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Management 3.0: Leading Agile Developers, Developing Agile Leaders

4.10  ·  Rating Details  ·  978 Ratings  ·  72 Reviews
Management 3.0: Leading Agile Developers, Developing Agile Leaders Book Description
Paperback, 413 pages
Published January 7th 2011 by Addison-Wesley Professional (first published December 16th 2010)
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Community Reviews

(showing 1-30 of 3,000)
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Jurgen Appelo
Mar 03, 2011 Jurgen Appelo rated it it was amazing  ·  (Review from the author)
It's my own book. Of course, I like it! :)
Yves Hanoulle
Jul 28, 2012 Yves Hanoulle rated it really liked it  ·  review of another edition
This book made me think.

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

Book Review: Management 3.0 by Jurgen Appelo: An Excellent Approach

Management 3.0: Leading Agile Developers, Developing Agile Leaders (Addison-Wesley Signature Series (Cohn)) by Jurgen Appelo is talks about the relationship between an organization and management and how the success of failure depends a lot on this relationship. As we go by the chapters, we learn to know that at times it is not any external factors that becomes a failure factor for Agile de
Sebastian Gebski
Yes, I gave this book 5 stars, but it really wasn't easy to evaluate.

On one hand, Jurgen is a really sharp fellow & book is packed with a lot of interesting insights, ideas, concepts & references to another sources. The content really seems relevant & clearly applies to manager's role, especially in somehow "agile" environment.

On the other hand though, the form of this book feels very soft. I've made some bookmarks to catch the most important (IMHO) messages, but truth is that this b
Andy Lowry
Mar 07, 2013 Andy Lowry rated it it was amazing  ·  review of another edition
As the first proper management book I've read (at least to completion) it's difficult to compare this to other management books. However I still believe this is a fantastic book.

The first part of the book presents a general overview of Management, Agile Software Development and Complexity Theory. The second part alternates between theory and practise of Jurgen's model.

For me this is a very different view of management than I've previously been aware of, and having an interest in Complexity Theor
Kim Leandersson
Reading this book is like reading an executive summary of many other management books and tons of research made in this field. Saves you a lot of time and makes it quite efficient, but at the same time the format becomes a bit special with all the referrals to other sources.

The book itself is good but not great, the author makes good conclusions and have a good way to mix in examples from the normal life. He also uses his own experience in a way that makes the book a bit less heavy to digest.

May 22, 2016 Christian rated it really liked it  ·  review of another edition
Shelves: agile-management
Das Buch Management 3.0 von Jurgen Appelo beschäftigt sich mit der veränderten Rolle des Managements in agilen Unternehmen. Einer der wichtigsten agilen Aspekte sind selbstorganisierte Teams. Welche Auswirkungen hat dies nun auf einen Manager?

Jurgen Appelo stellt in seinem Buch verschiedene Management Modelle vor. Er ist jedoch davon überzeugt – und macht dies auch von Anfang an klar – dass die benötigten Management-Modell nicht aus der klassischen Management-Theorie abgeleitet werden können.

Nick Skelton
This was recommended at the end of a short lecture given for a group of startups who were in need of CTO's. This book deeply resonates with me - it both reflects the attitudes and principles I use to manage and instructed me on how to improve 10x.

Most management is black magic, strong arming, intimidation, passive aggressive, and reliant on traditional concepts passed from seniors to juniors. There is very little science involved. Jurgen changes that and demands proof for the wives tales that m
Stewart Adcock
Dec 02, 2014 Stewart Adcock rated it really liked it
This book is really hard to rate - some of it is inspired, thought-provoking, relevant - but some of it is utter dross.

I had high expectations for this book as it was independently recommended to me three times over a six week period

If you are a structural chemist, skip over the picture of "bulk water structure" on page 4. It gets better.

The key theses of the book are the 6 views of "management 3.0". It is written in a friendly and accessible style. The structure of the book, with alternating t
Aug 09, 2011 Pedro rated it really liked it  ·  review of another edition
Management is changing.
Things are not as simple as we thought, and their behavior not as predictable.

This book is a good first step to introduce complexity theories in the body of knowledge of management. Specially in management of software organisations.
Sep 20, 2012 Donatomm rated it it was amazing  ·  review of another edition
Unlike the usual business books, this one is so inspiring and solidly based on literature, scientific research and lesson learned that make it an absolute must read for everyone who deals with an organization - any of them
Apr 16, 2012 Pavleras rated it it was amazing  ·  review of another edition
It is one of the most important books about this topic. From my point of view, it is a required novel for anybody who wants to improve management skills.
It is a funny book but few chapters are very difficult.

Paul Brandt
Jan 02, 2014 Paul Brandt rated it really liked it
Are managers the reason why the agile (r)evolution is hampered within organisations? Or more positively put: what can and should be done to nurture the agile culture and see its growth in your organisation? Acknowledging that organisations and their culture are complex systems, he draws from current scientific insights in complexity theory in lending a hand to overcome this obstacle of management. Even better so, he provides for the insights that will definitely embarque managers onto a path of ...more
Mar 21, 2016 Richard rated it really liked it  ·  review of another edition
The book is targeted at Agile management of software development teams but the ideas within it are not specific to them. It is written in a mixture of anecdotes, theories from scientific papers and practical approaches you can take. The target is to present a model which has 6 "views"; Energise people, Empower teams, Align constraints, Develop competence, Grow structure & Improve everything. Here are the things which I noted from each of these views.

Energise people - Innovation is the key to
Ram Ramalingam
Dec 11, 2014 Ram Ramalingam rated it it was amazing  ·  review of another edition
Management 3.0 is a must-read for any aspiring leader in the knowledge industry. If you are working with a skilled, thinking, innovating team - or wondering your work force is not that, and want to make your team do all that, read this book. All the classics from MBA school treat humans as predictable machines. The world has come a long way in understanding how people are motivated - starting from a education context to that of an organization. We used to think linearly, then came systems thinki ...more
Henri Hämäläinen
Management 3.0 is an excellent book. Even though the name might promise a one more management model to learn, Jurgen Appelo tells that there isn't a model that would suit all. To be more precise, Jurgen tells that all models have their flaws. He does say that models are important, but we need to remember that all companies, products, people and environment are different in every case.

Jurgen does give his view on what is important in Management in the future. His model has six major themes, which
Sep 07, 2011 Marie rated it liked it  ·  review of another edition
Shelves: fact
I have set myself the goal of reading one job related book a year and this was this years' lucky book.
It was a good pick as it was a realtively easy read. It avoided the unnecessary duplication favoured by so many American academics (the all seemed to have gone on the course of say what your going to say then say it and then tell them what you've said course and missed the part where the course was for presentations and not books). I enjoyed the way that theory from other areas was brought in an
Laurens Bonnema
Apr 28, 2013 Laurens Bonnema rated it it was amazing  ·  review of another edition
I've read a prerelease copy of this book, then the first edition, and recently the Kindle version. And only now, after reading it three times, do I get around to writing a review. That's because the first two times I read this book, it sent me off on a reading spree that had me dive into complexity theory and complex adaptive systems.

I agree with three-star reviewer Glen B. Alleman that the book is a bit anecdotal. That might not be to everyone's taste. The anecdotal style serves a purpose thou
Fernando Cuenca
Jun 29, 2016 Fernando Cuenca rated it really liked it  ·  review of another edition
Very interesting overview of modern management, from a Complexity Theory perspective. I liked the strong connections with natural sciences, reinforcing the notion that when managing organizations we're dealing with living organisms.

Best chapters for me: those discussing self-organization and the nature of change.

The structure of "theory vs. practice" chapters is a good idea, but sometimes the "practical" chapter didn't feel actionable enough.

The author has an informal, "tongue in cheek" style th
Timmie McArthur
Mar 22, 2016 Timmie McArthur rated it it was amazing
Shelves: technical, business
This book presented management from a complexity perspective - a topic that I have been interested in for some time, and which I spoke about a technical interchange meeting approximately 8 years ago. I recommend this book to others who want to better understand managing agile projects, and those who want to better understand the application of complexity concepts to management.
Mar 01, 2013 Arjen rated it really liked it  ·  review of another edition
Shelves: computing
Unlike must books on agile methods, this book is not aimed at developers but at managers. Really nice read. Some critics claim that Jurgen is only repeating and combining already widely known stuff like system theory, agile, lean, kanban, kevin kelly, richard dawkins, peopleware. True. But he manages to:
1. explain the concepts concisely and clearly
2. apply to concepts to real world use cases

What is nice as well is that the author doesn't take himself too serious. I like that. On the other hand,
Collin Rogowski
Apr 17, 2013 Collin Rogowski rated it really liked it  ·  review of another edition
This is a good overview and starting point on "modern management". It's very comprehensive and includes theoretical background and practical tools (most books on this subject have only one or the other). Everything is thoroughly researched and the bibliography is probably worth the price of the book alone.

One thing that I didn't like so much:
The tone is sometimes too aggressive for my taste. E.g.: "Every time I'm on a plane, I get to see the safety instructions, reminding me that I have to put o
Hal Taylor
Apr 19, 2016 Hal Taylor rated it it was amazing  ·  review of another edition
An interesting blend of theoretical models and practical application. Apello is thoughtful, well-informed, and inspiring. Sort of like Seth Godin for software engineering. Read his other books, too.
Mar 06, 2013 Hariharan rated it liked it  ·  review of another edition
Shelves: management, agile
The key takeaway from this book is that complexity is inherent in a team/organization and there is no straight forward predetermined way to manage it. It requires strategies specific to the problem and the situation at hand. Thus, any theory is equally right or equally wrong but all of them bring in (or take away) some value or another to the situation at hand! It rests in the hands of a capable manager to use them judiciously and create a high performing Agile team.

The book is witty, entertaini
Mark Schisler
Managing people is a very personal topic, however, this author reads the subject very clinically, intertwining his own post-modern worldview along the way. I found this book to be very scatter-brained, jumping from hypothesis to hypothesis of what might motivate your direct reports (if you had them, but hopefully you don't because that isn't a very agile way to act.) You might find something that helps you here, but if you do, it will be covered with the depth typical of a wikipedia article.

If y
Adnan Ali
Jul 27, 2016 Adnan Ali rated it it was amazing  ·  review of another edition
Probably the best book on management I've read so far. Which doesn't mean I agree with all that's there. Just that it is very comprehensive.
Feb 08, 2012 Wouter rated it it was ok  ·  review of another edition
This is more a collection of scientific methods Appelo tries to map onto management than anything else. It's mildly entertaining in the beginning, but very frustrating in the middle to end (for instance when he talks for the fifth time about his beloved car, or when he states that his code is his and no-one should touch it... Wait what?)

I gave it a 2/5 just because of the nice reference material present. You could skip the entire book and just browse the appendix if you're interested in complexi
Stancalău Cristian
Very well thought out book. A lot of theory behind complexity theory to back the management related statements.
Frederic Vandaele
I finish it! I must admit that I like it so much that I take time to read it on purpose. It is a very dense book that covers tons of management concepts. I was really happy to get the Management 3.0 training before I start to read it.

Most of Management books presents 1 or 2 big ideas and some case studies to validate it. Jurgen's book is completely different. It expose thousand of theories and confront it to each other and to the reality. It embrace complexity thinking and provide a reflection
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Jurgen Appelo is pioneering management to help creative organizations survive and thrive in the 21st century. He offers concrete games, tools, and practices, so you can introduce better management, with fewer managers.

Jurgen calls himself a creative networker. But sometimes he’s a writer, speaker, trainer, entrepreneur, illustrator, manager, blogger, reader, dreamer, leader, freethinker, or… Dutch
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“the 10 Desires of Team Members: Make sure that people feel competent at what they are doing. Give them work that challenges their abilities but that is still within their grasp. Try to let people feel accepted by you and the group. Compliment them on their achievements (but only if you mean it). Make sure that their curiosity is addressed. Even though some activities can be boring, there should always be something new for them to investigate. Give people a chance at satisfying their honor. You must allow teams to make their own rules, which team members will follow happily (or sometimes grudgingly). Infuse the business with some idealism (purpose). You’re not just there to make money. You’re also making a (small) contribution to make the world a better place. (Note: Be careful with this one. It is often abused by top management in an attempt to obfuscate its real purpose, which is simply to make money.) Foster people’s independence (autonomy). Allow them to be different from other people, with their own tasks and responsibilities. And compliment them on their original and interesting hair style. Make sure that some level of order is maintained in the organization. People work better when they can rely on some (minimal) company rules and policies. Make sure that people have some power or influence over what’s happening around them. Listen to what they have to say and help them in making those things happen. Create the right environment for social contacts (relatedness) to emerge. There’s usually no need to venture into the romance area, but friendships can easily arise, provided that managers take care of a fertile context. Finally, it is important for people to feel that they have some status in the organization. They shouldn’t feel like dangling somewhere at the bottom of a big hierarchy.” 0 likes
“when organizations adopt Agile practices, it is imperative that team leaders and development managers learn a better approach to leading and managing their teams.” 0 likes
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