Putting people before process is the first Agile value.
If you’re a ScrumMaster, project manager, delivery lead, or manager — or you aspire to be — you can make all the difference to your Agile team. Not by being a taskmaster, administrator, or process enforcer, but by leading your team to greatness. Take this book, The Human Side of Agile on your Agile leadership journey, and it will help you to:
- Build and cultivate an engaged team that can handle almost any challenge
- Catalyze team communication, collaboration, and continuous improvement
- Establish yourself as a confident and capable leader who adds value
- Reap the full benefits of Agile in the real world with real people
“I’ve rarely seen so much useful, concrete advice packaged in such a simple and accessible way.”
Henrik Kniberg, Agile coach and author, Lean from the Trenches
To this day, most Agile teams experience the following problems. Does your team experience them too?
- Members use established Agile practices and tools, but with little motivation or buy-in.
- Even though the team is cross-functional, members don’t collaborate effectively or leverage everyone’s abilities.
- Rather than act empowered, they wait for permission and approval.
- Improvement has stalled — the team performs okay, but it can do so much better.
You can’t solve these problems with more practices, rules, and tools. These are people problems.
“Agile teams need effective leaders who ‘get’ the people stuff. Without that you’re merely going through the Agile motions.”
Scott W. Ambler, co-creator of Disciplined Agile Delivery
“I just found the next must-read book for our entire leadership team.”
Tricia Broderick, Director of Development, TechSmith
Table of Contents
Foreword by Jim Highsmith
Foreword by Christopher Avery
Part I: Design your role for outstanding value (sample excerpt)
Chapter 1: Step into Agile Team Leadership
Chapter 2: Add Value as an Agile Team Leader
Chapter 3: Be the Best Leader for Your Team
Part II: Grow a solid team (sample excerpt)
Chapter 4: Select Members for a New Team
Chapter 5: Fulfill Preconditions for Teamwork (sample audio excerpt)
Chapter 6: Cultivate Team Agility
Chapter 7: Manage Behaviors That Derail Teams
Part III: Engage people in powerful conversations (sample excerpt)
Chapter 8: Master Your Communication
Chapter 9: Make Meetings Matter
What Do I Do Next?
Appendix: What Do Functional and Line Managers Do in Agile?
“Practical answers to the most relevant and pressing questions that team leaders ask.”
Chris Young, VP Engineering, Entertainment Group, Autodesk
“There is only one side of Agile — the human side! Rediscover the simple but profound practices and behaviors that transform the human discourse into creative solutions. It’s a must read for anyone who wants things faster, better, and cheaper.”
David Spann, President, Agile Adaptive Management
“Is your Agile project missing stewardship, the facilitation that would help it succeed? If so, run to buy Gil’s book. Chock full of stories, tips, and advice, this book will ‘unwedge’ your project, and position you for effective team leadership throughout your project.”
Johanna Rothman, author, Manage Your Project Portfolio: Increase Your Capacity and Finish More Projects
Gil Broza has been helping organizations increase their business agility since 2004. Through coaching, training, and facilitation, he supports leaders in building engaged teams that live the Agile values and principles and reap their benefits. His other popular book is The Agile Mind-Set: Making Agile Processes Work.