorrectly categorized as 'differentiating' but do not add this type of value to the organization. By focussing on the purpose and using their 'Billboard' technique, insight is given into which projects truly are differentiating to the organization.
Context Leadership Model - giving visibility into the complexity and uncertainty values of a project to help leaders manage projects, with the right people, more effectively.
A Four Step Collaboration Process - designed to assess the right people for the job, allowing transparency in environments and then trusting people to get on with what they do best to produce high quality work.
Value Based Decision Making - Determining which projects to start, continue and stop based on making decisions at the last responsible moment. This model is taken from Lean Product Management and has worked well in the past.
These are simple models, easily implemented, directed at resolving common root causes that are systemic in many activities. The concise, real, case studies accompanying the ideals show what is not only possible, but achievable. Using the 'Purpose Alignment Model' I found myself not only looking at current projects but completed ones to determine, in retrospect, whether we overspent resources into what we thought was a differentiating project when really it was one that actually retained business parity.
I know this will quickly be one of the dog-eared, bent out of shape, probably missing its cover type books that I often return too.
If you are a business leader and want a fresh perspective of the projects currently underway in your organization or group this is a valuable resource that will provide, in my opinion, huge ROI.
1 of 1 found the following review helpful:
 see the Context Leadership ModelJul 15, 2009
By W Boudville
The Context Leadership Model seems the best part of this book. It suggests that projects be plotted in a two dimensional graph, where the axes are complexity and uncertainty. The graph is divided into 4 quadrants, and each is labelled by a fanciful descriptor. To be sure, there is no absolute scale on either axis. But the point is that if you have several projects, {A, B, C...}, then you should try to ascertain if complexity(A) > complexity(B) etc. Then this gives the ordering of the projects along the complexity axis. Ditto for uncertainty. So you can now plot these projects relative to each other.
The book spends much time talking about the different actions you should take, as a project leader, for each quadrant. Useful, as the authors suggest that there are qualitative differences between the quadrants in terms of project management as well as personnel best suited.
But there is a problem that is elided over. It has to do with the boundary between the quadrants. Yes, you can probably do a reasonable job assessing the relative ordering of projects and thus get a graph. But where do the quadrants overlay these points?
This may be unsolvable. Instead, suppose some projects have already been done, while at least one project is ahead of you. (If none, then there's little point to this book except purely as a retrospective analysis.) Perhaps from how you've handled the prior projects, you can try to see which of the quadrants they should have been in, after a careful study of the book. Then use this to fix the quadrant overlay and apply it to the new project.
Expert guide to project management tools and processesNov 03, 2010
By Rolf Dobelli
"getAbstract"
Managing projects and solving difficult situations within organizations can be devilishly difficult. Complexity and uncertainty can provoke inappropriate, even counterproductive, judgments and actions. In such circumstances, you need special tools and processes to help you sort out your strategy and make better choices. Co-authors Pollyanna Pixton, Niel Nickolaisen, Todd Little and Kent McDonald provide effective mechanisms for managing projects and solving problems. They approach business decision making with careful deliberation, analytical precision and sound reasoning. Their book provides the support systems you need to weigh your options and address your business dilemmas. getAbstract finds that leaders at all levels will benefit from knowing this book's hands-on tools.
Offers the agile leadership tools needed to achieve extraordinary performance levelsOct 15, 2009
By Midwest Book Review
Pollyanna Pixton, Niel Nickolaisen, et.al.'s STAND BACK AND DELIVER: ACCELERATING BUSINESS AGILITY offers the agile leadership tools needed to achieve extraordinary performance levels. It offers immediately usable frameworks and a step-by-step process that helps focus efforts and tells how to use the author's model to make better investment decisions. Chapters offer guidelines on everything from bringing agility concepts to projects to developing innovative collaborative styles. Business libraries will find this inspiring.
Stop the churn and focus project teams on doing what is bestSep 30, 2009
By Robbie Mac Iver
Differentiating, Partner, Parity, Who Cares. Where does your project fall, and what might you do differently because of that? Is your project a Bull, a Colt, a Cow or a Sheep Dog? Even just the names give you an idea that you are in for a different ride with each of these projects. Using straightforward models and a good dose of common sense, Stand and Deliver will change how you view projects and help you utilize your organization's resources to deliver just what is needed.
As a developer I learned early that the best solutions to complex problems are generally the simplest ones. There is a certain eloquence in simplicity. The eloquence of this book is its straight forward presentation of a simple set of tools through real-world examples of their worth and utility. Starting with a framework to show the interrelation between value-based decision making, purpose alignment, collaboration, and delivery, the authors share their considerable experience to help you invest the right resources in the right projects.
What's the purpose of your project? It sounds funny to say it, but often project teams don't actually know this. Does the project keep your company up with the Joneses? Put you ahead of the field? Or does no one actually care that much about it. The Purpose Alignment Model provides an assessment of purpose based on how a project relates to the organization's mission and market position. Is the project delivering capabilities that are mission critical and market differentiating? That's a Differentiating project that is worthy of the organization's all out efforts. Is the project mission critical, but not differentiating in the market? Now we have a Parity project on which we need to avoid over delivering. Taken to another level the Purpose Alignment Model can also help project teams assess the purpose of specific features of a project and deliver them much more effectively.
Another highlight for me is the authors' recognition that all projects are not alike and because they are not, different leadership techniques are required. The Context Leadership Model helps you assess the complexity and the uncertainty of the effort you are about to undertake and determine the type of leadership that is required. A Bull project is one of high uncertainty and high complexity. At the other end of the spectrum is the Sheep Dog project with little uncertainty and low complexity. What kind of leader is needed for each of these? Are we wasting a Bull leader on a Sheep Dog project? Again the experience of the authors helps you think through how to match the respective talents of leaders to the rigors of a particular project.
Stand and Deliver is a short, straightforward read, but exercising the models put forth in this book can help stop the churn and focus project teams on doing what is best for your organization.
See all 7 customer reviews on Amazon.com
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