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Leadership paradigms for remote agile development : how to lead your team remotely /
If you are asking yourself Why are my engineers unable to deliver?, Why are so many engineers leaving? or Why is our software riddled with bugs?, then you've come to the right place. This book acts as a concise, practical guide on how to lead successful agile projects in a remote environment. T...
| Clasificación: | Libro Electrónico |
|---|---|
| Autores principales: | , , |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
New York, NY :
Apress,
[2022]
|
| Edición: | [First edition]. |
| Temas: | |
| Acceso en línea: | Texto completo (Requiere registro previo con correo institucional) |
Tabla de Contenidos:
- Intro
- Contents
- About the Authors
- Chapter 1: Introduction
- Important Terms to Remember
- Dysfunctional Teams
- Successful and Unsuccessful Products
- Leaders
- Pillars at a Glance
- Leadership
- People
- Feedback
- Focus
- Quality
- Expectation Management, Bureaucracy Reduction, and Ethics
- Conclusion
- Chapter 2: Leadership
- In the Same Way, That Leadership Can Be Earned
- It Can Be Lost
- Leaders Can Come from Anywhere
- Leadership Is Also a Skill
- Leadership
- Traits of Effective Leaders
- Traits
- Communication
- Accountability
- Ability to Learn and Change Their Minds
- Empathy and Courage
- Conclusion
- Chapter 3: Management
- Managers Are Like Conductors
- Managers and Leaders
- Management in Practice
- Picking the Right Management Framework
- Facilitation
- Shielding
- Overseeing
- Technical Oversight
- Autonomy
- Managing Deadlines
- Project Management
- Isn't Project Management the Role of a Product Manager?
- Building the Right Thing
- Planning and Prioritization
- Planning and Prioritization in Most Companies
- You Can't Predict the Future
- Our Brains Are Limited
- Anchoring Bias
- Availability Heuristic
- Bandwagon Effect
- Choice-Supportive Bias
- Communication Is Inherently Fraught
- Limited Perspective
- Focusing on the Solution, Not the Problem
- Static Views of a Dynamic World
- A Brief History of Software Development
- In the Beginning
- An Evolution
- The Root of the Problem
- Product Development
- Verification and Validation (V&V)
- A Lean Project Management
- The Lean Inception
- In Practice
- Before Starting Projects
- First - Select the Core Team
- Second - Define Stakeholders
- Third - Set Your Success Criteria
- The Liftoff Meetings
- Involving Everyone Impacted
- Meeting 0 - With the Team
- Meeting 1 - With the Team and Stakeholders
- Meeting 2 - With the Team
- Meeting 3 - Team and Stakeholders
- Starting the Project
- Writing Stories
- Running the Sprint
- Closing Milestones
- Closing the Project
- Things Left Unsaid
- Conclusion
- So, Should You Become a Manager?
- Chapter 4: Hiring
- Defining "Right People"
- The "Good Engineer" Checklist
- The "Bad Engineer" Checklist
- The Importance of Experience
- The Dunning-Kruger Effect
- Honesty
- The Cost of Hiring
- The Cost of Bad Engineers
- Retention: Understanding the Career Cycle
- Practical Tips
- Tip 1: Review Your Interviewing Process
- Tip 2: Make Your Process Known Beforehand
- Tip 3: Understand Staffing Requirements
- Tip 4: Define Attractive Compensation and Benefits That Reflect Market Realities (and Review It Periodically)
- Tip 5: Recruiter Screening
- Tip 6: Scheduling
- Tip 7: Tooling
- Tip 8: Hiring Scoreboard
- Tip 9: Technical Screening
- Option 1: Three Phases, Remote
- Option 2: Three Phases, Remote
- Option 3: Three Phases, Two Remote, One in Person
- Conclusion
- Chapter 5: Quality