Welcome to the book in progress: Agile for managers!
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“So, what's the problem?”, I said.
"We won’t make it”, the development manager said to me. “It will be so-so again, the business won’t like all of it, the project will be stuck in acceptance tests forever and when we have delivered we will need to deal with a number of change requests as usual.”
“So, this means you’re ready to try anything?”, I asked with a smile.
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This book is being written right now. Please read parts and give us comments on the content as the book evolves.
Per-Magnus Skoogh began working with agile approaches since the mid 1990's when he began using DSDM/Atern. He has since moved on to using multi-agile approaches based on Scrum, Lean, XP, DSDM Atern and more.
Day-to-day Per-Magnus and his colleagues help projects and organisations become more effective by using agile values and practices. He has had an increasing interest in, and assignments focused on, the agile organization – how to make not just the projects agile – but also the rest of the organization. This means hands-on work with terms such as agile business product management, business agility and agile leadership around projects.
Per-Magnus was on the board of DSDM for a few years, both in Sweden and the UK (the International Board). He has written a number of well-received courses in agile approaches and has quite a few certifications such as Scrum Master, Certified Agile Project Leader, DSDM Atern Practitioner and Trainer, Certified Agile Master, PMI PMP and more.
Co-authors and team
A support team consisting of expert researchers and co-authors are being formed. Currently we have:
Mats Janemalm
Anders Nygren
Agile works!
Agile approaches such as Scrum, DSDM, Lean and others have demonstrated great success in these and many other areas over the last 15 years. Thousands of people and organisations have now adopted agile and achieved measurable financial benefits and continue to do so. Customers are happier, management have time to breath and employees are said to be happier with increasing employee satisfaction indices to prove it.
Agile is not always easy
At the same time, we are increasingly seeing projects colliding with surrounding values and management cultures, meaning agile is not delivering the value it can when done right. Also, as the agile word becomes ever more popular, some organisations run "agile" projects but are changing very little except some vocabulary.
The solution
To enable agile to work long term and on an organisational scale, changes need to be made that will affect the organisation, culture and management practices. Running the occasional agile project differently is not enough if you want true long term benefit.
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