Jim Highsmith



Average rating: 4.06 · 1,198 ratings · 63 reviews · 7 distinct worksSimilar authors
Agile Project Management: C...

3.69 avg rating — 237 ratings — published 2004 — 9 editions
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Agile Software Development ...

3.81 avg rating — 42 ratings — published 2002
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Adaptive Leadership

3.94 avg rating — 34 ratings — published 2013 — 3 editions
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Adaptive Software Developme...

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3.47 avg rating — 30 ratings — published 1999 — 5 editions
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Edge: Value-Driven Digital ...

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4.50 avg rating — 4 ratings2 editions
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Lean Software Development: ...

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4.17 avg rating — 925 ratings — published 2003 — 6 editions
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Manifesto for Agile Softwar...

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4.71 avg rating — 55 ratings — published 2001 — 3 editions
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“Authoritarian managers use power, often in the form of fear, to get people to do something their way. Leaders depend for the most part on influence rather than power, and influence derives from respect rather than fear. Respect, in turn, is based on qualities such as integrity, ability, fairness, truthfulness—in short, on character. Leaders are part of the team, and although they are given organizational authority, their real authority isn't delegated top-down but earned bottom-up. From the outside, a managed team and a led team can look the same, but from the inside they feel very different.”
Jim Highsmith, Agile Project Management: Creating Innovative Products

“A traditional project manager focuses on following the plan with minimal changes, whereas an agile leader focuses on adapting successfully to inevitable changes.”
Jim Highsmith, Agile Project Management: Creating Innovative Products

“Agility is principally about mindset, not practices.”
Jim Highsmith, Agile Project Management: Creating Innovative Products



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