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Management 3.0: Leading Agile Developers, Developing Agile Leaders

Paperback Engels 2011 9780321712479
Verkooppositie 8923
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Samenvatting

Binnen veel organisaties is het management het grootste obstakel voor succesvolle Agile ontwikkeling. Jammer genoeg is een betrouwbare handleiding voor Agile management schaars. Auteur Jurgen Appelo vult dit gat met zijn boek 'Management 3.0: Leading Agile Developers, Developing Agile Leaders' waarin hij een realistische benadering geeft over de leiding, het beheer en de groei van uw Agile team of organisatie.

De volgende onderwerpen komen onder andere aan de orde:
- De complexiteit die invloed heeft op uw organisatie leren begrijpen
- Het actief, creatief, innovatief en gemotiveerd houden van uw mensen
- Mogelijkheid en autoriteit geven aan teams die zij nodig hebben om het zelfvertrouwen te laten groeien
- Continue verbeteringen implementeren die werken

Specificaties

ISBN13:9780321712479
Taal:Engels
Bindwijze:paperback
Aantal pagina's:456
Druk:1
Verschijningsdatum:4-5-2016
Hoofdrubriek:Projectmanagement

Expertrecensies (1)

Renze Klamer | 25 oktober 2016
Geïnteresseerd in nieuwe managementontwikkelingen stuitte ik begin vorig jaar op het Stoos#Netwerk. Een groep mensen die in Stoos (Zwitserland) bij elkaar kwamen om na te denken over meer verantwoorde en betere vormen van leidinggeven. Een van de initiatiefnemers was Jurgen Appelo, de auteur van Management 3.Lees verder

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Over Jurgen Appelo

Jurgen Appelo geeft met zijn bedrijf ‘Agility Scales’ vorm aan de toekomst van organizationele agility. Hij is o.a. auteur van 'Management 3.0', dat over de rol van leiders gaat in agile organisaties. Als een ‘serial founder’, entrepreneur, auteur en spreker helpt Jurgen creatieve organisaties overleven in de 21e eeuw. Zijn aanpak bestaan uit conrete games, practices en tools om een betere vorm van management te introduceren met minder managers. Hij is o.a. co-founder van het Agile Lean Europe netwerk en biedt daarnaast een platform om practices en ‘war stories’ van iedereen te delen met de rest van de wereld.

Andere boeken door Jurgen Appelo

Inhoudsopgave

Forewords
Acknowledgments
About the Author
Preface

1. Why Things Are Not That Simple
-Causality
-Complexity
-Our Linear Minds
-Reductionism
-Holism
-Hierarchical Management
-Agile Management
-My Theory of Everything
-The Book and the Model
-Summary
-Reflection and Action

2. Agile Software Development
-Prelude to Agile
-The Book of Agile
-The Fundamentals of Agile
-The Competition of Agile
-The Obstacle to Agile
-Line Management versus Project Management
-Summary
-Reflection and Action

3. Complex Systems Theory
-Cross-Functional Science
-General Systems Theory
-Cybernetics
-Dynamical Systems Theory
-Game Theory
-Evolutionary Theory
-Chaos Theory
-The Body of Knowledge of Systems
-Simplicity: A New Model
-Revisiting Simplification
-Nonadaptive versus Adaptive
-Are We Abusing Science?
-A New Era: Complexity Thinking
-Summary
-Reflection and Action

4. The Information-Innovation System
-Innovation Is the Key to Survival
-Knowledge
-Creativity
-Motivation
-Diversity
-Personality
-Only People Are Qualified for Control
-From Ideas to Implementation
-Summary
-Reflection and Action

5. How to Energize People
-Creative Phases
-Manage a Creative Environment
-Creative Techniques
-Extrinsic Motivation
-Intrinsic Motivation
-Demotivation
-Ten Desires of Team Members
-What Motivates People: Find the Balance
-Make Your Rewards Intrinsic
-Diversity? You Mean Connectivity!
-Personality Assessments
-Four Steps toward Team Personality Assessment
-Do-It-Yourself Team Values
-Define Your Personal Values
-The No Door Policy
-Summary
-Reflection and Action

6. The Basics of Self-Organization
-Self-Organization within a Context
-Self-Organization toward Value
-Self-Organization versus Anarchy
-Self-Organization versus Emergence
-Emergence in Teams
-Self-Organization versus Self-Direction
-versus Self-Selection
-Darkness Principle
-Conant-Ashby Theorem
-Distributed Control
-Empowerment as a Concept
-Empowerment as a Necessity
-You Are (Like) a Gardener
-Summary
-Reflection and Action

7. How to Empower Teams
-Don't Create Motivational Debt
-Wear a Wizard's Hat
-Pick a Wizard, Not a Politician
-Empowerment versus Delegation
-Reduce Your Fear, Increase Your Status
-Choose the Right Maturity Level
-Pick the Right Authority Level
-Assign Teams or Individuals
-The Delegation Checklist
-If You Want Something Done, Practice Your Patience
-Resist Your Manager's Resistance
-Address People's Ten Intrinsic Desires
-Gently Massage the Environment
-Trust
-Respect
-Summary
-Reflection and Action

8. Leading and Ruling on Purpose
-Game of Life
-Universality Classes
-False Metaphor
-You're Not a Game Designer
-But-Self-Organization Is Not Enough
-Manage the System, Not the People
-Managers or Leaders?
-Right Distinction: Leadership versus Governance
-Meaning of Life
-Purpose of a Team
-Assigning an Extrinsic Purpose
-Summary
-Reflection and Action

9. How to Align Constraints
-Give People a Shared Goal
-Checklist for Agile Goals
-Communicate Your Goal
-Vision versus Mission
-Examples of Organizational Goals
-Allow Your Team an Autonomous Goal
-Compromise on Your Goal and Your Team's Goal
-Create a Boundary List of Authority
-Choose the Proper Management Angle
-Protect People
-Protect Shared Resources
-Constrain Quality
-Create a Social Contract
-Summary
-Reflection and Action

10. The Craft of Rulemaking
-Learning Systems
-Rules versus Constraints
-The Agile Blind Spot
-What's Important: Craftsmanship
-Positive Feedback Loops
-Negative Feedback Loops
-Discipline * Skill = Competence
-Diversity of Rules
-Subsidiarity Principle
-Risk Perception and False Security
-Memetics
-Broken Windows
-Summary
-Reflection and Action

11. How to Develop Competence
-Seven Approaches to Competence Development
-Optimize the Whole: Multiple Levels
-Optimize the Whole: Multiple Dimensions
-Tips for Performance Metrics
-Four Ingredients for Self-Development
-Managing versus Coaching versus Mentoring
-Consider Certification
-Harness Social Pressure
-Use Adaptable Tools
-Consider a Supervisor
-Organize One-on-Ones
-Organize 360-Degree Meetings
-Grow Standards
-Work the System, Not the Rules or the People
-Summary
-Reflection and Action

12. Communication on Structure
-Is It a Bug or a Feature?
-Communication and Feedback
-Miscommunication Is the Norm
-Capabilities of Communicators
-Network Effects
-Tuning Connectivity
-Competition and Cooperation
-Groups and Boundaries
-Hyper-Productivity or Autocatalysis
-Pattern-Formation
-Scale Symmetry: Patterns Big and Small
-How to Grow: More or Bigger?
-Summary
-Reflection and Action

13. How to Grow Structure
-About Environment, Products, Size, and People
-Consider Specialization First
- And Generalization Second
-Widen People's Job Titles
-Cultivate Informal Leadership
-Watch Team Boundaries
-The Optimal Team Size Is 5 (Maybe)
-Functional Teams versus Cross-Functional Teams
-Two Design Principles
-Choose Your Organizational Style
-Turn Each Team into a Little Value Unit
-Move Stuff out to Separate Teams
-Move Stuff up to Separate Layers
-How Many Managers Does It Take to Change an Organization?
-Create a Hybrid Organization
-The Anarchy Is Dead, Long Live the Panarchy
-Have No Secrets
-Make Everything Visible
-Connect People
-Aim for Adaptability
-Summary
-Reflection and Action

14. The Landscape of Change
-The Environment Is Not "Out There"
-The Fear of Uncertainty
-Laws of Change
-Every Product Is a Success-Until It Fails
-Success and Fitness: It's All Relative
-How to Embrace Change
-Adaptation, Exploration, Anticipation
-The Red Queen's Race
-Can We Measure Complexity?
-Are Products Getting More Complex?
-The Shape of Things: Phase Space
-Attractors and Convergence
-Stability and Disturbances
-Fitness Landscapes
-Shaping the Landscape
-Directed versus Undirected Adaptation
-Summary
-Reflection and Action

15. How to Improve Everything
-Linear versus Nonlinear Improvement
-Know Where You Are
-Travel Tips for Wobbly Landscapes
-Change the Environment, Summon the Mountain
-Make Change Desirable
-Make Stagnation Painful
-Honor Thy Errors
-The Strategy of Noise
-The Strategy of Sex
-The Strategy of Broadcasts
-Don't Do Copy-Paste Improvement
-Some Last Practical Tips for Continuous Change
-Keep on Rolling
-Summary
-Reflection and Action

16. All Is Wrong, but Some Is Useful
-The Six Views of Management 3.0
-Yes, My Model Is "Wrong"
-But Other Models Are "Wrong," Too
-The Fall and Decline of Agilists
-The Complexity Pamphlet
-Summary
-Reflection and Action
-Bibliography

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        Management 3.0: Leading Agile Developers, Developing Agile Leaders