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Management 3.0: Leading Agile Developers, Developing Agile Leaders [NOOK Book]

Overview

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, ...

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Management 3.0: Leading Agile Developers, Developing Agile Leaders

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Overview

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.

 

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Editorial Reviews

From the Publisher

“ I don’t care for cookbooks, as in ‘5 steps to success at whatever.’ I like books that urge you to think–that present new ideas and get mental juices flowing. Jurgen’s book is in this latter category; it asks us to think about leading and managing as a complex undertaking–especially in today’s turbulent world. Management 3.0 offers managers involved in agile/lean transformations a thought-provoking guide how they themselves can ‘become’ agile.”

Jim Highsmith, Executive Consultant, ThoughtWorks, Inc., www.jimhighsmith.com, Author of Agile Project Management

“ An up-to-the-minute, relevant round-up of research and practice on complexity and management, cogently summarized and engagingly presented.”

David Harvey, Independent Consultant, Teams and Technology

“ Management 3.0 is an excellent book introducing agile to management. I’ve not seen any book that comes near to what this book offers for managers of agile teams. It’s not only a must read, it’s a must share.”

Olav Maassen, Xebia

“ If you want hard fast rules like ‘if x happens, do y to fix it’ forget this book. Actually forget about a management career. But if you want tons of ideas on how to make the work of your team more productive and thereby more fun and thereby more productive and thereby more fun and…read this book! You will get a head start on this vicious circle along with a strong reasoning on why the concepts work.”

Jens Schauder, Software Developer, LINEAS

“ There are a number of books on managing Agile projects and transitioning from being a Project Manager to working in an Agile setting. However, there isn’t much on being a manager in an Agile setting. This book fills that gap, but actually addresses being an effective manager in any situation. The breadth of research done and presented as background to the actual concrete advice adds a whole other element to the book. And all this while writing in an entertaining style as well.”

Scott Duncan, Agile Coach/Trainer, Agile Software Qualities

“ Don’t get tricked by the word ‘Agile’ used in the subtitle. The book isn’t really about Agile; it is about healthy, sensible and down-to-earth management. Something, which is still pretty uncommon.”

Pawel Brodzinski, Software Project Management

“ When I first met Jurgen and learned he was writing a book based on complexity theory, I thought, ‘That sounds good, but I’ll never understand it.’ Books with words like entropy, chaos theory, and thermodynamics tend to scare me. In fact, not only did I find Management 3.0 accessible and easy to understand, I can [also] apply the information immediately, in a practical way. It makes sense that software teams are complex adaptive systems, and a relief to learn how to apply these ideas to help our teams do the best work possible. This book will help you whether you’re a manager or a member of a software team”.

Lisa Crispin, Agile Tester, ePlan Services, Inc., author of Agile Testing

“ This book is an important read for managers who want to move beyond ‘managing by hope’ and understand the underpinning of trust, motivation, and the complexity that exists in nearly every team out there.”

Cory Foy, Senior Consultant, Net Objectives

“ This book is a very accessible compendium of team management practices based on scientific research. It’s not only the tremendous value in each page of this book, but also Jurgen’s typical sense of humor that turns this book into a pleasant read.”

Ruud Cox, Test Manager, Improve Quality Services

“ The very heart of software development is to get people to recognize they are in a complex system that should be managed accordingly. Management 3.0 addresses both the recognition and the concomitant transformative aspects. By so doing, Jurgen Appelo provides a bridge between theory and practice that has so far been considered too far away.”

Israel Gat, Founder, The Agile Executive, author of The Concise Executive Guide to Agile

“ If you really want to know about Agile management, read Jurgen’s book. He explains why looking for results is key to involving the team and for a great outcome. As Jurgen says, management is not simple and this book explains why. With humor and pragmatism, Jurgen shows you how you can think about management.”

Johanna Rothman, Consultant, Rothman Consulting Group, Inc., author of Manage It!

“ In this book, Jurgen does a great job of explaining the science behind complexity and how Agile management methods have arisen from the need to manage in complex, dynamic, and unpredictable circumstances. If you’re leading Agile development teams and interested in developing your management skills, this book is a must-read.”

Kelly Waters, Blogger, Agile Development Made Easy!

“ I firmly believe that Management 3.0 will become the ‘Bible’ of Agile management books in the decade ahead.”

Ed Yourdon, IT Management/Software Consultant, Nodruoy, Inc., author of Death March

“ 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., author of Clean Code

“ Every 21st century Agile (or non-Agile) manager needs to read Jurgen Appelo’s Management 3.0. With an engaging and accessible style, Appelo outlines current theories from complexity science, management, leadership, and social systems [and] then pulls them all together with practical examples. Then he throws in reflective questions to assist managers in applying it all to their current situations. Whenever I work with a manager, executive, or leadership team, I’ll recommend this book.”

Diana Larsen, Consultant, FutureWorks Consulting LLC, co-author of Agile Retrospectives

“ Jurgen takes his readers on a wide-ranging romp through system theory, complexity theory, management theory–and distills it for practical application. His book will help managers think about their work differently and expand their options for effective action in the workplace.”

Esther Derby, Consultant, Esther Derby Associates, Inc., co-author of Behind Closed Doors: Secrets of Great Management

“ Jurgen managed to write a book that links the tons of books he has read. Although there were a few moment I did not agree with him, I loved the way this book challenged my thinking. This is the perfect book if you want to know how to create your own answers in this complex world.”

Yves Hanoulle, Agile Coach, PairCoaching.net

“ Management 3.0 brings together the best thinking in the fields of complex adaptive systems, Agile management, and Lean product delivery to suggest a pragmatic framework for effective management in the 21st century. To be successful in the face of rapidly changing market conditions, we must create organizations that enable our people to adapt, with a minimal amount of oversight and direction. Management 3.0 gives us a roadmap for leading teams in the face of profound uncertainty. Jurgen has made a significant contribution to the field of Agile management and leadership.”

Mike Cottmeyer, Agile Coach, LeadingAgile

“ Too many Agile practitioners ignore the realities of the real world. But in the real world Agile projects must be managed, directed, and moved forward. This benefits both the company and the team, and Jurgen has done a great job of bringing those practices into focus in a real and practical way. If you’re involved with Agile software in a shop of any size, or if you’re a manager (or executive) who’s seen the benefits of Agile and want to bring them into your shop, you owe it to yourself to read this book.”

Jared Richardson, Agile Coach, Logos Technologies, co-author of Ship It!

“ I had felt quite well-equipped to manage teams adopting an Agile software development approach, having read works like Managing Transitions, Leading Change, and Behind Closed Doors, until I began to read Management 3.0. Appelo’s compendium works at a variety of levels: It helps novice managers with a diverse collection of easy-to-apply models, it helps experienced managers see what they need to unlearn, and I assume it will help even expert managers adapt to contemporary styles of leadership and governance. Management 3.0 has opened my eyes to the vast world of modern-day management whose surface I see I have only scratched so far, and I look forward to Appelo’s work guiding me along as I learn.”

J.B. Rainsberger, Consultant, Coach, Mentor, jbrains.ca, author of JUnit Recipes

“ Software projects are complex living systems; knowledge loss happens as soon as you manage them. Make your life easier, minimize the loss: Read this book!”

Jacopo Romei, Agile Coach, co-author of Pro PHP Refactoring

“ For people who ‘get’ the message, this book may prove to be as valuable as Darwin’s book On the Origin of Species.”

Florian Hoornaar, Entrepreneur, Octavalent

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Product Details

  • ISBN-13: 9780321718990
  • Publisher: Pearson Education
  • Publication date: 1/11/2011
  • Sold by: Barnes & Noble
  • Format: eBook
  • Edition number: 1
  • Sales rank: 897,333
  • File size: 5 MB

Meet the Author

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.

 

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Table of Contents

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

 

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  • Posted February 24, 2011

    Love IT!

    Excellently refreshing take on Agile Management and how to foster the right environment for success...

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