книга Management 3.0: Leading Agile Developers, Developing Agile Leaders
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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...Ещё
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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Nancy Leben Nancy Leben

19 марта 2018 г.

Bad relationships of people with their bosses lead to loss of motivation, loss of creativity, and increased turnover.

Nancy Leben Nancy Leben

19 марта 2018 г.

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.

Nancy Leben Nancy Leben

19 марта 2018 г.

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.

Nancy Leben Nancy Leben

19 марта 2018 г.

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.

Nancy Leben Nancy Leben

19 марта 2018 г.

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.