Management 3.0: Leading Agile Developers, Developing Agile Leaders

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Pragmatic Insights for Successfully Managing Your Unique Agile Team or Organization   In many organizations, management is the biggest obstacle to successful Agile development. Unfortunately, reliable guidance on Agile management has been scarce indeed. Now, leading Agile manager Jurgen Appelo fills that gap, introducing a realistic approach to leading, managing, and growing your Agile team or organization.   Writing for current managers and developers moving into management, Appelo shares insights that are grounded in modern complex systems theory, reflecting the intense complexity of modern software development. Appelo’s Management 3.0 model recognizes that today’s organizations are living, networked systems; that you can’t simply let them run themselves; and that management is primarily about people and relationships.   Management 3.0 doesn’t offer mere checklists or prescriptions to follow slavishly: rather it deepens your understanding of how organizations and Agile teams work, and gives you tools to solve your own problems. Drawing on his extensive experience as an Agile manager and trainer, Appelo identifies the most valuable elements of Agile management, and helps you improve each of them. Coverage includes   Getting beyond “Management 1.0” command hierarchies, and “Management 2.0” fads Understanding how complexity and non-linearity affect your organization–and why the best-laid plans so often fail Giving teams the care and feeding they need to grow on their own Defining boundaries and constraints, so teams can succeed in alignment with company goals Anticipating issues teams won’t or can’t resolve by themselves Sowing the seeds for a culture of software craftsmanship Keeping your people active, creative, motivated, and energized Helping teams develop crucial missing skills and disciplines Crafting organizational networks and communication flows that promote success Making change desirable–and making stagnation painful Implementing continuous improvement that actually works   Thoroughly pragmatic–and never trendy–Jurgen Appelo’s Management 3.0 will help you bring greater agility to any software organization, team, or project.

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March 19, 2018
What you are less aware of is that this micromanagement—even if you intend it to be temporary—often prevents the workers from being able to self-manage or otherwise show that they could handle more authority. So workers continue to act in a dependent way and you are trapped into an exhausting attempt to make all the decisions, while wondering why workers aren’t as responsible as you are.
March 19, 2018
Taking work back to do it yourself before workers are able to do that work without your supervision is like taking your money out of the bank before being paid interest.
March 19, 2018
After you delegate something to an employee, when things go wrong, a good response would be, “What did I do wrong?” Maybe your explanation of the goal wasn’t clear enough. Maybe you didn’t properly define the constraints. Perhaps there was nobody coaching the worker. Maybe you should have selected a different level of authority. Or you should have delegated the work to a team instead of just one person. When something bad happens after you delegate a task to a worker, do not take (back) responsibility for the task. Instead, take responsibility for the way you’ve delegated it.
March 19, 2018
But all you’ve read so far will have been for nothing if you have not addressed the two basic virtues that make empowerment work: trust and respect
March 19, 2018
Complex adaptive systems are systems that can find their own way toward that sweet spot of complexity, right between order and chaos, where life blooms and creativity thrives.
March 19, 2018
The goal of respecting people is not to make them happy. The goal is to increase productivity, creativity, and innovation. Happiness is a by-product and a welcome side-effect.
March 19, 2018
Bad relationships of people with their bosses lead to loss of motivation, loss of creativity, and increased turnover.
March 20, 2018
Your job is to make sure that the people can create their own rules together. And it’s their collaborative effort that allows the system to find its own way to the edge of chaos.
April 9, 2018
The universe itself is a boundary. Our planet forms a boundary. Natural resources form boundaries. And cultural constraints in a group of people also form a boundary. What we can learn from this is that there’s always plenty of opportunity for self-organization to take place, and quite often at least something will emerge from that.
April 9, 2018
Directed self-organization in businesses is a matter of manipulating the constraints so that a group of people produces results that are valuable to the organization as a whole.
April 9, 2018
And so we have identified three responsibilities for a manager when setting up constraints in an organization: 1) developing the system; 2) protecting the system; and 3) directing the system
August 1, 2018
But the more you’re imposing them as fixed rules, the more you are constraining the innate rulemaking capabilities of your team members. And then they have lost the ability to be really Agile.
August 1, 2018
Competence is achieved through self-discipline, coaching, certification, peer pressure, tools, and supervising. In that order.
August 1, 2018
People should specialize in something, but they must be flexible enough not to claim exclusive job titles in support of their specialization.
August 1, 2018
Are we changing as fast as the world around us? As we’ve already seen, the answer for many companies is “no.”
August 1, 2018
The message here is never to blindly trust anyone’s advice on how to improve your project. By definition, other people’s fitness landscapes are different than yours. It’s your hike. Nobody else can walk for you.
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Nancy Leben
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