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Management 3.0: Leading Agile Developers, Developing Agile Leaders
In many organizations, management is the biggest obstacle to successful Agile development. Unfortunately, reliable guidance on Agile management has been scarce indeed. Now, leading Agile manager Jurgen Appelo fills that gap, introducing a realistic approach to leading, managing, and growing your Agile team or organization. Writing for current managers and developers moving into management, Appelo shares insights that are grounded in modern complex systems theory, reflecting the intense complexity of modern software development. Appelo's Management 3.0 model recognizes that today's organizations are living, networked systems; and that management is primarily about people and relationships. Management 3.0 doesn't offer mere checklists or prescriptions to follow slavishly; rather, it deepens your understanding of how organizations and Agile teams work and gives you tools to solve your own problems. Drawing on his extensive experience as an Agile manager, the author identifies the most important practices of Agile management and helps you improve each of them. Coverage includes - Getting beyond "Management 1.0" control and "Management 2.0" fads - Understanding how complexity affects your organization - Keeping your people active, creative, innovative, and motivated - Giving teams the care and authority they need to grow on their own - Defining boundaries so teams can succeed in alignment with business goals - Sowing the seeds for a culture of software craftsmanship - Crafting an organizational network that promotes success - Implementing continuous improvement that actually works Thoroughly pragmatic-and never trendy-Jurgen Appelo's Management 3.0 helps you bring greater agility to any software organization, team, or project.
451 pages, ebook
First published December 16, 2010
About the author
Jurgen Appelo
9 books899 followersAs an author, speaker, and entrepreneur, Jurgen Appelo helps innovative organizations survive and thrive in the 21st century. He gladly shares stories, games, tools, and practices, so you can create your own way of working as a network organization. Most importantly, he offers the unFIX model for organization design, continuous innovation, and a better human experience.
Jurgen calls himself a creative networker. But sometimes he’s a writer, speaker, trainer, entrepreneur, designer, manager, blogger, reader, dreamer, runner, freethinker, or … Dutch guy. Inc.com has called him a Top 50 Leadership Expert and a Top 100 Leadership Speaker.
From 2008, Jurgen wrote a popular blog at NOOP.NL with ideas on agile management and organizational change. He is the author of the best-selling book Management 3.0, which describes the role of the manager in agile organizations; How to Change the World, which describes a supermodel for change management; Managing for Happiness, which offers you practical ideas to engage workers, improve work, and delight clients; and Startup, Scaleup, Screwup, which dives into the major topics that business leaders and entrepreneurs are confronted with throughout the business lifecycle. And the fifth book he is working will be Glitches of Gods ... a sci-fi novel!
Jurgen can help you upgrade your organizational structure with more engagement and faster results; He can show you how to increase your business agility with faster product development; He shows you how to creatively manage your company; And he can inspire creative professionals with a purpose, helping them integrate work and more joyful living.
Jurgen is CEO of The unFIX Company and Happy Melly and co-founder of the Agile Lean Europe network.
Jurgen calls himself a creative networker. But sometimes he’s a writer, speaker, trainer, entrepreneur, designer, manager, blogger, reader, dreamer, runner, freethinker, or … Dutch guy. Inc.com has called him a Top 50 Leadership Expert and a Top 100 Leadership Speaker.
From 2008, Jurgen wrote a popular blog at NOOP.NL with ideas on agile management and organizational change. He is the author of the best-selling book Management 3.0, which describes the role of the manager in agile organizations; How to Change the World, which describes a supermodel for change management; Managing for Happiness, which offers you practical ideas to engage workers, improve work, and delight clients; and Startup, Scaleup, Screwup, which dives into the major topics that business leaders and entrepreneurs are confronted with throughout the business lifecycle. And the fifth book he is working will be Glitches of Gods ... a sci-fi novel!
Jurgen can help you upgrade your organizational structure with more engagement and faster results; He can show you how to increase your business agility with faster product development; He shows you how to creatively manage your company; And he can inspire creative professionals with a purpose, helping them integrate work and more joyful living.
Jurgen is CEO of The unFIX Company and Happy Melly and co-founder of the Agile Lean Europe network.
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Displaying 1 - 30 of 145 reviews
March 3, 2011
It's my own book. Of course, I like it! :)
May 28, 2017
It's a great book. Presents a great model for many aspects of managing software development.
For example, it puts the manager in a position of working together with the team, rather than a position of authority. Nice theoretical references, practical advice and real project storytelling.
Not a 5 star because of the promise of at least 2 good jokes. I couldn't find them. Seriously, there are quite a few weird metaphors and analogies that are very hard to relate to, some extra jokes between parenthesis that only interrupt the line of thought, as well as story fillers that could be left out. Maybe the intention was to make the more pleasant to read. I think without these the book would still be a very nice read.
For example, it puts the manager in a position of working together with the team, rather than a position of authority. Nice theoretical references, practical advice and real project storytelling.
Not a 5 star because of the promise of at least 2 good jokes. I couldn't find them. Seriously, there are quite a few weird metaphors and analogies that are very hard to relate to, some extra jokes between parenthesis that only interrupt the line of thought, as well as story fillers that could be left out. Maybe the intention was to make the more pleasant to read. I think without these the book would still be a very nice read.
July 29, 2012
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.
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.
August 17, 2017
This book is absolutely marvellous! A gem with so many takeaways I couldn't read it when I didn't have my highlighter with me. Few works make so much sense throughout the whole book as this one and it's very important to note that it's based on actual research not just random thoughts of a successful manager.
I recommend it to all managers of any industry, team leads and senior software developers.
I recommend it to all managers of any industry, team leads and senior software developers.
October 23, 2022
This book isn’t an easy one to read in my opinion. Maybe because I didn’t know Management 3.0 before, even a resume about its pillars. The book brings a detailed and extensive vision of management 3.0.
Because it brings a lot of information including foundation concepts to support the ideas written on it, and many related subjects, I felt difficult to connect with the topic management 3.0 sometimes.
My tips to try to get the best of the book is:
1.0 Try to read a short resume of what is management 3.0 first. An easy one. Reading what is management 3.0 before reading this book will help you connect with the topics of the book.
2.0 Try to understand the chapter about systems and how they work well before advance to the next chapters. The author uses a lot these concepts throughout the entire book.
I gave 4 stars because the author brings a lot of good information and many good references about management and related subjects.
I dint’t give 5 stars, because I felt the necessity of a lighter introduction first of what is management 3.0 and it’s pillars, before to dive into more details. This would enable to connect each detailed topic with the broad idea.
Because it brings a lot of information including foundation concepts to support the ideas written on it, and many related subjects, I felt difficult to connect with the topic management 3.0 sometimes.
My tips to try to get the best of the book is:
1.0 Try to read a short resume of what is management 3.0 first. An easy one. Reading what is management 3.0 before reading this book will help you connect with the topics of the book.
2.0 Try to understand the chapter about systems and how they work well before advance to the next chapters. The author uses a lot these concepts throughout the entire book.
I gave 4 stars because the author brings a lot of good information and many good references about management and related subjects.
I dint’t give 5 stars, because I felt the necessity of a lighter introduction first of what is management 3.0 and it’s pillars, before to dive into more details. This would enable to connect each detailed topic with the broad idea.
May 4, 2014
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.
I especially liked the first 70% of the book, the last chapters got too heavy with line after line attacking me with new theories and links to some source.
Should definitely be recommended to anyone interesting in how agilization affects the organization, the people and the managers.
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.
I especially liked the first 70% of the book, the last chapters got too heavy with line after line attacking me with new theories and links to some source.
Should definitely be recommended to anyone interesting in how agilization affects the organization, the people and the managers.
March 21, 2016
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 survival for a company, and innovation is the combination of information, knowledge, creativity, motivation, diversity & personality. Here people are key to the system, and people are complex. To energise people they need a creative environment which is safe (where people have freedom and can take risks without consequences), has games (allow people to practice their creative talents), is variation (routine kills creativity), visibility (show off creativity breeds more creativity), on the edge (challenges should be a little scary). Traditional management used extrinsic motivation, e.g. target driven bonuses, however these reduce creativity. Instead creativity is best when it comes from intrinsic motivation. Intrinsic motivations are to feel competent, to be accepted, curiosity, honor, purpose, autonomy, order, influence, social contact/relatedness & status from challenging work, achievement, personal growth, recognition & responsibility. Additionally "hygiene factors" such as job security, salary, working conditions, etc - these don't motivate people but there absence does demotivate people.
Empower teams - No one person can comprehend an entire project, this is why at planning and daily stand-ups the entire team need to be present. As such the team is the best place to make decisions, not some manager since the team has the most information and understands it the best. As such empowering the team produces both the best results but also allows a company to grow. Telling people what to do just builds up motivational debt, but asking empowers people for their input and sometimes results in a better idea as well as the work actually getting done. Additionally a manager should not step in to make a decision but might help the team make their own decision - the worst thing a manager can do is to think "If I want a job doing properly do it myself" as this just obliterates the empowerment of the team. People or teams can be empowered for different tasks at different levels. The proposed levels go from management take control through to the team take control, these being Tell, Sell, Consult, Agree, Advise, Inquire, Delegate. For different people and different tasks they might have different levels (e.g. spending < £500 might be an inquire but for people in their first 3 months this might be at the consult level). There are different levels of maturity for empowered tasks from the low maturity level with little risk for the company, this could be things such as coding guidelines or internal workshops; through to moderate maturity which would be things such as self-organising the team, getting people involved in interviewing others for the team or potentially developing a new business model; up to a high maturity level where people determine their own salaries, choose their own projects or job title. Sometimes you would not empower an individual to do something but you might empower the team, so collectively they are responsible. Empowerment is built on trust & respect; between a manager and the team, team and a manager, within the team and within yourself - it needs to be built. One way to build trust is to be open and visible, if you tell people as much as possible (even if you think it might not be relevant) then they will do the same and build trust further.
Align constraints - Manage the system, not the people. So we now have a group of creative and empowered people and teams. There are always boundaries, and these boundaries should be tweaked and refined to get the desired outcomes from the team. The role of a leader is to develop the self organising system, protect the system & direct the system. Directing the team is to give it purpose. People have three types of purpose intrinsic, extrinsic and autonomous. The intrinsic purpose of a software team is to create software - without this the team no longer exists. The autonomous purpose for the same team might be to develop "clean code". The extrinsic purpose is imposed by a leader, and this can be for the individual team or company since it is only the leader who can is responsible for the whole system. This extrinsic purpose(s) is the long term vision, for the product the team and/or company as well as the short term mission. These statements should be understandable, concise, memorable, ambitious, actionable, useful, plain, tangible, excitable, and inspiring. Again, a purpose linked to a reward will likely restrict people and reduce creativity.
Develop competence - Growing competencies is key to systems improving. There are multiple ways to grow competencies - self directed, being coached (this does not need to be by a manager), certification (the certificate only attests to your ability at a point in time but the process of certification will give you learning targets), tools (such as check lists), peer review and feedback, supervisors (to check quality), management (to check compliance). Care has to be taken else you get a "what you measure is what you get" approach, and if this is of a sub-system the optimisation of which might be bad for the business as a whole. The dimensions which contribute towards the project are functionality, quality, tools, people, time, process & value so these would give a more holistic view of progress but should be measures at the highest level which they make sense. Competency is a mixture of skill and discipline. Skill is missed out of the agile manifesto, and following which craftsmanship or mastery has been an important topic. Discipline is things such as task board up to date, meetings start on time, code coverage, etc. Skill and discipline are deliverables, where as knowledge or experience is theoretical - people should be rated on their deliverables not on the theoretical. Where possible use relative ratings - how much better are things than the last time, not just how good are things. As with all of agile, people should get feedback quickly. The people who work closely together should provide feedback - not managers who do not work with people continually.
Grow structure - With people being the core of the system, communication is the key to success. Communication is tricky as different people interpret the same thing differently - it is a combination of information, relationship and feedback. Since relationships are key to this whenever a team is forced together the communication will start poorly, as such keeping a team together (even if the project change) is beneficial. Where feedback between team members is poor the communication suffers and the result is unpredictable. The structure of communication should impact the structure of the teams - where communication within the team should be the primary communication. Communication from outside of the team will always be needed but this should be at a slower pace. This has impact on the decision between forming a functional or cross-functional team. Where communication is mostly within a function then a functional team is more optimal but where the communication with with others then a cross-functional team is more optimal. This might also change over time, and it might be worth seconding someone from a functional team to another team to ease communication. Since each team optimises for its own process it is possible that, for example, a functional team might optimise its process so the function is very efficient but this might not be efficient for its users - as such each team should be a value center with other teams as valued customers. For inter-team communication there are two approaches - where all communication goes via management or where teams talk directly. It is mostly the case where teams talking directly is best because of bottlenecks which going via management introduce. The ideal team is one of 3-7 people where members compliment each other in such a way that they get the job done quickly - this is only possible by having a diverse team. It has also been shown that the product developed is a reflection of communication structure of organisations - e.g. have 2 teams working on a compiler and you will get a two parse compiler. So the team needs to be adapted to the product which is being developed. To keep people interested their role should change regularly, so it is best to keep job titles broad to allow flexibility. These broad titles help informal leadership - everyone in the team should take on whatever is needed for the team to function best be it leadership or development. To facilitate this generalised specialists (T people) aid in the team members being able to take on any task required. Build on the communication by connecting people to build relationships and improve communication.
Improve everything - A system is a success until it is not, the best we can do is delay failure - a system has to change to be able to keep up and delay its end. For a system to be changed it has to take into account the current environment the system is in - simply repeating someone else approach to solving a problem will not yield the same results for you as it did for them. Systems can adapted but they also need to explore new ideas as well as anticipate potential shifts - these should be continually being reevaluated to maintain change and prevent failure. The model presented identifies the following steps to improve the system; identify the problem, define the goal of the change, define success metric, identify the improvement, implement the improvement, collect the metric, analyse the results, distill learnings and loop again. This can reach the best peak for this mountain but it might not be the peak of the maintain range - taking radical jumps from one mountain to the next might not land you in the idea place but you can improve from there to get to the top. People naturally don't like change and sometimes the environment needs to be changed to encourage people to try things. To prevent stagnation it is important for teams to try out new approaches to see if they improve things for them - sometimes even by imposing a little pain for stagnation, this then gets teams to want to improve themselves to reach the next peak. There are three strategies for optimal performance. Changes and improvements to existing practices. When starting new projects try out taking the best solutions others teams are using and see if the combination results in a better result. Increase inter-team communication to spread ideas which teams might then pick up on and use. Some tools for doing this are using retrospectives, improvement backlogs, use catalysts to encourage change, improvement community.
Energise people - Innovation is the key to survival for a company, and innovation is the combination of information, knowledge, creativity, motivation, diversity & personality. Here people are key to the system, and people are complex. To energise people they need a creative environment which is safe (where people have freedom and can take risks without consequences), has games (allow people to practice their creative talents), is variation (routine kills creativity), visibility (show off creativity breeds more creativity), on the edge (challenges should be a little scary). Traditional management used extrinsic motivation, e.g. target driven bonuses, however these reduce creativity. Instead creativity is best when it comes from intrinsic motivation. Intrinsic motivations are to feel competent, to be accepted, curiosity, honor, purpose, autonomy, order, influence, social contact/relatedness & status from challenging work, achievement, personal growth, recognition & responsibility. Additionally "hygiene factors" such as job security, salary, working conditions, etc - these don't motivate people but there absence does demotivate people.
Empower teams - No one person can comprehend an entire project, this is why at planning and daily stand-ups the entire team need to be present. As such the team is the best place to make decisions, not some manager since the team has the most information and understands it the best. As such empowering the team produces both the best results but also allows a company to grow. Telling people what to do just builds up motivational debt, but asking empowers people for their input and sometimes results in a better idea as well as the work actually getting done. Additionally a manager should not step in to make a decision but might help the team make their own decision - the worst thing a manager can do is to think "If I want a job doing properly do it myself" as this just obliterates the empowerment of the team. People or teams can be empowered for different tasks at different levels. The proposed levels go from management take control through to the team take control, these being Tell, Sell, Consult, Agree, Advise, Inquire, Delegate. For different people and different tasks they might have different levels (e.g. spending < £500 might be an inquire but for people in their first 3 months this might be at the consult level). There are different levels of maturity for empowered tasks from the low maturity level with little risk for the company, this could be things such as coding guidelines or internal workshops; through to moderate maturity which would be things such as self-organising the team, getting people involved in interviewing others for the team or potentially developing a new business model; up to a high maturity level where people determine their own salaries, choose their own projects or job title. Sometimes you would not empower an individual to do something but you might empower the team, so collectively they are responsible. Empowerment is built on trust & respect; between a manager and the team, team and a manager, within the team and within yourself - it needs to be built. One way to build trust is to be open and visible, if you tell people as much as possible (even if you think it might not be relevant) then they will do the same and build trust further.
Align constraints - Manage the system, not the people. So we now have a group of creative and empowered people and teams. There are always boundaries, and these boundaries should be tweaked and refined to get the desired outcomes from the team. The role of a leader is to develop the self organising system, protect the system & direct the system. Directing the team is to give it purpose. People have three types of purpose intrinsic, extrinsic and autonomous. The intrinsic purpose of a software team is to create software - without this the team no longer exists. The autonomous purpose for the same team might be to develop "clean code". The extrinsic purpose is imposed by a leader, and this can be for the individual team or company since it is only the leader who can is responsible for the whole system. This extrinsic purpose(s) is the long term vision, for the product the team and/or company as well as the short term mission. These statements should be understandable, concise, memorable, ambitious, actionable, useful, plain, tangible, excitable, and inspiring. Again, a purpose linked to a reward will likely restrict people and reduce creativity.
Develop competence - Growing competencies is key to systems improving. There are multiple ways to grow competencies - self directed, being coached (this does not need to be by a manager), certification (the certificate only attests to your ability at a point in time but the process of certification will give you learning targets), tools (such as check lists), peer review and feedback, supervisors (to check quality), management (to check compliance). Care has to be taken else you get a "what you measure is what you get" approach, and if this is of a sub-system the optimisation of which might be bad for the business as a whole. The dimensions which contribute towards the project are functionality, quality, tools, people, time, process & value so these would give a more holistic view of progress but should be measures at the highest level which they make sense. Competency is a mixture of skill and discipline. Skill is missed out of the agile manifesto, and following which craftsmanship or mastery has been an important topic. Discipline is things such as task board up to date, meetings start on time, code coverage, etc. Skill and discipline are deliverables, where as knowledge or experience is theoretical - people should be rated on their deliverables not on the theoretical. Where possible use relative ratings - how much better are things than the last time, not just how good are things. As with all of agile, people should get feedback quickly. The people who work closely together should provide feedback - not managers who do not work with people continually.
Grow structure - With people being the core of the system, communication is the key to success. Communication is tricky as different people interpret the same thing differently - it is a combination of information, relationship and feedback. Since relationships are key to this whenever a team is forced together the communication will start poorly, as such keeping a team together (even if the project change) is beneficial. Where feedback between team members is poor the communication suffers and the result is unpredictable. The structure of communication should impact the structure of the teams - where communication within the team should be the primary communication. Communication from outside of the team will always be needed but this should be at a slower pace. This has impact on the decision between forming a functional or cross-functional team. Where communication is mostly within a function then a functional team is more optimal but where the communication with with others then a cross-functional team is more optimal. This might also change over time, and it might be worth seconding someone from a functional team to another team to ease communication. Since each team optimises for its own process it is possible that, for example, a functional team might optimise its process so the function is very efficient but this might not be efficient for its users - as such each team should be a value center with other teams as valued customers. For inter-team communication there are two approaches - where all communication goes via management or where teams talk directly. It is mostly the case where teams talking directly is best because of bottlenecks which going via management introduce. The ideal team is one of 3-7 people where members compliment each other in such a way that they get the job done quickly - this is only possible by having a diverse team. It has also been shown that the product developed is a reflection of communication structure of organisations - e.g. have 2 teams working on a compiler and you will get a two parse compiler. So the team needs to be adapted to the product which is being developed. To keep people interested their role should change regularly, so it is best to keep job titles broad to allow flexibility. These broad titles help informal leadership - everyone in the team should take on whatever is needed for the team to function best be it leadership or development. To facilitate this generalised specialists (T people) aid in the team members being able to take on any task required. Build on the communication by connecting people to build relationships and improve communication.
Improve everything - A system is a success until it is not, the best we can do is delay failure - a system has to change to be able to keep up and delay its end. For a system to be changed it has to take into account the current environment the system is in - simply repeating someone else approach to solving a problem will not yield the same results for you as it did for them. Systems can adapted but they also need to explore new ideas as well as anticipate potential shifts - these should be continually being reevaluated to maintain change and prevent failure. The model presented identifies the following steps to improve the system; identify the problem, define the goal of the change, define success metric, identify the improvement, implement the improvement, collect the metric, analyse the results, distill learnings and loop again. This can reach the best peak for this mountain but it might not be the peak of the maintain range - taking radical jumps from one mountain to the next might not land you in the idea place but you can improve from there to get to the top. People naturally don't like change and sometimes the environment needs to be changed to encourage people to try things. To prevent stagnation it is important for teams to try out new approaches to see if they improve things for them - sometimes even by imposing a little pain for stagnation, this then gets teams to want to improve themselves to reach the next peak. There are three strategies for optimal performance. Changes and improvements to existing practices. When starting new projects try out taking the best solutions others teams are using and see if the combination results in a better result. Increase inter-team communication to spread ideas which teams might then pick up on and use. Some tools for doing this are using retrospectives, improvement backlogs, use catalysts to encourage change, improvement community.
October 26, 2018
An eclectic, very interestingly and humorously written and yet also broad and serious in its subject matter, guide to the author's model of management for agile software organizations. Unexpectedly, this book is also responsible for at least three (and probably more) new entries on my to-read list. I've enjoyed Mr. Appelo's references to biology and chaos theory a lot as he employs them masterfully to illustrate ideas about managing teams, and hits dry humour cracked me up at least once every three pages - no hyperbole! Deeply insightful and thoroughly enjoyable!
April 5, 2023
It is a fundamental book about management. Be careful - not about project management, or operational management, or agile coaching - but about management. Full of metaphors and links to other disciplines, it provides a reader with the strong idea of where to look tomorrow to make your team, project or company more successful.
April 7, 2022
A great book on management and more importantly, complexity theory.
The author equivalates management principles with a lot of principles from nature, genetics, mathematics, to show how these describe and translate into organizational behavior, why it's then difficult to accurately predicts this behavior, and what principles can be used, and how they can be implemented to best help organizations in their evolution.
The author equivalates management principles with a lot of principles from nature, genetics, mathematics, to show how these describe and translate into organizational behavior, why it's then difficult to accurately predicts this behavior, and what principles can be used, and how they can be implemented to best help organizations in their evolution.
January 31, 2019
This is the best Agile book I have ever read, it took me more than a year to finish, I will update my favorite parts : ) after reading about management 3.0 everything changes.
September 27, 2021
Это книга в тройке лидеров сильнейших книг по менеджменту, которые читала. Автор не просто пропустил через себя тонну проф информации, но сравнив соединил, приправив своим колоссальным опытом. Очень интересно и не заурядно, так что всем желающим глоток вдохновения и интересных мыслей об управлении, от души рекомендую!
February 15, 2018
Yay, I've made it ! So... this sentece is suggesting a bit why I gave that book only three stars - this book is surprisingly hard to read. I have managed to finish it only after third approach, whereas previous attempts failed miserably.
Don't get me wrong:
- I (almost) fully agree with the conclusions,
- The book is funny enough sometimes,
- I knew more or less the content before reading the book (and I knew that I agree with it),
- I attended the the Management 3.0 training lead by Jurgen himself,
- I read a lot of his work on many blogs, and articles,
- I attended a few conferences where he mas a speaker, key-note speaker and I loved it,
and yet - reading it was not a pleasure for me. If I were to rate only the content, not the form (if one can event separate it in a book), I think I would opt for 5 stars. But I can't, especially since I know I'm not the only one who struggled (or still struggles) to finish this book.
After considering carefully what I think the problem with this book was, I came to a conclusion, that it might be unnecessarily overcomplicated and too theoritiesed for my taste. I get, that to introduce Complexity Theory and other concepts that follow it, one need to lay down some science. The proble is that either it was badly served or it was too much of it. I am an egineer myself and most of the nerdy/techie/science stuff were only little new to me, but still I had a feeling that many times simple things were overcomplicated in a form of huge mental anti-shortcuts. And that it wasn't bring any value.
As for the content - I mostly disagree with parts of the 15th chapter. In the assumption that being agile is to to do whatever needs to be done to survive - it even makes complete sense :) But my personal point of view is that sometimes it may be not worth to survive, and bag "genes" stay bad, no matter if they help you survive or not. Why continue with the shitty business with the fixed price/scope/budget contracts (cause the customers whant them), big upfront requirements (cause your customer just gave you 500 pages requirements to study), and frontend teams being formed on the other side of the country. I do belive that in such cases it might not be worth to continue and make yourself and employees miserable.
But hey, all that is is just my opinion :)
Don't get me wrong:
- I (almost) fully agree with the conclusions,
- The book is funny enough sometimes,
- I knew more or less the content before reading the book (and I knew that I agree with it),
- I attended the the Management 3.0 training lead by Jurgen himself,
- I read a lot of his work on many blogs, and articles,
- I attended a few conferences where he mas a speaker, key-note speaker and I loved it,
and yet - reading it was not a pleasure for me. If I were to rate only the content, not the form (if one can event separate it in a book), I think I would opt for 5 stars. But I can't, especially since I know I'm not the only one who struggled (or still struggles) to finish this book.
After considering carefully what I think the problem with this book was, I came to a conclusion, that it might be unnecessarily overcomplicated and too theoritiesed for my taste. I get, that to introduce Complexity Theory and other concepts that follow it, one need to lay down some science. The proble is that either it was badly served or it was too much of it. I am an egineer myself and most of the nerdy/techie/science stuff were only little new to me, but still I had a feeling that many times simple things were overcomplicated in a form of huge mental anti-shortcuts. And that it wasn't bring any value.
As for the content - I mostly disagree with parts of the 15th chapter. In the assumption that being agile is to to do whatever needs to be done to survive - it even makes complete sense :) But my personal point of view is that sometimes it may be not worth to survive, and bag "genes" stay bad, no matter if they help you survive or not. Why continue with the shitty business with the fixed price/scope/budget contracts (cause the customers whant them), big upfront requirements (cause your customer just gave you 500 pages requirements to study), and frontend teams being formed on the other side of the country. I do belive that in such cases it might not be worth to continue and make yourself and employees miserable.
But hey, all that is is just my opinion :)
September 21, 2014
http://itknowledgeexchange.techtarget...
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 development but the management of the organization. Agile management demands a good amount of trustworthy direction and supervision that is missing in most of the cases.
Agile Master Jurgen Appelo tries to fill that gap by guiding in a simple doable manner in his book Management 3.0: Leading Agile Developers, Developing Agile Leaders (Addison-Wesley Signature Series (Cohn)) where a practical focus is presented to provide a direction in managing an Agile team to start with and leading to an Agile organization. Current day software development is not as simple as it used to be, it comprises of lot of complexities that need to be handled and management so as to reach out to a winning goal. The excellent book Management 3.0: Leading Agile Developers, Developing Agile Leaders (Addison-Wesley Signature Series (Cohn)) by Jurgen Appelo is excellent in many terms. It understands the maturity level today’s organizations have reached to and the level of intensity it requires in its growth. The prime concern for today’s organization is its people and relationships.
Management 3.0 by Jurgen Appelo is a marvelously written book to hep you in carving your path to make your wins the agile way.
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 development but the management of the organization. Agile management demands a good amount of trustworthy direction and supervision that is missing in most of the cases.
Agile Master Jurgen Appelo tries to fill that gap by guiding in a simple doable manner in his book Management 3.0: Leading Agile Developers, Developing Agile Leaders (Addison-Wesley Signature Series (Cohn)) where a practical focus is presented to provide a direction in managing an Agile team to start with and leading to an Agile organization. Current day software development is not as simple as it used to be, it comprises of lot of complexities that need to be handled and management so as to reach out to a winning goal. The excellent book Management 3.0: Leading Agile Developers, Developing Agile Leaders (Addison-Wesley Signature Series (Cohn)) by Jurgen Appelo is excellent in many terms. It understands the maturity level today’s organizations have reached to and the level of intensity it requires in its growth. The prime concern for today’s organization is its people and relationships.
Management 3.0 by Jurgen Appelo is a marvelously written book to hep you in carving your path to make your wins the agile way.
March 7, 2013
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 Theory I found it easy to understand the ideas.
Also this must be one of the most heavily researched book I've ever read. In some places it feels more like a Scientific Paper on the State of the Art of Management Theory. Just the number and diverse range of references is astonishing.
I would recommend this book to anyone who has any interest at all in the theory and practise of management and leadership.
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 Theory I found it easy to understand the ideas.
Also this must be one of the most heavily researched book I've ever read. In some places it feels more like a Scientific Paper on the State of the Art of Management Theory. Just the number and diverse range of references is astonishing.
I would recommend this book to anyone who has any interest at all in the theory and practise of management and leadership.
November 7, 2014
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 books feels just too _fluent_ - maybe author failed to put some necessary emphasis on some core, leading thoughts that would shape the character of the book. Yes, there are "the views", but they seem too mild / volatile (that's just my impression).
That's why even if I liked the content, I agree with it & I think it's really quite well written, this book didn't really "strike" me with its message. Anyway, maybe I just had a bad day (well, few days actually).
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 books feels just too _fluent_ - maybe author failed to put some necessary emphasis on some core, leading thoughts that would shape the character of the book. Yes, there are "the views", but they seem too mild / volatile (that's just my impression).
That's why even if I liked the content, I agree with it & I think it's really quite well written, this book didn't really "strike" me with its message. Anyway, maybe I just had a bad day (well, few days actually).
August 27, 2017
The practical parts are superb. I especially like the chapters about team empowerment, about developing competence and Appelos definition of competency (skill + discipline).
I can say from first hand experience that a lot of this seems to go into the right direction, since the team I've worked in for the majority of this year successfully tried out some of the (for us Germans) crazier ideas (like the value exercise, sharing personality profiles and running experiments with the team setup). For these parts alone I will surely go back to this book from time to time.
The theoretical chapters though have been a bit of a letdown for me. Sometimes I just noticed my mind wandering off to more interesting topics. As much as I like the idea of a good theoretical backing, a little bit condensed version of the theoretical chapters would do the book a favour.
Overall something like a 3.75 from me.
I can say from first hand experience that a lot of this seems to go into the right direction, since the team I've worked in for the majority of this year successfully tried out some of the (for us Germans) crazier ideas (like the value exercise, sharing personality profiles and running experiments with the team setup). For these parts alone I will surely go back to this book from time to time.
The theoretical chapters though have been a bit of a letdown for me. Sometimes I just noticed my mind wandering off to more interesting topics. As much as I like the idea of a good theoretical backing, a little bit condensed version of the theoretical chapters would do the book a favour.
Overall something like a 3.75 from me.
June 21, 2020
Ler esse livro foi (e continuará sendo) uma jornada. Além da abordagem mais científica (que eu amo), todo fim de capítulo tem algumas "call to action" pra aplicar o conhecimento explicado no seu dia a dia de trabalho. Isso fez com que eu demorasse de próposito para ir absorvendo o conteúdo aos poucos (e antes de terminar, já voltei em alguns capítulos pra reler por estar passando por exatamente aquele problema no trabalho). É um dos livros que vou manter como referência por um bom tempo.
August 9, 2011
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.
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.
April 17, 2012
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.
It is a funny book but few chapters are very difficult.
September 20, 2012
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
March 9, 2023
Are you tired of feeling bogged down by outdated management techniques? Look no further than "Management 3.0" by Jurgen Appelo.
Agile development is often hindered by management in many organizations. There has been a lack of reliable guidance on Agile management, unfortunately.
This revolutionary book delves into the latest strategies for leading a successful and efficient team in today's fast-paced business environment.
From understanding the importance of employee empowerment to implementing agile methodologies, "Management 3.0" offers a fresh perspective on how to approach management.
Get ready to revolutionize the way you think about management and lead your team to success!
Appelo fills that gap by offering a realistic approach to leading, managing, and growing your Agile team.
Appelo shares insights from modern complex systems theory, reflecting the complexity of modern software development, in his book for current managers and developers moving into management.
The Management 3.0 model recognizes that today's organizations are living, networked systems, and that management is primarily about people and relationships.
Management 3.0 provides tools to solve problems, rather than checklists and prescriptions to follow slavishly.
Using his extensive experience as an Agile manager, the author identifies and improves the most important practices of Agile management.
Management 3.0 is a management philosophy that emphasizes the importance of employee empowerment, agile methodologies, and a focus on creating a positive and productive work environment.
The key ideas of Management 3.0 include:
- Emphasizing self-organization and decentralization of decision-making.
- Encouraging employee autonomy and ownership of their work.
- Fostering a culture of continuous improvement and learning.
- Promoting collaboration and open communication within teams.
- Using agile methodologies to manage projects and workflows.
- Performance management practices that focus on employee growth.
- Promoting a balance between technical and human aspects of management.
Overall, the main idea behind Management 3.0 is that traditional top-down management approaches are outdated and ineffective in today's rapidly changing business environment.
Instead, it advocates for a more collaborative and empowering management style that encourages employee engagement and creativity to drive business success.
A management 3.0 mindset is complemented by a collection of games, tools, and practices to help any worker manage any organization. This is a way of looking at work systems.
In Management 3.0, it is believed that 95 percent of an organization's performance is determined by the entire system, not the individual.
Organizations need better and more effective leadership in order to succeed. Management 3.0 examines how to analyze that system to come up with the right solutions.
Teams aren't the only thing that needs to adopt agile. It is also essential that management change allows teams to become self-organizing, increase collaboration within the organization, and create a culture of feedback and continuous improvement.
There are at least a hundred books for agile developers and project managers, but very few for agile managers and leaders.
When organizations adopt agile software development, not only developers and project managers need to learn about agile practices.
It is also imperative for managers and team leaders to learn how to lead and manage organizations differently.
According to several studies, management is the biggest obstacle to agile software development.
Agile requires managers to learn what their proper role is in 21st-century software development organizations.
Management 3.0: Leading Agile Developers, Developing Agile Leaders is a half-theoretical, half-practical book that will help them and this book will help you.
An important portion of the book deals with complexity theory, and how ideas and concepts from this scientific field can be translated into the management of software development teams.
It aims at managers who want to become agile, and agility who want to become managers.
This book is the result of both Jurgen’s extensive experience as a team leader and agile manager and his addiction to consuming hundreds of leadership and management tomes, each of which, from modern efficiency leaders back to Adam Smith, are cited throughout the book.
This is part of my collection of book notes at https://www.williammeller.com/p/all-b...
Agile development is often hindered by management in many organizations. There has been a lack of reliable guidance on Agile management, unfortunately.
This revolutionary book delves into the latest strategies for leading a successful and efficient team in today's fast-paced business environment.
From understanding the importance of employee empowerment to implementing agile methodologies, "Management 3.0" offers a fresh perspective on how to approach management.
Get ready to revolutionize the way you think about management and lead your team to success!
Appelo fills that gap by offering a realistic approach to leading, managing, and growing your Agile team.
Appelo shares insights from modern complex systems theory, reflecting the complexity of modern software development, in his book for current managers and developers moving into management.
The Management 3.0 model recognizes that today's organizations are living, networked systems, and that management is primarily about people and relationships.
Management 3.0 provides tools to solve problems, rather than checklists and prescriptions to follow slavishly.
Using his extensive experience as an Agile manager, the author identifies and improves the most important practices of Agile management.
Management 3.0 is a management philosophy that emphasizes the importance of employee empowerment, agile methodologies, and a focus on creating a positive and productive work environment.
The key ideas of Management 3.0 include:
- Emphasizing self-organization and decentralization of decision-making.
- Encouraging employee autonomy and ownership of their work.
- Fostering a culture of continuous improvement and learning.
- Promoting collaboration and open communication within teams.
- Using agile methodologies to manage projects and workflows.
- Performance management practices that focus on employee growth.
- Promoting a balance between technical and human aspects of management.
Overall, the main idea behind Management 3.0 is that traditional top-down management approaches are outdated and ineffective in today's rapidly changing business environment.
Instead, it advocates for a more collaborative and empowering management style that encourages employee engagement and creativity to drive business success.
A management 3.0 mindset is complemented by a collection of games, tools, and practices to help any worker manage any organization. This is a way of looking at work systems.
In Management 3.0, it is believed that 95 percent of an organization's performance is determined by the entire system, not the individual.
Organizations need better and more effective leadership in order to succeed. Management 3.0 examines how to analyze that system to come up with the right solutions.
Teams aren't the only thing that needs to adopt agile. It is also essential that management change allows teams to become self-organizing, increase collaboration within the organization, and create a culture of feedback and continuous improvement.
There are at least a hundred books for agile developers and project managers, but very few for agile managers and leaders.
When organizations adopt agile software development, not only developers and project managers need to learn about agile practices.
It is also imperative for managers and team leaders to learn how to lead and manage organizations differently.
According to several studies, management is the biggest obstacle to agile software development.
Agile requires managers to learn what their proper role is in 21st-century software development organizations.
Management 3.0: Leading Agile Developers, Developing Agile Leaders is a half-theoretical, half-practical book that will help them and this book will help you.
An important portion of the book deals with complexity theory, and how ideas and concepts from this scientific field can be translated into the management of software development teams.
It aims at managers who want to become agile, and agility who want to become managers.
This book is the result of both Jurgen’s extensive experience as a team leader and agile manager and his addiction to consuming hundreds of leadership and management tomes, each of which, from modern efficiency leaders back to Adam Smith, are cited throughout the book.
This is part of my collection of book notes at https://www.williammeller.com/p/all-b...
July 28, 2018
Most agile methodologies, including the widespread Scrum framework, more or less dispense of the manager. Does this mean that Management is no longer needed?
The answer is that managers still play an important role, and Jurgen Appelo's book “Management 3.0: Leading Agile Developers, Developing Agile Leaders” explains why.
Introducing agile methodologies such as Scrum will significantly change the way management works. The traditional command and control structure will be supplanted by a coaching / leadership approach where motivating and enabling teams will be crucial skills.
In his book, Jurgen Appelo shows the six views on organization the new management has to address in order to become successful:
Focusing on the people, Appelo starts with how management needs to Energize People and Empower Teams. The new management needs to actively Align Constraints and Grow Structure. To really become successful, an organization needs to Develop Competence. And since striving forward means to never be content, the book concludes with solid advice on how to Improve Everything.
Each view is introduced in two chapters, the first providing the theoretical background and the second the practical application and advice.
Appelo uses many anecdotes and examples of his own professional life, making the topic tangible and good to read. His witty style made me laugh many times. But despite the light tone, the book still provokes deep thinking about the way you want to lead your agile or scrum teams, and hands you valuable instruments to tackle this difficult Task.
View the book on:
Amazon.com: http://amzn.to/1fahvth
Amazon.co.uk: http://amzn.to/1MAvmnj
Amazon.de: http://amzn.to/1L7APRZ
The answer is that managers still play an important role, and Jurgen Appelo's book “Management 3.0: Leading Agile Developers, Developing Agile Leaders” explains why.
Introducing agile methodologies such as Scrum will significantly change the way management works. The traditional command and control structure will be supplanted by a coaching / leadership approach where motivating and enabling teams will be crucial skills.
In his book, Jurgen Appelo shows the six views on organization the new management has to address in order to become successful:
Focusing on the people, Appelo starts with how management needs to Energize People and Empower Teams. The new management needs to actively Align Constraints and Grow Structure. To really become successful, an organization needs to Develop Competence. And since striving forward means to never be content, the book concludes with solid advice on how to Improve Everything.
Each view is introduced in two chapters, the first providing the theoretical background and the second the practical application and advice.
Appelo uses many anecdotes and examples of his own professional life, making the topic tangible and good to read. His witty style made me laugh many times. But despite the light tone, the book still provokes deep thinking about the way you want to lead your agile or scrum teams, and hands you valuable instruments to tackle this difficult Task.
View the book on:
Amazon.com: http://amzn.to/1fahvth
Amazon.co.uk: http://amzn.to/1MAvmnj
Amazon.de: http://amzn.to/1L7APRZ
June 24, 2019
Other reviewers on GoodReads have complained that this book doesn't add anything that can't already be found in existing literature on agile management. For me, not having read that existing literature yet, this was really a strength of the book. I found the overview of the landscape and the very comprehensive bibliography to be very helpful.
I found the book to be very well written. It had a very well defined structure, iterating over 6 points by alternating between chapters on theory and practice, and the chapter summaries and constant framing made it relatively easy to keep track of the context. The writing flowed well, and enjoyed his quirky sense of humour, though I would quite understand if it annoyed other readers.
I found the chapters on practice a bit odd. The chapters on theory mostly dealt with complexity theory, where the main thesis is that there are no one-size-fits-all solutions, and then the practice chapters came along and mentioned very specific solutions which I could easily imagine backfiring in various contexts. I guess he wasn't insisting that you try those specific solutions, but was merely making concrete examples to make the theory more relatable, but personally I found the theory fascinating enough.
One small, specific complaint about the footnotes with web links: they use his own url shortener, which he claimed in the intro was so that he could update the links to keep them correct longer than the originals would have lasted. 8 years later, he's not maintaining the shortener anymore, which is sad because it's quite a simple thing to do and he still seems to have control of the domain. Meanwhile, most of the original links would probably still be valid.
I found the book to be very well written. It had a very well defined structure, iterating over 6 points by alternating between chapters on theory and practice, and the chapter summaries and constant framing made it relatively easy to keep track of the context. The writing flowed well, and enjoyed his quirky sense of humour, though I would quite understand if it annoyed other readers.
I found the chapters on practice a bit odd. The chapters on theory mostly dealt with complexity theory, where the main thesis is that there are no one-size-fits-all solutions, and then the practice chapters came along and mentioned very specific solutions which I could easily imagine backfiring in various contexts. I guess he wasn't insisting that you try those specific solutions, but was merely making concrete examples to make the theory more relatable, but personally I found the theory fascinating enough.
One small, specific complaint about the footnotes with web links: they use his own url shortener, which he claimed in the intro was so that he could update the links to keep them correct longer than the originals would have lasted. 8 years later, he's not maintaining the shortener anymore, which is sad because it's quite a simple thing to do and he still seems to have control of the domain. Meanwhile, most of the original links would probably still be valid.
April 14, 2020
The presentation of theories from different sciences and their connection to working with software teams is a really inspiring approach. However the book presents (10 years after release) not a lot of new ideas (do not try to simplify before you understand complexity, systems depend on their context, change is not linear). Indeed the style of „agile“management presented is often rather old-fashioned with an acquired layer of dust (e. g. one on ones with your employees as a necessary nuisance, coaching employees is mainly about competence, a team‘s purpose should be formulated by the manager).
The first chapters seem a lot more thought through than the latter ones, which are often a bit sloppy in their argumentation. The „witty“ style with boys jokes and constant allusions to the writer‘s quirks (programming naked with the trunks over his head) with time become a bit annoying when you want to read a management book.
All in all, it might have had its merits 10 years ago. The theory and practice of Agile leadership has fortunately since then progressed beyond version 3.0 in many ways.
The first chapters seem a lot more thought through than the latter ones, which are often a bit sloppy in their argumentation. The „witty“ style with boys jokes and constant allusions to the writer‘s quirks (programming naked with the trunks over his head) with time become a bit annoying when you want to read a management book.
All in all, it might have had its merits 10 years ago. The theory and practice of Agile leadership has fortunately since then progressed beyond version 3.0 in many ways.
October 4, 2019
This book was pretty interesting overall. This book tries to compile a collection of management best practices across the Software Engineering community. In this book, Appelo includes ideas from Complexity Science, Biology, Agile, Lean, Six Sigma (though minimally), General Business, Organizational Psychology, and his own management experiences.
This is filtered through the six views of management 3.0: Energize People, Empower Teams, Align Constraints, Develop Competence, Grow Structure, and Improve Everything. All these are vital, because whatever environment we're working in, will change. The business context, the competitive landscape, or the team itself.
I really enjoyed this read and I've applied some of the organization components already. I definitely recommend this book to anyone looking to continue develop their Agile skills, but also how to be a manager in an Agile context.
This is filtered through the six views of management 3.0: Energize People, Empower Teams, Align Constraints, Develop Competence, Grow Structure, and Improve Everything. All these are vital, because whatever environment we're working in, will change. The business context, the competitive landscape, or the team itself.
I really enjoyed this read and I've applied some of the organization components already. I definitely recommend this book to anyone looking to continue develop their Agile skills, but also how to be a manager in an Agile context.
August 31, 2017
I have met Jurgen in one of the conference and after understanding his knowledge in Agile, I started to review his book. In my past several years of teaching experience on topics of Distributed Agile, i came across experts who spoke about leadership in agile projects but i would have to admit that Jurgen has come across quite different in his articulation on how an agile leader should be developed. In his book, Jurgen has given a very realistic approach on how to develop leaders and nurture them which can show increasingly better results over the period of time.
I would highly recommend this book to any agile enthusiastic.
I would highly recommend this book to any agile enthusiastic.
April 2, 2018
Después de leer un libro que trata tanto sobre sistemas complejos y complejidad resulta muy curioso darle una nota del 1 al 5 estrellas teniendo en cuenta una sola dimensión... Es un libro que me ha gustado mucho, que transmite mucho trasfondo y horas de trabajo buscando fuentes, referencias... Y algunas de ellas tan interesantes que es muy fácil empezar a tirar del hilo y descubrir que has estado mucho tiempo allí.
Por otra parte, aunque está plagado del humor de Jurgen para hacerlo más ameno, en ocasiones se me ha hecho muy cuesta arriba. Por eso mi experiencia con el libro es cuatro estrellas, más allá de la calidad innegable del mismo
Por otra parte, aunque está plagado del humor de Jurgen para hacerlo más ameno, en ocasiones se me ha hecho muy cuesta arriba. Por eso mi experiencia con el libro es cuatro estrellas, más allá de la calidad innegable del mismo
June 8, 2019
It took me a while to finish reading it: I confess I got demotivated in the middle after reading some tweets from the author where he showed an amazing lack of humility (and it was not accidental). To me, that erases all the authority to talk about some topics... And that can be perceived in several places of the book as well.
Still... I think it's a good book. If you have been active and curious in the "agile" mindset for a while, you probably already know most of the references he offers, but still, it's a good wrap-up. And if you don't know them, it will probably introduce you into many interesting topics.
Still... I think it's a good book. If you have been active and curious in the "agile" mindset for a while, you probably already know most of the references he offers, but still, it's a good wrap-up. And if you don't know them, it will probably introduce you into many interesting topics.
August 20, 2019
This is such a great resource!
For the past few years, I have been diving into the theory of agile software development. Something that was difficult for me to grasp is the role of management in an Agile organisation. This book answered all of my questions. That is important because it means this book is not only for managers but for anybody working in an agile organisation.
I enjoyed reading it and I really like the format. One thing I am not sure about is the name, I feel it should be called differently. So if you do not like the title, do not be put off by it! The content is awesome and worth reading.
For the past few years, I have been diving into the theory of agile software development. Something that was difficult for me to grasp is the role of management in an Agile organisation. This book answered all of my questions. That is important because it means this book is not only for managers but for anybody working in an agile organisation.
I enjoyed reading it and I really like the format. One thing I am not sure about is the name, I feel it should be called differently. So if you do not like the title, do not be put off by it! The content is awesome and worth reading.
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