This book is about improving and sustaining agility by focusing on people over process, as the first agile value advocates, and is the third and final book in the author's Lean and Agile Software trilogy. The first – A Tale of Two Systems: Lean and Agile Software Development for Business Leaders – describes what agile is and why we do it. The second – A Tale of Two Transformations: Bringing Lean and Agile Software Development to Life – guides leaders in transforming their organizations to adopt this approach. All three books mix description and elaboration of theory with practical demonstration in fictional companies and projects. This new, third book – People over Process: Leadership for Agility – presents a model of facilitative leadership for agility, which informs the entire book. It begins by describing the roots of the agile movement, which motivates the centrality of people and the need for leadership. The leadership model is then presented, very simply: rigor, alignment, efficiency, through frameworks. Leadership is considered for all team members, and then for the special case of the responsibilities of leaders in formal positions of organizational authority. With this strong background presented, the book proceeds to describe and demonstrate common and highly useful frameworks for agility. The fictional Pacifica Bank is introduced, and we see the Pacifica team work through architecture, project planning, team structure, governance, scrum meeting, and ultimately retrospectives, using frameworks that have been presented. An Appendix summarizes the most useful frameworks for future reference. Throughout the book concepts are illustrated with vignettes from my experience (in the didactic sections) and with the Pacifica fictional case study. The key benefits of the book are to make everyone involved in agile work more effective and fulfilled. Essentially, since agile was first introduced almost two decades ago, the primary focus in practice has been on process. The "scrum" methodology was developed and promulgated, and has been widely adopted. This has been on balance broadly positive, but as an industry we have progressed to the point where following the steps of a methodology, particularly one that seeks to implement concepts where the first value is "People over Process," has reached its limits. The reader of this book: • Gains a powerful, simple model of leadership that enables the "People" in "People over Process;" • Sees these principles in action in a fictional company, making agile leadership understandable and engaging; • Improves their ability to participate in and lead agility; • Learns extraordinarily useful "frameworks" that help in the most important activities in agile software. In short, the reader will be better at delivering valuable software solutions, more valuable to their organizations, and more fulfilled in their work.

This book is about improving and sustaining agility by focusing on people over process, as the first agile value advocates, and is the third and final book in the author's Lean and Agile Software trilogy. The first – A Tale of Two Systems: Lean and Agile Software Development for Business Leaders – describes what agile is and why we do it. The second – A Tale of Two Transformations: Bringing Lean and Agile Software Development to Life – guides leaders in transforming their organizations to adopt this approach. All three books mix description and elaboration of theory with practical demonstration in fictional companies and projects. This new, third book – People over Process: Leadership for Agility – presents a model of facilitative leadership for agility, which informs the entire book. It begins by describing the roots of the agile movement, which motivates the centrality of people and the need for leadership. The leadership model is then presented, very simply: rigor, alignment, efficiency, through frameworks. Leadership is considered for all team members, and then for the special case of the responsibilities of leaders in formal positions of organizational authority. With this strong background presented, the book proceeds to describe and demonstrate common and highly useful frameworks for agility. The fictional Pacifica Bank is introduced, and we see the Pacifica team work through architecture, project planning, team structure, governance, scrum meeting, and ultimately retrospectives, using frameworks that have been presented. An Appendix summarizes the most useful frameworks for future reference. Throughout the book concepts are illustrated with vignettes from my experience (in the didactic sections) and with the Pacifica fictional case study. The key benefits of the book are to make everyone involved in agile work more effective and fulfilled. Essentially, since agile was first introduced almost two decades ago, the primary focus in practice has been on process. The "scrum" methodology was developed and promulgated, and has been widely adopted. This has been on balance broadly positive, but as an industry we have progressed to the point where following the steps of a methodology, particularly one that seeks to implement concepts where the first value is "People over Process," has reached its limits. The reader of this book: • Gains a powerful, simple model of leadership that enables the "People" in "People over Process;" • Sees these principles in action in a fictional company, making agile leadership understandable and engaging; • Improves their ability to participate in and lead agility; • Learns extraordinarily useful "frameworks" that help in the most important activities in agile software. In short, the reader will be better at delivering valuable software solutions, more valuable to their organizations, and more fulfilled in their work.

Mining big data requires a deep investment in people and time. How can you be sure you’re building the right models? With this hands-on book, you’ll learn a flexible toolset and methodology for building effective analytics applications with Hadoop. Using lightweight tools such as Python, Apache Pig, and the D3.js library, your team will create an agile environment for exploring data, starting with an example application to mine your own email inboxes. You’ll learn an iterative approach that enables you to quickly change the kind of analysis you’re doing, depending on what the data is telling you. All example code in this book is available as working Heroku apps. Create analytics applications by using the agile big data development methodology Build value from your data in a series of agile sprints, using the data-value stack Gain insight by using several data structures to extract multiple features from a single dataset Visualize data with charts, and expose different aspects through interactive reports Use historical data to predict the future, and translate predictions into action Get feedback from users after each sprint to keep your project on track

The Go-To Resource for Large-Scale Organizations to Be Agile Rather than asking, “How can we do agile at scale in our big complex organization?” a different and deeper question is, “How can we have the same simple structure that Scrum offers for the organization, and be agile at scale rather than do agile?” This profound insight is at the heart of LeSS (Large-Scale Scrum). In Large-Scale Scrum: More with LeSS, Craig Larman and Bas Vodde have distilled over a decade of experience in large-scale LeSS adoptions towards a simpler organization that delivers more flexibility with less complexity, more value with less waste, and more purpose with less prescription. Targeted to anyone involved in large-scale development, Large-Scale Scrum: More with LeSS, offers straight-to-the-point guides for how to be agile at scale, with LeSS. It will clearly guide you to Adopt LeSS Structure a large development organization for customer value Clarify the role of management and Scrum Master Define what your product is, and why Be a great Product Owner Work with multiple whole-product focused feature teams in one Sprint that produces a shippable product Coordinate and integrate between teams Work with multi-site teams

Traditional software development methods struggle to keep pace with the accelerated pace and rapid change of Internet-era development. Several "agile methodologies" have been developed in response -- and these approaches to software development are showing exceptional promise. In this book, Jim Highsmith covers them all -- showing what they have in common, where they differ, and how to choose and customize the best agile approach for your needs.KEY TOPICS:Highsmith begins by introducing the values and principles shared by virtually all agile software development methods. He presents detailed case studies from organizations that have used them, as well as interviews with each method's principal authors or leading practitioners. Next, he takes a closer look at the key features and techniques associated with each major Agile approach: Extreme Programming (XP), Crystal Methods, Scrum, Dynamic Systems Development Method (DSDM), Lean Development, Adaptive Software Development (ASD), and Feature-Driven Development (FDD). In Part III, Highsmith offers practical advice on customizing the optimal agile discipline for your own organization.MARKET:For all software developers, project managers, and other IT professionals seeking more flexible, effective approaches to developing software.

The second edition of Agile Change Management provides essential tools to build change manager capabilities and ensure change initiatives are embedded effectively throughout the organization. This book is a comprehensive resource for creating a roadmap that is flexible and unique to each organization to manage any type of change initiative. Detailing all the processes, activities and information needed, from creating the right environment for change to completing iterative tasks, it shows how to respond to different needs as they arise, reducing the potential for wasted time and resources. The updated second edition features chapters on behavioural change and decomposition in planning iterations, and new material on prototyping for business needs and virtual leadership. Whether implementing a large-scale transformation or working through projects at micro-level, Agile Change Management provides tools, frameworks and examples necessary to adapt to and manage change effectively.

Corporate cultures, global mindsets, and employee priorities are changing, which means management and human resources departments must also evolve. To ensure teams are well crafted, motivated, and successful, managers and HR professionals must step outside their comfort zone and adapt to younger, newer ways of thinking-they must become Agile. In Agile People, management consultant Pia-Maria Thoren outlines how managers, human resources professionals, company decision-makers, and employees can adopt the flexible, fluid, customer-focused mindset of modern tech companies to inspire their workers and strengthen their organizations. This essential handbook explains both the theories and practical applications behind the Agile framework, showing how companies can do the following: -Create a structure and culture for an organization to meet future challenges -Give management and HR the changed mindset and the tools to facilitate employee drive and performance -Empower employees to become motivated stakeholders -Adopt hiring practices that value attitude, behavior, and competence -Create a passionate, loyal, and accomplished workforce No matter the size of a company, it can benefit from an Agile mindset and launch into a future filled with successful leadership and motivated employees.