Download Agile Management: Leadership in an Agile Environment by Ángel Medinilla PDF

By Ángel Medinilla

In case you have attempted to enforce Agile on your association, you could have most likely realized much approximately improvement practices, teamwork, procedures and instruments, yet too little approximately tips on how to deal with such a firm. but managerial aid is frequently the most important obstacle to effectively adopting Agile, and proscribing your Agile efforts to these of the advance groups whereas doing an identical old-style administration will dramatically restrict the facility of your company to arrive the following Agile level.

Ángel Medinilla offers you a accomplished knowing of what Agile ability to a company and the manager’s position 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. according to his historical past as a “veteran” Agile advisor for firms of all sizes, he supplies insights and stories, issues out attainable pitfalls, provides functional techniques and attainable eventualities, additionally together with specific feedback for additional reading.

If you're a supervisor, crew chief, evangelist, swap agent (or no matter what great identify) and on the way to push Agile extra on your association, then this is often your publication. you'll learn the right way to switch the paradigm of what administration is set: it isn't approximately arbitrary judgements, consistent supervision and growth keep an eye on, and the negotiation of fixing requisites. it truly is approximately motivation, self-organization, accountability, and the exploitation of all undertaking stakeholders’ wisdom. we are living in a unique global than the person who such a lot administration specialists of the twentieth century describe, and corporations that attempt for fulfillment and excellence will desire a new type of supervisor – Agile managers.

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Try to live by the philosophy of “Release early, release often and listen to your customers” proposed by Eric S. 7 Several approaches have been proposed for this, including Alistair Cockburn’s walking skeleton or the Minimum Marketable Feature Set/Minimum Viable Product concept. • Daily meetings: Meetings are often seen as a terrible waste of time. The solution is not to have fewer meetings (well, maybe just a few less) but to be more efficient in their moderation and facilitation. On the other hand, in groups of people often called “teams,” it is not rare to find individuals who don’t know what their colleagues are doing in any given moment and think that they only have to worry about their personal bit of stuff.

The hard part is trying to see your whole system as a way to produce value for your customer and truly understand how you provide that value. Not everything your client pays for is value, and on many occasions, companies are dead wrong about how their client sees the value of the product. ” But the CEO replied, “nonsense! You don’t understand this company! Holes! ” The CEO understood a deep truth about what their client valued. If there was a better way of making holes in a wall than using a drill machine, the company was wasting its efforts on building better drill machines.

Working software is the primary measure of progress, and the features we deliver are prioritized in order to satisfy our customer needs, so the most important features are delivered first. These deliveries to the customer are done on short time scales, from a couple of weeks to a Again: From Values and Principles to Practices and Tools 43 couple of months, and the delivered product should be as close to production state as possible. Every delivery creates an opportunity for our client to test the software, change the requirements, and replan the whole project, something we welcome as a way to provide competitive advantage to him.

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