May 2005
Intermediate to advanced
264 pages
6h 25m
English
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Chapter 2. The Agile Manager
Leadership and management are two distinctive and complementary systems of action. Each has its own function and characteristic activities. Both are necessary for success in today's business environment.
—John Kotter, “What Leaders Really Do,” Harvard Business Review on Leadership
As noted in Chapter 1, “Agile Project Management Defined,” aside from Scrum, agile methodologies do not clearly define the role of the project manager. Perhaps this lack of clarity arises from the fact that there is no common agreement in the industry as to what the title “project manager” means. I have seen it used variously to both include and exclude functions such as technical architecture, development process management, staffing, project ...
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O’Reilly covers everything we've got, with content to help us build a world-class technology community, upgrade the capabilities and competencies of our teams, and improve overall team performance as well as their engagement.Julian F.
I wanted to learn C and C++, but it didn't click for me until I picked up an O'Reilly book. When I went on the O’Reilly platform, I was astonished to find all the books there, plus live events and sandboxes so you could play around with the technology.Addison B.
I’ve been on the O’Reilly platform for more than eight years. I use a couple of learning platforms, but I'm on O'Reilly more than anybody else. When you're there, you start learning. I'm never disappointed.Amir M.
I'm always learning. So when I got on to O'Reilly, I was like a kid in a candy store. There are playlists. There are answers. There's on-demand training. It's worth its weight in gold, in terms of what it allows me to do.