Jim Highsmith

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March 2017


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Average rating: 4.08 · 1,437 ratings · 96 reviews · 9 distinct worksSimilar authors
Lean Software Development: ...

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4.17 avg rating — 1,040 ratings — published 2003 — 6 editions
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Agile Project Management: C...

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Edge: Value-Driven Digital ...

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Manifesto for Agile Softwar...

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4.68 avg rating — 84 ratings — published 2001 — 3 editions
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Agile Software Development ...

3.80 avg rating — 44 ratings — published 2002
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Adaptive Leadership

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Adaptive Software Developme...

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Engineering the Digital Tra...

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Wild West to Agile: Adventu...

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More books by Jim Highsmith…
The Forgetting
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by Hannah Beckerman (Goodreads Author)
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Scaling Up Excell...
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All the Seas of t...
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by Guy Gavriel Kay (Goodreads Author)
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Fox Creek by William Kent Krueger
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The Forgetting by Hannah Beckerman
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Scaling Up Excellence by Robert I. Sutton
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Good Power by Ginni Rometty
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Desperation in Death by J.D. Robb
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The Cabinet of Dr. Leng by Douglas Preston
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Reinventing Capitalism in the Digital Age by Stephen Denning
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Mad Honey by Jodi Picoult
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The First Lady
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Quotes by Jim Highsmith  (?)
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“The tail is the time period from “code slush” (true code freezes are rare) or “feature freeze” to actual deployment. This is the time period when companies do some or all of the following: beta testing, regression testing, product integration, integration testing, documentation, defect fixing. The worst “tail” I’ve encountered was 18 months—18 months from feature freeze to product release, and most of that time was spent in QA. I’ve”
Jim Highsmith, Adaptive Leadership

“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




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