Agile Management: Leadership in an Agile Environment - download pdf or read online

By Ángel Medinilla

ISBN-10: 3642289096

ISBN-13: 9783642289095

When you've got attempted to enforce Agile on your association, you could have most likely discovered much approximately improvement practices, teamwork, tactics and instruments, yet too little approximately the way to deal with such a company. but managerial help is usually the largest obstacle to effectively adopting Agile, and restricting your Agile efforts to these of the improvement groups whereas doing an analogous old-style administration will dramatically restrict the power of your company to arrive the subsequent Agile level.

Ángel Medinilla provides you with a accomplished realizing of what Agile potential to a company and the manager’s function in such an atmosphere, i.e., the best way to deal with, lead and encourage self-organizing groups and the way to create an Agile company tradition. in response to his heritage as a “veteran” Agile advisor for firms of all sizes, he gives you insights and stories, issues out attainable pitfalls, provides sensible ways and attainable situations, additionally together with designated feedback for additional reading.

If you're a supervisor, group chief, evangelist, swap agent (or no matter what great name) and in an effort to push Agile additional on your association, then this can be your ebook. you'll learn find out how to swap the paradigm of what administration is set: it's not approximately arbitrary judgements, consistent supervision and development keep an eye on, and the negotiation of adjusting requisites. it really is approximately motivation, self-organization, accountability, and the exploitation of all undertaking stakeholders’ wisdom. we are living in a distinct international than the one who so much administration specialists of the twentieth century describe, and corporations that attempt for achievement and excellence will desire a new form of supervisor – Agile managers.

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Of course, contracts are important. But even when you are protected by a contract, if your client finds new needs and you don’t put them into the product because your contract does not require you to do so, you are not providing the most possible value to your client. If both parts accept that 40 2 Lean and Agile in a Nutshell project will change and they are fine with that, a better way of collaborating and building products will be reached. This acceptance of change is also present in the fourth value: responding to change over following a plan.

Feature-Driven Development: If we have to deliver working software every 2 weeks or so, a high stress has to be put on developing working features as a whole, instead of spending some months designing the architecture, then another few months developing the core, then application logic, then user interfaces. Evolving architecture can be a pain when you’ve never done it before, but feature-driven teams can react better to the feedback coming from the customers and reduce risks by, for example, not investing too much on the wrong architecture or the wrong product.

As said, this is not a call to ban processes and tools: software development is a knowledge-sharing game, and the best way of managing knowledge is through personal interactions. Processes and tools must be designed keeping this fact in mind and they should foster communication, interaction . and face-to-face communication. If they keep people out of this kind of interactions, asking to fill timesheets, knowledge-based wikis, and a whole bunch of procedural forms instead, then they should be redesigned.

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Agile Management: Leadership in an Agile Environment by Ángel Medinilla

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