By Jim Highsmith
The agile software program circulate has now been round for an entire decade. As coauthor of the unique Agile Manifesto, Jim Highsmith has been at its center because the starting. he is spent the previous decade supporting 1000s of businesses transition to agile / lean. in terms of agile, he is visible it all–in numerous industries, around the globe. Now, in Adaptive management, he has compiled, up-to-date, and prolonged his most sensible writings approximately agile and lean equipment for a administration viewers. Highsmith does not simply show what is operating and what is not; he bargains a robust new imaginative and prescient for extending agility around the firm.
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Extra info for Adaptive Leadership: Accelerating Enterprise Agility
UNORTHODOX, UNCONVENTIONAL , AND THE NEXT DECADE OF AGILE Paul Farmer was an unconventional doctor. Tracy Kidder, in his classic Mountains Beyond Mountains (2009), describes Farmer’s Haitian clinic, located in the difficultto-access highlands, where Farmer often hiked for hours to see a single patient or treated multiple-antibiotic-resistant tuberculosis patients with expensive new drugs. info CHAPTER 2 A DAPTIVE LEADERSHIP TODAY 25 approach. In bringing medical services to the desperately poor, he changed health care delivery on three continents.
A large number of agilists decry the fact that they can’t get organizations to focus on technical practices—but why should that come as a surprise when we encourage product managers/owners to make all the priority decisions and then measure performance using velocity? We have overcompensated for the lack of customer focus in traditional methodologies by giving control of prioritization to the product owner/manager. The tendency has been to lump all work under the heading of “customer-facing” stories and assume we can convince product owners to agree to all the technical engine work that needs to be done.
Complex systems, be they biological or human, are composed of independent, decentralized agents. These independent agents, in the absence of centralized control, will self-organize. Self-organization will create complex behavior and emergent results that are not evident from studying the agents themselves. Rich information flows in an ecosystem balanced at the edge of chaos define the most effective pattern for generating emergent results. Simple, generative rules guide the creation of complex behaviors.
Adaptive Leadership: Accelerating Enterprise Agility by Jim Highsmith