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The agile enterprise : building and running agile organizations
Moreira M., Apress, New York, NY, 2017. 280 pp. Type: Book (978-1-484223-90-1)
Date Reviewed: Feb 7 2018

Application development tools and methodologies have undergone dramatic changes since the early use of computers in business. In those early years, the dominant business applications were in the areas of accounting, finance, and manufacturing. Because the requirements of applications in these domains are relatively fixed and known, a host of life cycle–based structured methodologies and technologies evolved to produce reliable and modifiable software.

As the application of computers in business expanded to marketing and tactical and strategic decision making, it was discovered that application requirements are not always known or even well understood, and the production of software in these domains required prototyping and iterative development. As a consequence, a new stream of software development methodologies that prescribed how software work should be organized and executed evolved under the title of “agile development.” Over time, these agile software development methodologies and associated tools matured and became prominent parts of software development in the IT community.

The premise of this book is that the design of business processes in an enterprise can benefit immensely by adapting the agile manifesto, and this book provides an overview of the possible subject matter for incorporating the agile philosophy in business areas beyond business application development. The main thesis of the book is that porting the prominent agile development practices of software development to business process design activities will not work. Instead, the book recommends viewing the employees and customers of the business process as a business enterprise and reengineering that business enterprise into an agile enterprise. By agile enterprise, the author refers to a commitment of management and employees to the agile mindset of creating value for the customer, developing and delivering the business process incrementally, embracing agile values, absorbing agile principles, and incorporating agile practices.

There are 22 chapters, and each chapter introduces the key ideas necessary for building an agile enterprise. The content of each chapter is a set of assertions embedded in a host of tables and diagrams. Because there are no case studies or examples, the material reads like a summary of presentation slides. Without documented success stories and valid application in the business domain, these logically thought-through ideas read more like marketing material for a set of beliefs. I do not see a clear audience for this book.

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Reviewer:  Don Chand Review #: CR145840 (1805-0222)
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Project And People Management (K.6.1 )
 
 
Software Management (K.6.3 )
 
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