Management 3.0: Leading Agile Developers, Developing Agile Leaders (Addison-Wesley Signature Series (Cohn))

Contents......Page 10
Forewords......Page 18
Acknowledgments......Page 24
About the Author......Page 26
Preface......Page 28
1 Why Things Are Not That Simple......Page 38
Causality......Page 39
Complexity......Page 40
Our Linear Minds......Page 42
Reductionism......Page 44
Holism......Page 45
Hierarchical Management......Page 46
Agile Management......Page 48
My Theory of Everything......Page 49
The Book and the Model......Page 50
Reflection and Action......Page 51
Prelude to Agile......Page 54
The Book of Agile......Page 56
The Fundamentals of Agile......Page 59
The Competition of Agile......Page 61
Line Management versus Project Management......Page 65
Summary......Page 67
Reflection and Action......Page 68
3 Complex Systems Theory......Page 70
Cross-Functional Science......Page 71
General Systems Theory......Page 72
Cybernetics......Page 73
Game Theory......Page 74
Chaos Theory......Page 75
The Body of Knowledge of Systems......Page 76
Simplicity: A New Model......Page 78
Revisiting Simplification......Page 81
Nonadaptive versus Adaptive......Page 82
Are We Abusing Science?......Page 83
A New Era: Complexity Thinking......Page 85
Reflection and Action......Page 87
4 The Information-Innovation System......Page 88
Innovation Is the Key to Survival......Page 89
Knowledge......Page 91
Creativity......Page 93
Motivation......Page 95
Diversity......Page 97
Personality......Page 99
Only People Are Qualified for Control......Page 101
From Ideas to Implementation......Page 102
Summary......Page 103
Reflection and Action......Page 104
Creative Phases......Page 106
Manage a Creative Environment......Page 109
Creative Techniques......Page 111
Extrinsic Motivation......Page 112
Intrinsic Motivation......Page 115
Demotivation......Page 116
Ten Desires of Team Members......Page 117
What Motivates People: Find the Balance......Page 120
Make Your Rewards Intrinsic......Page 123
Diversity? You Mean Connectivity!......Page 124
Personality Assessments......Page 126
Four Steps toward Team Personality Assessment......Page 127
Do-It-Yourself Team Values......Page 129
Define Your Personal Values......Page 131
The No Door Policy......Page 132
Reflection and Action......Page 134
Self-Organization within a Context......Page 136
Self-Organization toward Value......Page 138
Self-Organization versus Anarchy......Page 139
Self-Organization versus Emergence......Page 141
Emergence in Teams......Page 143
Self-Organization versus Self-Direction versus Self-Selection......Page 144
Darkness Principle......Page 145
Conant-Ashby Theorem......Page 147
Distributed Control......Page 148
Empowerment as a Concept......Page 149
Empowerment as a Necessity......Page 150
You Are (Like) a Gardener......Page 152
Summary......Page 154
Reflection and Action......Page 155
Don’t Create Motivational Debt......Page 156
Wear a Wizard’s Hat......Page 158
Pick a Wizard, Not a Politician......Page 159
Empowerment versus Delegation......Page 160
Reduce Your Fear, Increase Your Status......Page 161
Choose the Right Maturity Level......Page 162
Pick the Right Authority Level......Page 164
Assign Teams or Individuals......Page 168
The Delegation Checklist......Page 169
If You Want Something Done, Practice Your Patience......Page 170
Resist Your Manager’s Resistance......Page 171
Gently Massage the Environment......Page 173
Trust......Page 175
Respect......Page 178
Reflection and Action......Page 181
Game of Life......Page 184
Universality Classes......Page 186
False Metaphor......Page 187
You’re Not a Game Designer......Page 188
But…Self-Organization Is Not Enough......Page 189
Manage the System, Not the People......Page 191
Right Distinction: Leadership versus Governance......Page 193
Meaning of Life......Page 195
Purpose of a Team......Page 197
Assigning an Extrinsic Purpose......Page 200
Summary......Page 201
Reflection and Action......Page 202
Give People a Shared Goal......Page 204
Checklist for Agile Goals......Page 207
Communicate Your Goal......Page 209
Vision versus Mission......Page 211
Examples of Organizational Goals......Page 213
Allow Your Team an Autonomous Goal......Page 214
Compromise on Your Goal and Your Team’s Goal......Page 215
Create a Boundary List of Authority......Page 216
Choose the Proper Management Angle......Page 217
Protect People......Page 218
Protect Shared Resources......Page 220
Constrain Quality......Page 222
Create a Social Contract......Page 223
Reflection and Action......Page 225
Learning Systems......Page 228
Rules versus Constraints......Page 230
The Agile Blind Spot......Page 233
What’s Important: Craftsmanship......Page 235
Positive Feedback Loops......Page 237
Negative Feedback Loops......Page 238
Discipline * Skill = Competence......Page 241
Diversity of Rules......Page 243
Subsidiarity Principle......Page 245
Risk Perception and False Security......Page 246
Memetics......Page 248
Broken Windows......Page 252
Summary......Page 253
Reflection and Action......Page 254
11 How to Develop Competence......Page 256
Seven Approaches to Competence Development......Page 258
Optimize the Whole: Multiple Levels......Page 260
Optimize the Whole: Multiple Dimensions......Page 261
Tips for Performance Metrics......Page 264
Four Ingredients for Self-Development......Page 266
Managing versus Coaching versus Mentoring......Page 268
Consider Certification......Page 270
Harness Social Pressure......Page 272
Use Adaptable Tools......Page 274
Consider a Supervisor......Page 275
Organize One-on-Ones......Page 278
Organize 360-Degree Meetings......Page 279
Grow Standards......Page 282
Work the System, Not the Rules or the People......Page 283
Summary......Page 284
Reflection and Action......Page 285
12 Communication on Structure......Page 286
Communication and Feedback......Page 287
Miscommunication Is the Norm......Page 290
Capabilities of Communicators......Page 291
Network Effects......Page 295
Tuning Connectivity......Page 297
Competition and Cooperation......Page 299
Groups and Boundaries......Page 301
Hyper-Productivity or Autocatalysis......Page 303
Pattern-Formation......Page 305
Scale Symmetry: Patterns Big and Small......Page 307
How to Grow: More or Bigger?......Page 309
Reflection and Action......Page 311
About Environment, Products, Size, and People......Page 312
Consider Specialization First.........Page 315
…And Generalization Second......Page 316
Widen People’s Job Titles......Page 318
Cultivate Informal Leadership......Page 320
Watch Team Boundaries......Page 321
The Optimal Team Size Is 5 (Maybe)......Page 323
Functional Teams versus Cross-Functional Teams......Page 325
Two Design Principles......Page 327
Choose Your Organizational Style......Page 329
Turn Each Team into a Little Value Unit......Page 331
Move Stuff out to Separate Teams......Page 332
Move Stuff up to Separate Layers......Page 336
How Many Managers Does It Take to Change an Organization?......Page 338
Create a Hybrid Organization......Page 339
The Anarchy Is Dead, Long Live the Panarchy......Page 340
Have No Secrets......Page 342
Make Everything Visible......Page 344
Aim for Adaptability......Page 345
Summary......Page 346
Reflection and Action......Page 347
The Environment Is Not “Out There”......Page 350
The Fear of Uncertainty......Page 352
Laws of Change......Page 354
Every Product Is a Success…Until It Fails......Page 356
How to Embrace Change......Page 358
Adaptation, Exploration, Anticipation......Page 359
The Red Queen’s Race .......Page 362
Can We Measure Complexity?......Page 364
Are Products Getting More Complex?......Page 365
The Shape of Things: Phase Space......Page 368
Attractors and Convergence......Page 369
Stability and Disturbances......Page 371
Fitness Landscapes......Page 372
Shaping the Landscape......Page 374
Directed versus Undirected Adaptation......Page 376
Summary......Page 377
Reflection and Action......Page 378
15 How to Improve Everything......Page 380
Linear versus Nonlinear Improvement......Page 382
Know Where You Are......Page 384
Travel Tips for Wobbly Landscapes......Page 385
Change the Environment, Summon the Mountain......Page 387
Make Change Desirable......Page 390
Make Stagnation Painful......Page 391
Honor Thy Errors......Page 392
The Strategy of Noise......Page 393
The Strategy of Sex......Page 396
The Strategy of Broadcasts......Page 397
Don’t Do Copy-Paste Improvement......Page 399
Some Last Practical Tips for Continuous Change.......Page 401
Keep on Rolling......Page 403
Reflection and Action......Page 404
The Six Views of Management 3.0......Page 406
Yes, My Model Is “Wrong”......Page 408
But Other Models Are “Wrong,” Too......Page 410
The Fall and Decline of Agilists......Page 413
The Complexity Pamphlet......Page 414
Reflection and Action......Page 417
Bibliography......Page 418
A......Page 430
C......Page 431
D......Page 435
E......Page 436
G......Page 437
I......Page 438
M......Page 440
O......Page 442
P......Page 443
Q-R......Page 444
S......Page 445
T......Page 448
X-Z......Page 450