| PrintNumber | ErrorLocation | Error | Correction | DateAdded |
|---|---|---|---|---|
| 2/24/2011 | ||||
| 1 | xxi | The issue here, and the subject of Jurgen’s book, is not really about software development techniques—though the “agile” development approach that has been growing ever more popular during the past decade does reject the idea that the requirements and architecture for a complex system can be developed in a strictly linear fashion, by following a top-down, hierarchical, deterministic approach. | The issue here, and the subject of Jurgen’s book, is not really about software development techniques—though the “Agile” development approach that has been growing ever more popular during the past decade does reject the idea that the requirements and architecture for a complex system can be developed in a strictly linear fashion, by following a top-down, hierarchical, deterministic approach. | 4/20/2011 |
| 1 | xxii | You’ll need to plow through two more introductory chapters in which Jurgen summarizes agile software development and complex systems theory, but after that he devotes two full chapters to each of these six components of the Management 3.0 approach. |
You’ll need to plow through two more introductory chapters in which Jurgen summarizes Agile software development and complex systems theory, but after that he devotes two full chapters to each of these six components of the Management 3.0 approach. |
4/20/2011 |
| 1 | xxiii | But if the growing popularity of agile software development techniques is any indication, it’s only a matter of time before the equally agile management techniques espoused by Jurgen Appelo in Management 3.0 become equally popular. And if you’re determined to become an “agile manager” for dealing successfully with today’s ever-more-complex projects, then while Jurgen’s book will certainly not be the only book you read, it may well be the first book that you read on the subject. And more important, it’s likely to be the book that you return to, over and over again. I firmly believe that Management 3.0 will become the “Bible” of agile management books in the decade ahead. |
But if the growing popularity of Agile software development techniques is any indication, it’s only a matter of time before the equally Agile management techniques espoused by Jurgen Appelo in Management 3.0 become equally popular. And if you’re determined to become an “Agile manager” for dealing successfully with today’s ever-more-complex projects, then while Jurgen’s book will certainly not be the only book you read, it may well be the first book that you read on the subject. And more important, it’s likely to be the book that you return to, over and over again. I firmly believe that Management 3.0 will become the “Bible” of Agile management books in the decade ahead. |
4/20/2011 |
| 1 | xxvi | Thank you, Alistair Cockburn, Artem Marchenko, Brian Marick, Christopher Avery, Corey Haines, Dennis Stevens, Ed Yourdon, -Elisabeth Hendrickson, George Dinwiddie, Joseph Pelrine, Karl Scotland, Mike Vizdos, Philippe Kruchten, Ron Jeffries, and many, many other bloggers and writers I’ve had the pleasure of meeting in person. | Thank you, Alistair Cockburn, Artem Marchenko, Brian Marick, Christopher Avery, Corey Haines, Dennis Stevens, -Elisabeth Hendrickson, George Dinwiddie, Joseph Pelrine, Karl Scotland, Mike Vizdos, Philippe Kruchten, Ron Jeffries, and many, many other bloggers and writers I’ve had the pleasure of meeting in person. | 4/20/2011 |
| 1 | xxxiv | This book has an accompanying website at www.management30.com. | This book has an accompanying website at management30.com. | 4/20/2011 |
| 1 | xxxiv | Go to www.mgt30.com/toc/ and add your own comments, ideas, and links for the many topics discussed in this book. |
Go to mgt30.com/toc/ and add your own comments, ideas, and links for the many topics discussed in this book. |
4/20/2011 |
| 1 | xxxvi | The subtitle of this book, “Leading Agile Developers, Developing Agile Leaders” points at the topic of leadership…a term often used incorrectly. |
The subtitle of this book, “Leading Agile Developers, Developing Agile Leaders” points at the topic of leadership…a term often used incorrectly. |
4/20/2011 |
| 1 | 48 | But without understanding what chaos actually means from a scientific viewpoint, we might be making ourselves the laughing stock among complexity scientists around the world…. *Remove italics |
But without understanding what chaos actually means from a scientific viewpoint, we might be making ourselves the laughing stock among complexity scientists around the world…. |
4/20/2011 |
| 1 | 51 | (Note that the term agents in complex systems has nothing to do with software agents programmed by developers. In complexity it’s just another word for interacting elements or parts.) |
(Note that the term agents in complex systems has nothing to do with software agents programmed by developers. In complexity theory it’s just another word for interacting elements or parts.) |
4/20/2011 |
| 1 | 65 | Tools can be necessary but are never sufficient for success. Human analyses of the information gained with tools is required before people can take action, given a certain context. |
Tools can be necessary but are never sufficient for success. Human analysis of the information gained with tools is required before people can take action, given a certain context. |
4/20/2011 |
| 1 | 66 | Creativity and action is also reflected in the way I chose to structure my book project. |
Creativity is also reflected in the way I chose to structure my book project. |
4/20/2011 |
| 1 | 120 | I am sure that the rejection by both candidates can be attributed, in part, to the leadership skills of their current team manager. |
I am sure that the rejection by both candidates could be attributed, in part, to the leadership skills of their team manager. |
4/20/2011 |
| 1 | 137 | So far, this chapter has been all about the practical side of empowerment and delegation. But all you’ve read so far will have been for nothing if you have not addressed the two basic virtues that make empowerment work: trust and respect, which are discussed next. *Remove Italics |
So far, this chapter has been all about the practical side of empowerment and delegation. But all you’ve read so far will have been for nothing if you have not addressed the two basic virtues that make empowerment work: trust and respect, which are discussed next. |
4/20/2011 |
| 1 | 141 | Reprinted with permission of the publisher. From Love ‘em or Lose ‘em, copyright © 2008 by Beverly Kaye and Sharon Jordan-Evans, Berrett-Koehler Publishers, Inc., San Francisco, CA. All rights reserved. http://www.bkconnection.com. [Kaye, Jordan-Evans 2008:96]. *Correct font size |
Reprinted with permission of the publisher. From Love ‘em or Lose ‘em, copyright © 2008 by Beverly Kaye and Sharon Jordan-Evans, Berrett-Koehler Publishers, Inc., San Francisco, CA. All rights reserved. http://www.bkconnection.com. [Kaye, Jordan-Evans 2008:96]. |
4/20/2011 |
| 1 | 184 | The impact that humanity has on CO2 levels in the air, trees in the forests, and fish in the sea is right now the most debated and intensively researched case of the Tragedy of the Commons. *Make CO2 subscript |
The impact that humanity has on CO2 levels in the air, trees in the forests, and fish in the sea is right now the most debated and intensively researched case of the Tragedy of the Commons. |
4/20/2011 |
| 1 | 193 | For software developers, the concept of flocking might roughly translate to the following principles: *Remove Italics |
For software developers, the concept of flocking might roughly translate to the following principles: |
4/20/2011 |
| 1 | 193 | Agilists assume craftsmanship. Few people pursue craftsmanship. *Italics |
Agilists assume craftsmanship. Few people pursue craftsmanship. |
4/20/2011 |
| 1 | 201 | Reinforcing feedback loops are the cause for both instability and power for lock-in effects and snowball effects. | Reinforcing feedback loops are the cause for both instability and power, for lock-in effects and snowball effects. |
4/21/2011 |
| 1 | 201 | But recognizing negative feedback loops can be just as important, because that enables you to understand why changing a system can sometimes be so difficult. *Add Italics |
But recognizing negative feedback loops can be just as important, because that enables you to understand why changing a system can sometimes be so difficult. |
4/21/2011 |
| 1 | 206 | Correct color scale on figure 10.4 | 4/21/2011 | |
| 1 | 208 | Subsidiarity is an organizing principle that matters ought to be handled by the smallest, lowest or least centralized competent authority. The Oxford English Dictionary defines subsidiarity as the idea that a central authority should have a subsidiary function, performing only those tasks which cannot be performed effectively at a more immediate or local level. The concept is applicable in the fields of government, political science, cybernetics, and management. *Remove Italics. |
Removed italic font. |
4/21/2011 |
| 1 | 230 | Methods for personal organization, like David Allen’s Getting Things Done [Allen 2003] and Jim Benson’s Personal Kanban, also assists people in getting their tasks and projects under | Methods for personal organization, like David Allen’s Getting Things Done [Allen 2003] and Jim Benson’s Personal Kanban, also assist people in getting their tasks and projects under |
4/21/2011 |
| 1 | 238 | They check for inconsistencies, block incorrect data, send alerts, proactively verify crucial information, and so on. *Remove Italics |
They check for inconsistencies, block incorrect data, send alerts, proactively verify crucial information, and so on. |
4/21/2011 |
| 1 | 239 | This seems to be Step One on The Road to Bureaucracy, and it is a direction that Agile and Lean people fervently argue against. *Remove Italics |
This seems to be Step One on The Road to Bureaucracy, and it is a direction that Agile and Lean people fervently argue against. |
4/21/2011 |
| 1 | 242 | Managers burdened with this task are caught between a rock and a hard place because for a manager, employee appraisals are the easiest way to fail. *Remove Italics |
Managers burdened with this task are caught between a rock and a hard place because for a manager, employee appraisals are the easiest way to fail. |
4/21/2011 |
| 1 | 253 | Communication = Information * Relationships * Feedback Format to fit on one line. |
Communication = Information * Relationships * Feedback |
4/21/2011 |
| 1 | 283 | If the role was a formal job title, the person would have to be kept busy, or she would have been asked to formally change her job, or else she’d have to get fired for lack of work. | If the role was a formal job title, the person would have to be kept busy, or she would have been asked to formally change her job, or else she’d have to bet fired for lack of work. |
4/21/2011 |
| 1 | 294 | Update color scale on Figure 13.7 | 4/21/2011 | |
| 1 | 317 | (It is interesting to note that the honeybee is the official symbol of several states in the United States., but it is a non-native species because it was introduced in North America from Europe in the 1600s. Perhaps the bees got there with a thunderstorm.) |
(It is interesting to note that the honeybee is the official symbol of several states in the United States, but it is a non-native species because it was introduced in North America from Europe in the 1600s. Perhaps the bees got there with a thunderstorm.) |
4/21/2011 |
| 1 | 343 | We analyze our current situation and determine what the most important problem is. (For example, we’re getting fat). |
We analyze our current situation and determine what the most important problem is. (For example, we’re getting fat.) |
4/21/2011 |
| 1 | 379 | It is simplicity that makes the uneducated more effective than the educated when addressing popular audiences. [Aristotle] *Incorrect italics. |
It is simplicity that makes the uneducated more effective than the educated when addressing popular audiences. [Aristotle] | 4/21/2011 |
| 1 | 379 | I hope that software developers and managers around the world learn to understand that there’s no need to flame each other over methods, frameworks, principles, and practices. *Incorrect italics |
I hope that software developers and managers around the world learn to understand that there’s no need to flame each other over methods, frameworks, principles, and practices. | 4/21/2011 |
| 1 | i | Management 3.0 offers managers involved in agile/lean transformations a thought-provoking guide how they themselves can ‘become’ agile.” —Jim Highsmith, Executive Consultant, ThoughtWorks, Inc., www.jimhighsmith.com, Author of Agile Project Management |
Management 3.0 offers managers involved in Agile/lean transformations a thought-provoking guide how they themselves can ‘become’ Agile.” —Jim Highsmith, Executive Consultant, ThoughtWorks, Inc., www.jimhighsmith.com, author of Agile Project Management |
4/25/2011 |
| 1 | i | —Lisa Crispin, Agile Tester, ePlan Services, Inc., author of Agile Testing |
—Lisa Crispin, Agile Tester, ePlan Services, Inc., co-author of Agile Testing |
4/25/2011 |