Goodreads helps you follow your favorite authors. Be the first to learn about new releases!
Start by following Jim Highsmith.
Showing 1-30 of 78
“Authoritarian managers use power, often in the form of fear, to get people to do something their way. Leaders depend for the most part on influence rather than power, and influence derives from respect rather than fear. Respect, in turn, is based on qualities such as integrity, ability, fairness, truthfulness—in short, on character. Leaders are part of the team, and although they are given organizational authority, their real authority isn't delegated top-down but earned bottom-up. From the outside, a managed team and a led team can look the same, but from the inside they feel very different.”
― Agile Project Management: Creating Innovative Products
― Agile Project Management: Creating Innovative Products
“When project leaders focus on delivery, they add value to projects. When they focus on planning and control, they tend to add overhead.”
― Agile Project Management: Creating Innovative Products
― Agile Project Management: Creating Innovative Products
“The feature delivery approach helps define a workable interface between customers and product developers.”
― Agile Project Management: Creating Innovative Products
― Agile Project Management: Creating Innovative Products
“The tail is the time period from “code slush” (true code freezes are rare) or “feature freeze” to actual deployment. This is the time period when companies do some or all of the following: beta testing, regression testing, product integration, integration testing, documentation, defect fixing. The worst “tail” I’ve encountered was 18 months—18 months from feature freeze to product release, and most of that time was spent in QA. I’ve”
― Adaptive Leadership
― Adaptive Leadership
“The agile value "Delivering Value over Meeting Constraints" provides a focus for rethinking how we measure performance on projects.”
― Agile Project Management: Creating Innovative Products
― Agile Project Management: Creating Innovative Products
“In high-performance teams, "the leaders managed the principles, and the principles managed the team.”
― Agile Project Management: Creating Innovative Products
― Agile Project Management: Creating Innovative Products
“Agility is more attitude than process, more environment than methodology.”
― Agile Project Management: Creating Innovative Products
― Agile Project Management: Creating Innovative Products
“There are three particularly important issues involved in delivering customer value: focusing on innovation rather than efficiency and optimization, concentrating on execution, and lean thinking.”
― Agile Project Management: Creating Innovative Products
― Agile Project Management: Creating Innovative Products
“In an agile project the team takes care of the tasks and the project leader takes care of the team.”
― Agile Project Management: Creating Innovative Products
― Agile Project Management: Creating Innovative Products
“agile development reflects a product lifecycle approach (continuous delivery of value), rather than a project approach (begin-end). While an individual release of a product can be managed as a project, an agile approach views a release as a single stage in a product’s ongoing evolution.”
― Agile Project Management: Creating Innovative Products
― Agile Project Management: Creating Innovative Products
“The agile value "Delivering Value over Meeting Constraints" provides a focus for rethinking how we measure performance on projects. Although constraints such as cost and time are important, they should be secondary to creating value for customers. All too often, we focus on what is easily measurable and ignore really important characteristics that are harder to quantify. Agile development attempts to change that bias and focus on the most important things, and value is at the top of that list.”
― Agile Project Management: Creating Innovative Products
― Agile Project Management: Creating Innovative Products
“If you want to innovate, you have to iterate!”
― Agile Project Management: Creating Innovative Products
― Agile Project Management: Creating Innovative Products
“Agility is the ability to both create and respond to change in order to profit in a turbulent business environment.”
― Agile Project Management: Creating Innovative Products
― Agile Project Management: Creating Innovative Products
“The ability to respond to change is good. The ability to create change for competitors is even better. When you create change you are on the competitive offensive. When you respond to competitors' changes you are on the defensive. When you can respond to change at any point in the development lifecycle, even late, then you have a distinct advantage.”
― Agile Project Management: Creating Innovative Products
― Agile Project Management: Creating Innovative Products
“When uncertainty is low, adaptive approaches run the risk of higher costs. When uncertainty is high, optimizing approaches run the risk of settling too early on a particular solution and stifling innovation.”
― Agile Project Management: Creating Innovative Products
― Agile Project Management: Creating Innovative Products
“For an agile project, the ensemble includes core team members, customers, suppliers, executives, and other participants who interact with each other in various ways. It is these interactions, and the tacit and explicit information exchanges that occur within them, that project management practices need to facilitate.”
― Agile Project Management: Creating Innovative Products
― Agile Project Management: Creating Innovative Products
“Agile Project Management is an execution-biased model, not a planning-and-control-biased model.”
― Agile Project Management: Creating Innovative Products
― Agile Project Management: Creating Innovative Products
“In fact, in an agile project, technical excellence is measured by both capacity to deliver customer value today and create an adaptable product for tomorrow.”
― Agile Project Management: Creating Innovative Products
― Agile Project Management: Creating Innovative Products
“Self-discipline is also built on competence, persistence, and the willingness to assume accountability for results. Competence is more than skill and ability; it's attitude and experience.”
― Agile Project Management: Creating Innovative Products
― Agile Project Management: Creating Innovative Products
“Agility is the ability to balance flexibility and stability”
― Agile Project Management: Creating Innovative Products
― Agile Project Management: Creating Innovative Products
“Effective project leaders focus on people, product, and process—in that order. Without the right people, nothing gets built. Without a laser focus on product value, extraneous activities creep in. Without a minimum process framework, there can be inefficiency and possibly a little chaos.”
― Agile Project Management: Creating Innovative Products
― Agile Project Management: Creating Innovative Products
“A team can employ agile practices, but it won't achieve the potential benefit of agile development without embracing agile values and principles.”
― Agile Project Management: Creating Innovative Products
― Agile Project Management: Creating Innovative Products
“If we want to build great products, we need great people. If we want to attract and keep great people, we need great principles”
― Agile Project Management: Creating Innovative Products
― Agile Project Management: Creating Innovative Products
“The formula for success is simple: deliver today, adapt tomorrow.”
― Agile Project Management: Creating Innovative Products
― Agile Project Management: Creating Innovative Products
“Agile Project Management -like its lean development counterparts- streamlines the development process, concentrating on value-adding activities and eliminating overhead and compliance activities.”
― Agile Project Management: Creating Innovative Products
― Agile Project Management: Creating Innovative Products
“APM's core purpose of creating innovative new products and services means dealing with constant technological and competitive change, generating novel ideas, and continually reducing product development schedules.”
― Agile Project Management: Creating Innovative Products
― Agile Project Management: Creating Innovative Products
“Creating new products and services differs from making minor enhancements to existing ones. The first must focus on innovation and adaptability, whereas the second usually focuses on efficiency and optimization. Efficiency delivers products and services that we can think of. Innovation delivers products that we can barely imagine. Efficiency and optimization are appropriate drivers for a production project, whereas innovation and creativity should drive an exploration-type project. A production mindset can restrict our vision to what appears doable. An exploration mindset helps us explore what seems impossible.”
― Agile Project Management: Creating Innovative Products
― Agile Project Management: Creating Innovative Products
“In a self-organized team, individuals take accountability for managing their own workload, shift work among themselves based on need and best fit, and take responsibility for team effectiveness. Team members have considerable leeway in how they deliver results, they are self-disciplined in their accountability for those results, and they work within a flexible framework.”
― Agile Project Management: Creating Innovative Products
― Agile Project Management: Creating Innovative Products
“Innovation delivers products that we can barely imagine. Efficiency and optimization are appropriate drivers for a production project, whereas innovation and creativity should drive an exploration-type project. A production mindset can restrict our vision to what appears doable. An exploration mindset helps us explore what seems impossible.”
― Agile Project Management: Creating Innovative Products
― Agile Project Management: Creating Innovative Products
“An adaptive development process has a different character from an optimizing one. Optimizing reflects a basic prescriptive Plan-Design-Build lifecycle. Adapting reflects an organic, evolutionary Envision-Explore-Adapt lifecycle. An adaptive approach begins not with a single solution, but with multiple potential solutions (experiments). It explores and selects the best by applying a series of fitness tests (actual product features or simulations subjected to acceptance tests) and then adapting to feedback.”
― Agile Project Management: Creating Innovative Products
― Agile Project Management: Creating Innovative Products
