"This book is based on a highly successful joint project between the University of Cambridge and the Massachusetts Institute of Technology (MIT), under the auspices of the Cambridge-MIT Institute. The project brings together communities of highly diverseindividuals to share and learn how to be enterprising. It has run 17 times with the positive outcomes of not only training more enterprising individuals, but also building capacity in universities. The unique feature of this book is how it covers learning in enterprising skills, while at the same time builds capacity in such a way that the alumni themselves can take what they have learned for the benefit of others. Through this book, the authors intend to share what they have learnt and to transmit theirpassion for this program to others for personal development. Hopefully, others will then repeat this positive experience and make a difference to their respective institutions and communities"--Jacket.

Cloud computing is the most significant technology development of our lifetimes. It has made countless new businesses possible and presents a massive opportunity for large enterprises to innovate like startups and retire decades of technical debt. But making the most of the cloud requires much more from enterprises than just a technology change. Stephen Orban led Dow Jones's journey toward digital agility as their CIO and now leads AWS's Enterprise Strategy function, where he helps leaders from the largest companies in the world transform their businesses. As he demonstrates in this book, enterprises must re-train their people, evolve their processes, and transform their cultures as they move to the cloud. By bringing together his experiences and those of a number of business leaders, Orban shines a light on what works, what doesn't, and how enterprises can transform themselves using the cloud.

This book is based on a highly successful joint project between the University of Cambridge and the Massachusetts Institute of Technology (MIT), under the auspices of the Cambridge-MIT Institute. The project brings together communities of highly diverse individuals to share and learn how to be enterprising. It has run 17 times with the positive outcomes of not only training more enterprising individuals, but also building capacity in universities.The unique feature of this book is how it covers learning in enterprising skills, while at the same time builds capacity in such a way that the alumni themselves can take what they have learned for the benefit of others. Through this book, the authors intend to share what they have learnt and to transmit their passion for this program to others for personal development. Hopefully, others will then repeat this positive experience and make a difference to their respective institutions and communities.

If you’re new to software product management or just want to learn more about it, there’s plenty of advice available—but most of it is geared toward consumer products. Creating high-quality software for the enterprise involves a much different set of challenges. In this practical book, two expert product managers provide straightforward guidance for people looking to join the thriving enterprise market. Authors Blair Reeves and Benjamin Gaines explain critical differences between enterprise and consumer products, and deliver strategies for overcoming challenges when building for the enterprise. You’ll learn how to cultivate knowledge of your organization, the products you build, and the industry you serve. Explore why: Identifying customer vs user problems is an enterprise project manager’s main challenge Effective collaboration requires in-depth knowledge of the organization Analyzing data is key to understanding why users buy and retain your product Having experience in the industry you’re building products for is valuable Product longevity depends on knowing where the industry is headed

It’s time to extend the benefits of Scrum—greater agility, higher-quality products, and lower costs—from individual teams to your entire enterprise. However, with Scrum’s lack of prescribed rules, the friction of change can be challenging as people struggle to break from old project management habits. In this book, agile-process revolution leader Ken Schwaber takes you through change management—for your organizational and interpersonal processes—explaining how to successfully adopt Scrum across your entire organization. A cofounder of Scrum, Ken draws from decades of experience, answering your questions through case studies of proven practices and processes. With them, you’ll learn how to adopt—and adapt—Scrum in the enterprise. And gain profound levels of transparency into your development processes. Discover how to: Evaluate the benefits of adopting Scrum in any size organization Initiate an enterprise transition project Implement a single, prioritized Product Backlog Organize effective Scrum teams using a top-down approach Adapt and apply solutions for integrating engineering practices across multiple teams Shorten release times by managing high-value increments Refine your Scrum practices and help reduce the length of Sprints

The Definitive Guide to Today’s Leading Persistence Technologies Persistence in the Enterprise is a unique, up-to-date, and objective guide to building the persistence layers of enterprise applications. Drawing on their extensive experience, five leading IBM® Web development experts carefully review the issues and tradeoffs associated with persistence in large-scale, business-critical applications. The authors offer a pragmatic, consistent comparison of each leading framework--both proprietary and open source. Writing for IT managers, architects, administrators, developers, and testers, the authors address a broad spectrum of issues, ranging from coding complexity and flexibility to scalability and licensing. In addition, they demonstrate each framework side by side, via a common example application. With their guidance, you’ll learn how to define your persistence requirements, choose the most appropriate solutions, and build systems that maximize both performance and value. Coverage includes Taking an end-to-end application architecture view of persistence Understanding business drivers, IT requirements, and implementation issues Driving your persistence architecture via functional, nonfunctional, and domain requirements Modeling persistence domains Mapping domain models to relational databases Building a yardstick for comparing persistence frameworks and APIs Selecting the right persistence technologies for your applications Comparing JDBCTM, Apache iBATIS, Hibernate Core, Apache OpenJPA, and pureQuery The companion web site includes sample code that implements the common example used throughout the technology evaluation chapters, 5-9. The IBM Press developerWorks® Series is a unique undertaking in which print books and the Web are mutually supportive. The publications in this series are complemented by resources on the developerWorks Web site on ibm.com. Icons throughout the book alert the reader to these valuable resources.

The fastest growing and most competitive organizations in the world have no bureaucracies, no bosses, and no bullshit. The tomato sauce in your pantry. The raincoat in your closet. The smart TV hanging in your living room. What do all of these products have in common? Chances are they were created by organizations where colleagues self-allocate into teams based on intrinsic motivation. Where individuals self-manage their commitments to each other without the coercion of managers. And where teams launch new products and ventures on the market without the control of leaders. These organizations represent a new, radically collaborative breed of corporation. Recently doubling in number and already comprising 8% of corporations around the world, scientists and researchers have discovered that radically collaborative organizations are more competitive on practically every meaningful financial measure. They enjoy higher market share, higher innovation, and higher customer satisfaction than their traditional corporate competitors—and they also enjoy higher engagement, loyalty, and motivation from their employees. In this groundbreaking book, technology thought leader and organizational architect Matt K. Parker breaks down the counterintuitive principles and practices that radically collaborative organizations thrive on. By combining the latest insights from organizational science, sociology, and psychology, he illuminates four imperatives that all radically collaborative organizations must embrace in order to succeed: team autonomy, managerial devolution, deficiency gratification, and candid vulnerability. Millions of workers around the world are collapsing under the weight of command-and-control culture. The crisis has reached its breaking point. Now is the time to embrace radical change. Discover the revolutionary shift to partnership and equality and the economic superiority that follows with A Radical Enterprise.