Management 3.0: Leading Agile Developers, Developing Agile Leaders
Publication date: October 1, 2010
Agile management is an often overlooked part of Agile. There are many dozens of books for agile developers and project managers, but very few for agile managers and leaders. However, when organizations adopt agile software development, not only developers and project managers need to learn new practices. Development managers and team leaders must also learn a different approach to leading and managing organizations.
It is often heard that, around the world, management is the biggest obstacle in transitions to agile software development. Managers need to learn what their new role is in software development organizations in the 21st century, and how to get the best out of Agile. This book will help them.
Table of Contents
| Chapter | |||
|---|---|---|---|
| 1 | Introduction | ||
| 2 | About Agile | ||
| 3 | About Complexity | ||
| 4 | Activate People: Why? | ||
| 5 | Activate People: How? | ||
| 6 | Empower Teams: Why? | ||
| 7 | Empower Teams: How? | ||
| 8 | Align Results: Why? | ||
| 9 | Align Results: How? | ||
| 10 | Enforce Discipline: Why? | ||
| 11 | Enforce Discipline: How? | ||
| 12 | Manipulate Context: Why? | ||
| 13 | Manipulate Context: How? | ||
| 14 | Acquire Knowledge: Why? | ||
| 15 | Acquire Knowledge: How? | ||
| 16 | Measure Performance: Why? | ||
| 17 | Measure Performance: How? | ||
| 18 | Conclusion | ||


