At nadshvidkomu ta giperkonkurentnomu sviti ХХІ стоіття немає місця для марнування - часу, зусиль, ресурсів. That yavkot yakshchoo v zbibite those who are planning, if planned, that will be included in the budget, may vyyavitisya, scho klієnt already need chogos іnshogo. Ajmer uvovi zmіniyutsya z neazachenoju rannіs shvidkistyu ... Unicilna technique Scrum ruin the stereotype of the old methods of managing projects. Її basis - a team that is very nazvichayne putetya meti, self-governed that self-governed, and navigators її partici- pants pidsiliuyut one one navyt without zusil zhhhnogo boku. І, якщо, зробив крок у нову еру під назвою Scrum, you have not been hammered twice as much in half an hour, you have lost time to re-read the book!
The Scrum method is the solution found by Jeff Sutherland to overcome the classic project management shortcomings: the lack of coherent work within the team, the failure to fulfill the planned plans, the duplication of tasks within the units, and so on. Unlike the old "phased" approach, in which huge means and which often so does not lead to anything, Scrum allows you to fulfill obligations with less force, in a short time and at a low cost, and the final product is of excellent quality. Today Scrum is firmly entrenched in the management arsenal of most of the world's technology companies. Now this tool for increasing productivity is available to you.
After reading this book, you will get acquainted with the Scrum technique and learn how this non-standard approach works and how to start applying it in your business using the example of the software development process. Flexible Agile and Scrum technologies will allow you to implement what previously seemed absolutely impossible - to create a full-fledged working software product in just 30 days. This book will help executives and managers of companies who want to end the expensive and slow cycle of software development.
Impact Mapping is a practical guide to influence maps, a simple but very effective method of software development. It helps to organize cooperation of various specialists at the stage of strategic planning and as a result to create effective software products.
The core of every successful agile development team is a visionary, motivated and empowered product owner, who can be not just a manager, but a member of a scrum team, ready for close and constant cooperation. Roman Pichler, one of the leading experts on Scrum and agile-product management, in his book examines all the components of this role necessary to lead the company to great results. His book on what the role of the owner of a product is, what typical pitfalls and pitfalls he encounters in his work, how to overcome them, and how agile-based product management based on Scrum differs from traditional approaches and how to effectively apply scrum equipment in practice. It is published in Russian for the first time.
If your teams implement agile practices, they do everything right, but do not get the most possible results, if you already have experience as a scrum-master or project manager and you would like to become an agile-coach, but you are not sure that this role it suits you, then this book is for you. She explains in detail how to properly teach the team the values and principles of Agile, who is an agile-coach, why he plays one of the most important roles in obtaining the desired result and what is necessary to become a professional agile coach.
In this book, which was eagerly awaited by the community of proponents of flexible software development methodologies, the process of preparing requirements for the system being developed is described, which saves time, eliminates the need for alterations and leads to the creation of more sophisticated programs.
User stories are a method of describing the requirements for the product being developed. The author is available and interestingly tells how to properly use this technique to focus on the task and the wishes of the client, rather than being dispersed on the implementation of secondary functions. The described approach not only accelerates and systematizes the development, but also improves mutual understanding in the team. In this book you will find:
"Kanban" in translation from Japanese - "signal board". In production, such a board is used to visualize the increasing rates, which allows you to produce more products at a lower cost. A vivid example is Toyota's approach, thanks to which the "just-in-time" principle with minimal costs has been effectively implemented for many years. David Anderson cites an expanded set of those ideas (visualization of the process and work rules, typification of work elements, service classes, cadences, metrics and graphs for management accounting and analysis) that define the kanban method. The book describes the tools that allow you to effectively introduce lean manufacturing ideas into technological developments and IT operations with a minimum of resistance detecting changes and still maintain optimum for all employees involved in the work pace.
Esther Derby and Diana Larsen are two successful facilitators who have worked in software development for more than 20 years. Their book is mainly devoted to short retrospective sessions, which take place after an iteration lasting from one to four weeks.
The authors describe the structure of the retrospective session, the process of its planning, development and implementation, and also share detailed scenarios, step-by-step instructions and histories from real retrospectives.
This book will be useful not only to the leaders of the Agile teams, but also to all leaders who want their team members to think together, draw conclusions and work. Also, the publication will be a useful tool for trainers and consultants working with project teams.
This business novel is devoted to how to competently build a corporate environment. In a technology company that is on the verge of decline, a new manager comes in and starts to set up the work of a management team, or rather, to create it anew. Following the characters, the reader learns about the five vices that can destroy any collective, as well as how to neutralize them and turn their previously mismatched team into a detachment of winners. If the corporate environment is the weak point of your company, this book should read everything: from the head to the rank-and-file employee.
Many managers are sure that the best way to motivate an employee to high results is money reward, bonuses for the result or other "gingerbread". After all, people do work for money, and the practice of "do A and I'll give you B" has become almost a classic of management. It turns out that everything is not so simple. In his provocative bestseller, Daniel Pink convincingly proves that in the information age the motivation system based only on reward for achieving the result has become not just useless, but in some cases directly damages both the employees and the firm. But how then do you motivate the staff to achieve the goals and win the competition? It is necessary to emphasize the natural aspiration of each person for excellence, mastery and independence and hire only those people who have strong internal motivation. It is not as difficult as it may seem, but in the book you will find simple and understandable tools for building a new motivation system. The book will be interesting to managers of organizations of any level, as well as to personnel management specialists.
Few books on computers have had such a noticeable impact on the management of software development, as a HUMAN FACTOR. The unique insight of this book, which for many years kept its position on the bestseller list: the most complex problems of software development are not technological, but social. These human problems are not easy to solve, however, by solving them, you will increase the chances of success to the upper limit. In the third edition, six new chapters appeared and numerous corrections were made to the main text, so that now the book is better suited to modern development environments and contemporary problems. In particular, the pathology of leadership is discussed, which previously were not considered pathologies, the evolving culture of assembly, and the growing awareness that some of our instruments serve as anchors rather than engines. Everyone who needs to manage a software development project or an entire organization of this kind will find in the pages of this book many valuable tips.
"Purpose" is a scientific and educational book. Now these two concepts are used so often that their original meaning is lost in the fog of excessive servility and mystery. Like most serious scientists, I think that science has nothing to do with the secrets of nature, nor with immutable truths. This is simply a method by which we operate with a minimal set of assumptions that can be used to directly substantiate the existence of many natural phenomena through direct logical constructions. The physical law of conservation of energy is by no means the truth. This is just an assumption, effectively explaining a huge number of natural phenomena. To prove the universal applicability of this assumption is impossible, no matter how concrete examples of its fairness you cite. But to refute this assumption can be a single fact that it would not be able to explain. But even such a refutation does not deprive the assumption of justice. It testifies to the need for another, more general assumption. It is so that the law of conservation of energy was replaced by a more general Einstein postulate of conservation of energy and mass. Einstein's law is not true to the same extent as his predecessor.
Modern management skills are hopelessly outdated. Traditional recipes offered by books on organizational development are part of the problem, not its solution. The author of this book, based on many years of deep research, tells us what the future organizations will be like, built on completely different principles - integral, self-governing and evolutionary. It shows how such companies are developing - from scratch, and evolving from existing organizations. This is a book for business owners, managers, coaches, consultants, students and anyone who is interested in management and organizational development.
We used to think that processes and management are something boring and dull, and startups are dynamic and exciting where there is no place for any rules. However, the opposite is true: the creation of a startup must be subordinated to a clear methodology that has strictly defined steps. The main idea of the "economical startup" method, developed by Eric Rice, is to quickly test the ideas of new products on real consumers and constantly adjust the business model in order to start large-scale investments only when the idea is confirmed by facts. Who has already become acquainted with this book, speaks of it like this: if you are an entrepreneur, immediately throw all the cases, sit down and read! And do not be embarrassed by the words "business from scratch" in the title. Entrepreneurs are in the spirit of different companies, and be able to constantly analyze the business model and make timely adjustments to it for any business - small and large.
Testing the software provided to users is often a painful, risky and lengthy process. Before you, the book, which represents a completely new development strategy - a set of principles and practical techniques that provide fast incremental delivery of high-quality software. By automating the assembly, installation and testing processes and improving the interaction of developers, testers and administrators, the project team is able to deliver changes and new tools within a matter of hours or even minutes, regardless of the size of the project and the complexity of its code base.