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.
  • 9780321719041

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Nancy Leben Nancy Leben

1 августа 2018 г.

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.

Nancy Leben Nancy Leben

8 апреля 2018 г.

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

Nancy Leben Nancy Leben

8 апреля 2018 г.

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.

Nancy Leben Nancy Leben

8 апреля 2018 г.

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.

Nancy Leben Nancy Leben

20 марта 2018 г.

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.