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Management book. Read reviews from the world's largest community for readers. In many organizations, management is the biggest obstacle to succes. Management Leading Agile Developers, Developing Agile Leaders (Addison -Wesley Signature Series (Cohn)) epub. Par mcdaniel jason. Management Leading Agile Developers, Developing Agile Leaders epub. Par coll michael le samedi, mai 26 , - Lien permanent.

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Management Leading Agile Developers, Developing Agile Leaders. Management Leading Agile Developers ISBN: (ePub). In many organizations, management is the biggest obstacle to successful Agile development. Unfortunately, reliable guidance on Agile management has been. [EbooK Epub] Management Leading Agile Developers, Developing Agile Leaders (AddisonWesley Signature Series (Cohn)) EPUB / PDF.

Goodreads helps you keep track of books you want to read. Want to Read saving…. Want to Read Currently Reading Read. Other editions. Enlarge cover.

Appelo's references to biology and chaos theory a lot as he employs them masterfully to illustrate ideas about managing teams, and hits dry humour cracked me up at least once every three pages - no hyperbole! Deeply insightful and thoroughly enjoyable!

Management 3.0: Leading Agile Developers, Developing Agile Leaders

Jan 31, Lauretta Llanos rated it it was amazing. This is the best Agile book I have ever read, it took me more than a year to finish, I will update my favorite parts: Sep 21, Jaideep Khanduja rated it it was amazing.

Book Review: An Excellent Approach Management 3. Leading Agile Developers, Developing Agile Leaders Addison-Wesley Signature Series Cohn by Jurgen Appelo is talks about the relationship between an organization and management and how the success of failure depends a lot on this relationship.

As we go by the chapters, we learn to know that at times it is not any external factors that becomes a failure factor for Agile de http: As we go by the chapters, we learn to know that at times it is not any external factors that becomes a failure factor for Agile development but the management of the organization.

Agile management demands a good amount of trustworthy direction and supervision that is missing in most of the cases. Agile Master Jurgen Appelo tries to fill that gap by guiding in a simple doable manner in his book Management 3. Leading Agile Developers, Developing Agile Leaders Addison-Wesley Signature Series Cohn where a practical focus is presented to provide a direction in managing an Agile team to start with and leading to an Agile organization.

Current day software development is not as simple as it used to be, it comprises of lot of complexities that need to be handled and management so as to reach out to a winning goal. The excellent book Management 3. Nov 25, Bjoern Rochel rated it really liked it Shelves: The practical parts are superb. I can say from first hand experience that a lot of this seems to go into the right direction, since the team I've worked in for the majority of this year successfully tried out some of the for us Germans crazier ideas like the value exercise, sharing personality profiles and running experiments with the team setup.

For t The practical parts are superb. For these parts alone I will surely go back to this book from time to time. The theoretical chapters though have been a bit of a letdown for me. Sometimes I just noticed my mind wandering off to more interesting topics.

As much as I like the idea of a good theoretical backing, a little bit condensed version of the theoretical chapters would do the book a favour. Overall something like a 3. Jan 04, Andy Lowry rated it it was amazing. As the first proper management book I've read at least to completion it's difficult to compare this to other management books.

However I still believe this is a fantastic book. The first part of the book presents a general overview of Management, Agile Software Development and Complexity Theory. The second part alternates between theory and practise of Jurgen's model. For me this is a very different view of management than I've previously been aware of, and having an interest in Complexity Theor As the first proper management book I've read at least to completion it's difficult to compare this to other management books.

For me this is a very different view of management than I've previously been aware of, and having an interest in Complexity Theory I found it easy to understand the ideas. Also this must be one of the most heavily researched book I've ever read. Just the number and diverse range of references is astonishing.

I would recommend this book to anyone who has any interest at all in the theory and practise of management and leadership. Oct 30, Sebastian Gebski rated it it was amazing. Yes, I gave this book 5 stars, but it really wasn't easy to evaluate.

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On the other hand though, the form of this book feels very soft. I've made some bookmarks to catch the most important IMHO messages, but truth is that this b Yes, I gave this book 5 stars, but it really wasn't easy to evaluate. Anyway, maybe I just had a bad day well, few days actually. Dec 22, Kim Leandersson rated it liked it. Reading this book is like reading an executive summary of many other management books and tons of research made in this field.

Saves you a lot of time and makes it quite efficient, but at the same time the format becomes a bit special with all the referrals to other sources. The book itself is good but not great, the author makes good conclusions and have a good way to mix in examples from the normal life. He also uses his own experience in a way that makes the book a bit less heavy to digest.

I Reading this book is like reading an executive summary of many other management books and tons of research made in this field. Should definitely be recommended to anyone interesting in how agilization affects the organization, the people and the managers. Sep 20, Donatomm rated it it was amazing. Unlike the usual business books, this one is so inspiring and solidly based on literature, scientific research and lesson learned that make it an absolute must read for everyone who deals with an organization - any of them.

Apr 16, Pavleras rated it it was amazing. It is one of the most important books about this topic. From my point of view, it is a required novel for anybody who wants to improve management skills.

It is a funny book but few chapters are very difficult. Aug 09, Pedro rated it really liked it.

Management is changing. Things are not as simple as we thought, and their behavior not as predictable. This book is a good first step to introduce complexity theories in the body of knowledge of management.

Specially in management of software organisations. Jan 14, Richard rated it really liked it. The book is targeted at Agile management of software development teams but the ideas within it are not specific to them. It is written in a mixture of anecdotes, theories from scientific papers and practical approaches you can take.

Here are the things which I noted from each of these views. Energise people - Innovation is the key to The book is targeted at Agile management of software development teams but the ideas within it are not specific to them. Here people are key to the system, and people are complex.

Management Leading Agile Developers, Developing Agile Leaders by Jurgen Appelo

To energise people they need a creative environment which is safe where people have freedom and can take risks without consequences , has games allow people to practice their creative talents , is variation routine kills creativity , visibility show off creativity breeds more creativity , on the edge challenges should be a little scary.

Traditional management used extrinsic motivation, e. Instead creativity is best when it comes from intrinsic motivation. Additionally "hygiene factors" such as job security, salary, working conditions, etc - these don't motivate people but there absence does demotivate people.

Empower teams - No one person can comprehend an entire project, this is why at planning and daily stand-ups the entire team need to be present. As such the team is the best place to make decisions, not some manager since the team has the most information and understands it the best. As such empowering the team produces both the best results but also allows a company to grow. Telling people what to do just builds up motivational debt, but asking empowers people for their input and sometimes results in a better idea as well as the work actually getting done.

Additionally a manager should not step in to make a decision but might help the team make their own decision - the worst thing a manager can do is to think "If I want a job doing properly do it myself" as this just obliterates the empowerment of the team.

People or teams can be empowered for different tasks at different levels. The proposed levels go from management take control through to the team take control, these being Tell, Sell, Consult, Agree, Advise, Inquire, Delegate.

For different people and different tasks they might have different levels e. There are different levels of maturity for empowered tasks from the low maturity level with little risk for the company, this could be things such as coding guidelines or internal workshops; through to moderate maturity which would be things such as self-organising the team, getting people involved in interviewing others for the team or potentially developing a new business model; up to a high maturity level where people determine their own salaries, choose their own projects or job title.

Sometimes you would not empower an individual to do something but you might empower the team, so collectively they are responsible. One way to build trust is to be open and visible, if you tell people as much as possible even if you think it might not be relevant then they will do the same and build trust further.

Align constraints - Manage the system, not the people. So we now have a group of creative and empowered people and teams. There are always boundaries, and these boundaries should be tweaked and refined to get the desired outcomes from the team. Directing the team is to give it purpose. People have three types of purpose intrinsic, extrinsic and autonomous. The intrinsic purpose of a software team is to create software - without this the team no longer exists. The autonomous purpose for the same team might be to develop "clean code".

The extrinsic purpose is imposed by a leader, and this can be for the individual team or company since it is only the leader who can is responsible for the whole system. These statements should be understandable, concise, memorable, ambitious, actionable, useful, plain, tangible, excitable, and inspiring. Again, a purpose linked to a reward will likely restrict people and reduce creativity.

Develop competence - Growing competencies is key to systems improving. There are multiple ways to grow competencies - self directed, being coached this does not need to be by a manager , certification the certificate only attests to your ability at a point in time but the process of certification will give you learning targets , tools such as check lists , peer review and feedback, supervisors to check quality , management to check compliance.

Care has to be taken else you get a "what you measure is what you get" approach, and if this is of a sub-system the optimisation of which might be bad for the business as a whole. Competency is a mixture of skill and discipline. Skill is missed out of the agile manifesto, and following which craftsmanship or mastery has been an important topic. Discipline is things such as task board up to date, meetings start on time, code coverage, etc. Skill and discipline are deliverables, where as knowledge or experience is theoretical - people should be rated on their deliverables not on the theoretical.

Where possible use relative ratings - how much better are things than the last time, not just how good are things. As with all of agile, people should get feedback quickly. The people who work closely together should provide feedback - not managers who do not work with people continually.

Grow structure - With people being the core of the system, communication is the key to success. Communication is tricky as different people interpret the same thing differently - it is a combination of information, relationship and feedback. Since relationships are key to this whenever a team is forced together the communication will start poorly, as such keeping a team together even if the project change is beneficial.

Where feedback between team members is poor the communication suffers and the result is unpredictable. The structure of communication should impact the structure of the teams - where communication within the team should be the primary communication.

Communication from outside of the team will always be needed but this should be at a slower pace. This has impact on the decision between forming a functional or cross-functional team. Where communication is mostly within a function then a functional team is more optimal but where the communication with with others then a cross-functional team is more optimal.

This might also change over time, and it might be worth seconding someone from a functional team to another team to ease communication. Since each team optimises for its own process it is possible that, for example, a functional team might optimise its process so the function is very efficient but this might not be efficient for its users - as such each team should be a value center with other teams as valued customers.

For inter-team communication there are two approaches - where all communication goes via management or where teams talk directly. It is mostly the case where teams talking directly is best because of bottlenecks which going via management introduce.

The ideal team is one of people where members compliment each other in such a way that they get the job done quickly - this is only possible by having a diverse team. It has also been shown that the product developed is a reflection of communication structure of organisations - e.

So the team needs to be adapted to the product which is being developed. To keep people interested their role should change regularly, so it is best to keep job titles broad to allow flexibility. These broad titles help informal leadership - everyone in the team should take on whatever is needed for the team to function best be it leadership or development.

To facilitate this generalised specialists T people aid in the team members being able to take on any task required. Build on the communication by connecting people to build relationships and improve communication. Improve everything - A system is a success until it is not, the best we can do is delay failure - a system has to change to be able to keep up and delay its end.

For a system to be changed it has to take into account the current environment the system is in - simply repeating someone else approach to solving a problem will not yield the same results for you as it did for them.

Systems can adapted but they also need to explore new ideas as well as anticipate potential shifts - these should be continually being reevaluated to maintain change and prevent failure. The model presented identifies the following steps to improve the system; identify the problem, define the goal of the change, define success metric, identify the improvement, implement the improvement, collect the metric, analyse the results, distill learnings and loop again. This can reach the best peak for this mountain but it might not be the peak of the maintain range - taking radical jumps from one mountain to the next might not land you in the idea place but you can improve from there to get to the top.

People naturally don't like change and sometimes the environment needs to be changed to encourage people to try things. To prevent stagnation it is important for teams to try out new approaches to see if they improve things for them - sometimes even by imposing a little pain for stagnation, this then gets teams to want to improve themselves to reach the next peak. There are three strategies for optimal performance. Changes and improvements to existing practices.

When starting new projects try out taking the best solutions others teams are using and see if the combination results in a better result. Increase inter-team communication to spread ideas which teams might then pick up on and use. Some tools for doing this are using retrospectives, improvement backlogs, use catalysts to encourage change, improvement community. Feb 15, Lukasz Nalepa rated it liked it Shelves: Yay, I've made it!

I have managed to finish it only after third approach, whereas previous attempts failed miserably. Don't get me wrong: If I were to rate only the content, not the form if one can event separate it in a book , I think I would opt for 5 stars. But I can't, especially since I know I'm not the only one who struggled or still struggles to finish this book.

After considering carefully what I think the problem with this book was, I came to a conclusion, that it might be unnecessarily overcomplicated and too theoritiesed for my taste. I get, that to introduce Complexity Theory and other concepts that follow it, one need to lay down some science. The proble is that either it was badly served or it was too much of it. And that it wasn't bring any value. As for the content - I mostly disagree with parts of the 15th chapter. In the assumption that being agile is to to do whatever needs to be done to survive - it even makes complete sense: But my personal point of view is that sometimes it may be not worth to survive, and bag "genes" stay bad, no matter if they help you survive or not.

I do belive that in such cases it might not be worth to continue and make yourself and employees miserable. But hey, all that is is just my opinion: Most agile methodologies, including the widespread Scrum framework, more or less dispense of the manager. Does this mean that Management is no longer needed? Introducing agile methodologies such as Scrum will significantly change the way management works.

In his book, Jurgen Appelo shows the six views on organization the new management has to address in order to become successful: Focusing on the people, Appelo starts with how management needs to Energize People and Empower Teams.

The new management needs to actively Align Constraints and Grow Structure. To really become successful, an organization needs to Develop Competence.

And since striving forward means to never be content, the book concludes with solid advice on how to Improve Everything. Each view is introduced in two chapters, the first providing the theoretical background and the second the practical application and advice. Appelo uses many anecdotes and examples of his own professional life, making the topic tangible and good to read. His witty style made me laugh many times.

But despite the light tone, the book still provokes deep thinking about the way you want to lead your agile or scrum teams, and hands you valuable instruments to tackle this difficult Task. Several studies indicate that management is the biggest obstacle in transitions to agile software development. Managers need to learn what their new role is in software development organizations in the 21st century, and how to get the best out of Agile.

This book will help them. Something, which is still pretty uncommon. Addison-Wesley Professional Released: Also available in: Chinese , Polish. I firmly believe that Management 3. This book is not written for those who want a quick fix. This book is written for serious students who have a passion and love for management. This book is written for management craftsmen. Robert C. Martin Owner, ObjectMentor, Inc.

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