Ebook Free , by Mark Schwartz
Ebook Free , by Mark Schwartz
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, by Mark Schwartz
Ebook Free , by Mark Schwartz
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Product details
File Size: 2640 KB
Print Length: 313 pages
Publisher: IT Revolution Press; 1 edition (October 10, 2017)
Publication Date: October 10, 2017
Sold by: Amazon Digital Services LLC
Language: English
ASIN: B075TD7JJ3
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There are a number of important lessons to take away from this book.Firstly, it's important to understand that IT is part of the business. It's easy to fall into the trap of thinking that it's IT _and_ the business as though they are separate entities. Mark spends a good amount of time explaining how to avoid this trap and to change the conversation to how we can succeed together as a business.Next, it's important to understand what our peers in other areas of the business really need when they talk to us about milestones and dates for when things will be done. If we aren't careful, we'll make ensure that our decisions are made at the point where we have the most uncertainty and we won't wait until we have minimized uncertainty. Mark also answers this conundrum with good reasoning and some examples of how it can work better.Beyond these, Mark talks about:* understanding growing instead of scope creeping* standards needing to change over time* funding outcomes that we desire instead of just projects* experimentation in our approach to solving a business case* sometimes mistakes do in fact turn out well even though they are still mistakes.* why we measure activitiesIt all falls into a shifted paradigm for me and has given me a much better framework in which to have discussions across senior leadership to drive real transformation across our business. This book was definitely work the time I took to read it.
As a CIO leading the adoption of agile methods and DEVOPS, I found this book to be extremely helpful in informing my thinking about to go about it. Schwartz challenges much of the conventional wisdom as to what the role of a CIO should be and how traditional management approaches must change if an organization is to truly become agile and reap the benefits of technology. Many books for CIOs focus on specific topics such as agile software development or cloud computing without considering how they fit into the broader picture of how to manage IT. Others only focus on management concerns, but treat the role of a CIO as a service-provider instead of a full partner in delivering value. In engaging and entertaining language, Schwartz demonstrates how and why the current approach to managing IT organizations need to change to reap value from their IT investments. He also challenges agile practitioners to understand how they need to work with management.All managers, CIOs or not, deal with extreme uncertainty on a daily basis. The most successful CIOs will be those who best position their organizations to adapt and respond to unexpected events. This is a book that will show you how.
I'm deep into the process of kicking off a DevOps transformation and Mark's book filled in the biggest capabilities gap we reviewed. What is the role of the CIO and IT management in a highly productive Dev(Eng/Sec/TLA)Ops environment. I read the first 2 chapters online while waiting for the physical book to arrive and immediately skipped ahead to the chapters I was most interested in. Over the next few days I'll finish reading cover to cover in order and come back to add more to the review.Take the time to read the excerpt with the introduction, TOC, and first 2 chapters.
A Seat at the Table is Mark’s follow-up to the Art of Business Value. With AoBV, he began posing troubling questions for the Agile community by explaining how we’ve been taking too narrow a view of business value. He also revealed his ulterior motives when he asks as a CIO, “If the team is not allowed to listen to anyone other than the product owner, then what exactly should I be doing to add value to the enterprise?â€. That’s Mark: provocative and funny.Maybe Mark makes trouble because he’s has been troubled by his own role as a CIO during the Agile revolution. In “The CIO†chapter of AoBV, he tells a story about being called-out by the CEO for a project which delivered exactly what the business had asked for within budget and on time but was nevertheless, as Mark puts it “a disasterâ€. His reaction to the CEO at that time was the all-too-common, that’s on the them, not us -- we did our part. Mark’s CEO responded “You’re missing the point. I have trusted you with an investestment in an IT system. Your job is to make sure I get a good return on IT investments. I am not getting a good return.†This was a wake-up call for Mark and he clearly had much more to say on this than he could fit into one chapter of AoBV.In his latest book, A Seat at the Table, Mark gives us a tour-de-force on how to close the gap between the Agile team and the traditional IT department. This time, he makes trouble for everybody. But stick with him. You’ll be glad you did because Mark will make you laugh and make you better.In ASaT, Mark continues to to stir-up trouble for the Agile community. He doubles-down on what he calls Agile’s “fist pounding, this must change†echo chamber. He points-out the hypocrisy of how the Agile team expects management to stay out of the way unless there is an impediment, in which case they expect a bit of command-and-control to remove it. He also makes quite possibly the most provocative criticism ever made of Agile: “I am not sure that the Agile approach fully accounts for how the Agile team can deliver value -- and I think it should.â€Now, if you were to read those excerpts out of context (as I’ve presented them here), you might get the idea that Mark is opposed to Agile but nothing could be further from the truth. Wait until you read what he has to say about Waterfall.Comparisons of Agile to Waterfall are easy to come by but Mark does it in a fresh way. In ASaT, he’s actually put his finger on the fatal flaw of Waterfall. He calls it the “contractor-control modelâ€. This shines new light on something that, as Mark puts it, “is so ingrained in us, we don’t even know we’re doing itâ€. He further explains how traditional IT is still locked-in to that model and how its insistence upon imposing certainty where it isn’t possible is not only self-defeating but actively destructive.Mark saves his most potent venom for Chapter 4 on planning, in which he launches a devastating assault on the plan-driven approach. Using reductio ad absurdum, Mark enumerates what he calls the “articles of faith for the PTW-WTP (i.e. “plan-the-work / work-the-planâ€) religionâ€. It is both hilarious and boldly provocative. How provocative? Quoting this passage to management actually landed me in hot water for a couple of days. That is high-praise in my mind. Thank you Mark, sincerely.A Seat at the Table is not just critical though. As one might expect from a scholar like Mark. It’s researched, constructive and novel. Beginning each chapter with a passage from a philosopher, he sets the stage for moving IT from a service provider to a driver of outcomes; replacing the plan-driven, control paradigm with ‘shaping behavior', a shift from ‘buy’ to ‘build’, a fresh look at Enterprise Architecture (EA) and a concept that I hope Mark is considering as the subject for his next book, impeccability -- although I suspect it’ll be EA.This book is not just for CIO’s. If you are in IT, consider yourself an Agilist, want to understand more about Lean or DevOps, this book must be on your shelf, in your Kindle and part of your audiobook library. It’s that important of a work. Then, I challenge you to experiment with and advocate for some of the ideas put forth. Doing so will take courage. It may even put you at risk, but at least you’ll be choosing that risk and you’ll never wonder if you could have done more.
Great work by Mark (once again!). This book is filling the gaps between management team (especially C-Level folks) and Agile-DevOps team. Most of books or talks are more about on Dev-Ops-Sec or Buz team, usually ignores managerial level inputs. However Mark described well in this book with his real world experiences.
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