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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
Thoroughly pragmatic-and never trendy-Jurgen Appelo's Management 3.0 will help you bring greater agility to any software organization, team, or project.
Auteur
Jurgen Appelo is a writer, speaker, trainer, developer, entrepreneur, manager, blogger, reader, dreamer, leader, and freethinker. And he's Dutch, which explains his talent for being weird.
After studying software engineering at the Delft University of Technology, and earning his Master's degree in 1994, Jurgen busied himself either starting up or leading a variety of Dutch businesses, always in the position of team leader, manager, or executive.
Jurgen's most recent occupation was CIO at ISM eCompany, one of the largest e-business solution providers in The Netherlands. As a manager, Jurgen has experience in leading software developers, development managers, project managers, quality managers, service managers, and kangaroos, some of which he hired accidentally.
He is primarily interested in software development and complexity theory, from a manager's perspective. As a writer, he has published papers and articles in many magazines, and he maintains a blog at www.noop.nl. As a speaker, he is regularly invited to talk at seminars and conferences.
Last but not least, Jurgen is a trainer, with workshops based on the Management 3.0 model. His materials address the topics of energizing people, empowering teams, aligning constraints, developing competence, growing structure, and improving everything.
However, sometimes he puts all writing, speaking, and training aside to do some programming himself, or to spend time on his ever-growing collection of science fiction and fantasy literature, which he stacks in a self-designed book case that is four meters high.
Jurgen lives in Rotterdam (The Netherlands)-and sometimes in Brussels (Belgium)-with his partner Raoul. He has two kids and an imaginary hamster called George.
Texte du rabat
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; 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, the author identifies the most important practices of Agile management and helps you improve each of them.
Coverage includes
. Getting beyond "Management 1.0" control and "Management 2.0" fads
. Understanding how complexity affects your organization
. Keeping your people active, creative, innovative, and motivated
. Giving teams the care and authority they need to grow on their own
. Defining boundaries so teams can succeed in alignment with business goals
. Sowing the seeds for a culture of software craftsmanship
. Crafting an organizational network that promotes success
. Implementing continuous improvement that actually works
Thoroughly pragmatic-and never trendy-Jurgen Appelo's Management 3.0 helps you bring greater agility to any software organization, team, or project.
Contenu
Forewords xix
Acknowledgments xxv
About the Author xxvii
Preface xxix
1 Why Things Are Not That Simple 1
Causality 2
Complexity 3
Our Linear Minds 5
Reductionism 7
Holism 8
Hierarchical Management 9
Agile Management 11
My Theory of Everything 12
The Book and the Model 13
Summary 14
Reflection and Action 14
2 Agile Software Development 17
Prelude to Agile 17
The Book of Agile 19
The Fundamentals of Agile 22
The Competition of Agile 24
The Obstacle to Agile 28
Line Management versus Project Management 28
Summary 30
Reflection and Action 31
3 Complex Systems Theory 33
Cross-Functional Science 34
General Systems Theory 35
Cybernetics 36
Dynamical Systems Theory 37
Game Theory 37
Evolutionary Theory 38
Chaos Theory 38
The Body of Knowledge of Systems 39
Simplicity: A New Model 41
Revisiting Simplification 44
Nonadaptive versus Adaptive 45
Are We Abusing Science? 46
A New Era: Complexity Thinking 48
Summary 50
Reflection and Action 50
4 The Information-Innovation System 51
Innovation Is the Key to Survival 52
Knowledge 54
Creativity 56
Motivation 58
Diversity 60
Personality 62
Only People Are Qualified for Control 64
From Ideas to Implementation 65
Summary 66
Reflection and Action 67
5 How to Energize People 69
Creative Phases 69
Manage a Creative Environment 72
Creative Techniques 74
Extrinsic Motivation 75
Intrinsic Motivation 78
Demotivation 79
Ten Desires of Team Members 80
What Motivates People: Find the Balance 83
Make Your Rewards Intrinsic 86
Diversity? You Mean Connectivity! 87
Personality Assessments 89
Four Steps toward Team Personality Assessment 90
Do-It-Yourself Team Values 92
Define Your Personal Values 94
The No Door Policy 95
Summary 97
Reflection and Action 97
6 The Basics of Self-Organization 99
Self-Organization within a Context 99
Self-Organization toward Value 101
Self-Organization versus Anarchy 102
Self-Organization versus Emergence 104
Emerge…