Bridging the Gap: Turning Agile and Devops Initiatives Into Board-Level Wins
暫譯: 縮短距離：將敏捷與DevOps倡議轉化為董事會層級的成功
Bardelli, Leo
相關主題
商品描述
- Create and run a maturity assessment for Agile and DevOps based on the stream value Merge the product needs at an engineering level Build and collect metrics and turn this data into storytelling. Articulate the value of Agile and DevOps in terms that executives and board members understand and appreciate
Who This Book Is For
Engineering Managers, Technical Leads, Product Owners, Heads of DevOps, Head of Engineering and product people responsible for multiple teams or projects who want to increase their strategic impact. It will also prove very helpful for the engineer who is in a position to step into management-level positions such as Team Lead or Manager, and who needs to understand more clearly how the technical decisions relate to the objectives of the greater business.
商品描述(中文翻譯)
今天，組織面臨著快速創新和應對市場需求變化的重大壓力，但許多組織在將工程實踐與整體商業目標對齊方面掙扎。敏捷（Agile）和DevOps方法論，通常被視為純粹的技術解決方案，若未能與高層的期望和目標適當對齊，則可能失敗。本書使用一個清晰且可行的框架來有效推動組織變革，填補這一關鍵空白，為領導者提供所需的工具和知識，直接將技術產出與企業策略連結，確保開發工作始終能帶來實質的商業價值。
作者Leo Bardelli根據在全球企業的第一手經驗，揭示了敏捷和DevOps方法論的奧秘，展示了當這些方法論被戰略性地實施時，如何簡化流程、加速創新，並產生與高層和董事會成員共鳴的可衡量影響。本書圍繞高層管理者和技術領導者面臨的最迫切痛點結構，涵蓋了成熟度評估、利益相關者參與、與高層的戰略溝通、舊系統現代化以及有效的風險管理等重要主題。Bardelli提供了實用的工具和可行的見解，包括現實世界的範本、詳細的案例研究、成熟度矩陣和針對與董事會及高層利益相關者進行清晰溝通的關鍵績效指標（KPIs）。
與其他專注於工程流程的技術指南不同，《Bridging the Gap》獨特地將技術與戰略商業管理相結合，使這些方法論成為持續組織增長和盈利的不可或缺的工具。
您將學到什麼
- 根據流值創建並運行敏捷和DevOps的成熟度評估
- 在工程層面合併產品需求
- 建立和收集指標，並將這些數據轉化為故事
- 用高層和董事會成員理解和欣賞的術語闡明敏捷和DevOps的價值
本書適合誰
本書適合工程經理、技術負責人、產品負責人、DevOps負責人、工程負責人以及負責多個團隊或項目的產品人員，旨在提高他們的戰略影響力。對於那些有意步入管理層職位（如團隊負責人或經理）的工程師來說，本書也將非常有幫助，因為他們需要更清楚地理解技術決策如何與更大商業目標相關聯。
作者簡介
Leo Bardelli is a seasoned technology leader with nearly two decades of experience driving Agile and DevOps transformations, cloud engineering initiatives, and large-scale product strategies. As the Head of Product Engineering at Saint-Gobain, a global enterprise with 190,000 employees, he focuses on integrating strategic vision with practical implementations to push performance boundaries.
Bardelli has led teams through massive cloud migrations, automated infrastructure deployments, and strategic M&A integrations, earning a reputation for unifying dispersed stakeholders around measurable outcomes. He shares his insights through Medium articles and at international conferences like ProductWorld, where he presented "Serving Our Own - Tech Products for Internal Business Units," outlining strategies for delivering centralized tech solutions to diverse internal customers.
His ability to bridge strategy and execution distinguishes him as an authority on aligning engineering efforts with executive-level goals. By coupling metrics-driven processes with a hands-on approach to mentoring teams, he consistently reduces operational costs, accelerates product delivery, and fosters a culture of continuous improvement. With deep expertise in optimizing development life cycles, Bardelli is a go-to expert for organizations aiming to harmonize technical excellence with bottom-line results.
作者簡介(中文翻譯)
Leo Bardelli 是一位經驗豐富的科技領導者，擁有近二十年的經驗，專注於推動敏捷（Agile）和DevOps轉型、雲端工程計畫以及大規模產品策略。作為聖戈班（Saint-Gobain）產品工程部門的負責人，這家擁有190,000名員工的全球企業，他專注於將戰略願景與實際執行相結合，以突破性能的界限。
Bardelli 曾帶領團隊完成大規模的雲端遷移、自動化基礎設施部署以及戰略性併購整合，並因能夠將分散的利益相關者團結在可衡量的成果周圍而贏得了良好的聲譽。他通過 Medium 文章和國際會議（如 ProductWorld）分享他的見解，在會議上他發表了題為「Serving Our Own - Tech Products for Internal Business Units」的演講，概述了為多樣化內部客戶提供集中式技術解決方案的策略。
他在戰略與執行之間架起橋樑的能力，使他成為將工程努力與高層目標對齊的權威。通過將以指標為驅動的流程與實地指導團隊的方式相結合，他持續降低運營成本，加快產品交付，並培養持續改進的文化。Bardelli 在優化開發生命週期方面擁有深厚的專業知識，是希望將技術卓越與底線結果協調一致的組織的首選專家。
