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Management 3.0

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. Product Description 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. Backcover 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. 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&nbsIn 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 worksThoroughly 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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