Management 3.0

Leading Agile Developers, Developing Agile Leaders

Jurgen Appelo

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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.


Verkaufsrang 3950
Einband Taschenbuch
Erscheinungsdatum 01.01.2011
Verlag Addison Wesley Longman
Seitenzahl 413
Maße 23,1/17,9/2,7 cm
Gewicht 747 g
Sprache Englisch
ISBN 978-0-321-71247-9


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  • 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 Emergence in Teams 106 Self-Organization versus Self-Direction versus Self-Selection 107 Darkness Principle 108 Conant-Ashby Theorem 110 Distributed Control 111 Empowerment as a Concept 112 Empowerment as a Necessity 113 You Are (Like) a Gardener 115 Summary 117 Reflection and Action 118 7 How to Empower Teams 119 Don't Create Motivational Debt 119 Wear a Wizard's Hat 121 Pick a Wizard, Not a Politician 122 Empowerment versus Delegation 123 Reduce Your Fear, Increase Your Status 124 Choose the Right Maturity Level 125 Pick the Right Authority Level 127 Assign Teams or Individuals 131 The Delegation Checklist 132 If You Want Something Done, Practice Your Patience 133 Resist Your Manager's Resistance 134 Address People's Ten Intrinsic Desires 136 Gently Massage the Environment 136 Trust 138 Respect 141 Summary 144 Reflection and Action 144 8 Leading and Ruling on Purpose 147 Game of Life 147 Universality Classes 149 False Metaphor 150 You're Not a Game Designer 151 But...Self-Organization Is Not Enough 152 Manage the System, Not the People 154 Managers or Leaders? 156 Right Distinction: Leadership versus Governance 156 Meaning of Life 158 Purpose of a Team 160 Assigning an Extrinsic Purpose 163 Summary 164 Reflection and Action 165 9 How to Align Constraints 167 Give People a Shared Goal 167 Checklist for Agile Goals 170 Communicate Your Goal 172 Vision versus Mission 174 Examples of Organizational Goals 176 Allow Your Team an Autonomous Goal 177 Compromise on Your Goal and Your Team's Goal 178 Create a Boundary List of Authority 179 Choose the Proper Management Angle 180 Protect People 181 Protect Shared Resources 183 Constrain Quality 185 Create a Social Contract 186 Summary 188 Reflection and Action 188 10 The Craft of Rulemaking 191 Learning Systems 191 Rules versus Constraints 193 The Agile Blind Spot 196 What's Important: Craftsmanship 198 Positive Feedback Loops 200 Negative Feedback Loops 201 Discipline * Skill = Competence 204 Diversity of Rules 206 Subsidiarity Principle 208 Risk Perception and False Security 209 Memetics 211 Broken Windows 215 Summary 216 Reflection and Action 217 11 How to Develop Competence 219 Seven Approaches to Competence Development 221 Optimize the Whole: Multiple Levels 223 Optimize the Whole: Multiple Dimensions 224 Tips for Performance Metrics 227 Four Ingredients for Self-Development 229 Managing versus Coaching versus Mentoring 231 Consider Certification 233 Harness Social Pressure 235 Use Adaptable Tools 237 Consider a Supervisor 238 Organize One-on-Ones 241 Organize 360-Degree Meetings 242 Grow Standards 245 Work the System, Not the Rules or the People 246 Summary 247 Reflection and Action 248 12 Communication on Structure 249 Is It a Bug or a Feature? 250 Communication and Feedback 250 Miscommunication Is the Norm 253 Capabilities of Communicators 254 Network Effects 258 Tuning Connectivity 260 Competition and Cooperation 262 Groups and Boundaries 264 Hyper-Productivity or Autocatalysis 266 Pattern-Formation 268 Scale Symmetry: Patterns Big and Small 270 How to Grow: More or Bigger? 272 Summary 274 Reflection and Action 274 13 How to Grow Structure 275 About Environment, Products, Size, and People 275 Consider Specialization First... 278 ...And Generalization Second 279 Widen People's Job Titles 281 Cultivate Informal Leadership 283 Watch Team Boundaries 284 The Optimal Team Size Is 5 (Maybe) 286 Functional Teams versus Cross-Functional Teams 288 Two Design Principles 290 Choose Your Organizational Style 292 Turn Each Team into a Little Value Unit 294 Move Stuff out to Separate Teams 295 Move Stuff up to Separate Layers 299 How Many Managers Does It Take to Change an Organization? 301 Create a Hybrid Organization 302 The Anarchy Is Dead, Long Live the Panarchy 303 Have No Secrets 305 Make Everything Visible 307 Connect People 308 Aim for Adaptability 308 Summary 309 Reflection and Action 310 14 The Landscape of Change 313 The Environment Is Not "Out There" 313 The Fear of Uncertainty 315 Laws of Change 317 Every Product Is a Success...Until It Fails 319 Success and Fitness: It's All Relative 321 How to Embrace Change 321 Adaptation, Exploration, Anticipation 322 The Red Queen's Race 325 Can We Measure Complexity? 327 Are Products Getting More Complex? 328 The Shape of Things: Phase Space 331 Attractors and Convergence 332 Stability and Disturbances 334 Fitness Landscapes 335 Shaping the Landscape 337 Directed versus Undirected Adaptation 339 Summary 340 Reflection and Action 341 15 How to Improve Everything 343 Linear versus Nonlinear Improvement 345 Know Where You Are 347 Travel Tips for Wobbly Landscapes 348 Change the Environment, Summon the Mountain 350 Make Change Desirable 353 Make Stagnation Painful 354 Honor Thy Errors 355 The Strategy of Noise 356 The Strategy of Sex 359 The Strategy of Broadcasts 360 Don't Do Copy-Paste Improvement 362 Some Last Practical Tips for Continuous Change 364 Keep on Rolling 366 Summary 367 Reflection and Action 367 16 All Is Wrong, but Some Is Useful 369 The Six Views of Management 3.0 369 Yes, My Model Is "Wrong" 371 But Other Models Are "Wrong," Too 373 The Fall and Decline of Agilists 376 The Complexity Pamphlet 377 Summary 380 Reflection and Action 380 Bibliography 381 Index 393