Here are 10 books that Actionable Agile Metrics for Predictability fans have personally recommended if you like
Actionable Agile Metrics for Predictability.
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I’ve managed projects and programs for over forty years. I’ve seen the effects of both good and bad systems on the people who try to do their best work. These books help managers and teams see their systems. How long does a team need to deliver work that fulfills a good objective? Are there systemic blockages that prevent people from doing a good job? These books represent my philosophy: People want to do a good job. When they have clear objectives and know the principles of flow, they can succeed. That’s how I’ve succeeded in my career. You can, too.
When I read the very first page, I had an “aha!” moment. Singh explains that scaling flow, the flow of work through the teams, is the single most important idea in “scaling” agility. That means each team optimizes for their challenges, not a specific process.
I loved this book because Singh makes the principles of flow easy to understand and apply. That’s the “secret” to scaling agility.
If you are a large organization that has seen the benefits of Agile approaches on teams, you have either attempted to or talked about scaling Agile. Scaling has become synonymous with overburdened and cumbersome frameworks that create more problems than they solve. We need a simpler solution to the problem of scaling Agile. We need to break this problem down to its basic tenet - Optimizing the flow of value to customers. The strategy of Kanban can be applied to do exactly that. In doing so, we can discard the practices proposed by common Agile scaling frameworks and go to…
I’ve managed projects and programs for over forty years. I’ve seen the effects of both good and bad systems on the people who try to do their best work. These books help managers and teams see their systems. How long does a team need to deliver work that fulfills a good objective? Are there systemic blockages that prevent people from doing a good job? These books represent my philosophy: People want to do a good job. When they have clear objectives and know the principles of flow, they can succeed. That’s how I’ve succeeded in my career. You can, too.
I love goals that tell me where the product needs to go now and help me see the big, audacious goal at the end. While many other OKR books focus on the now, Kelly’s book also helps me see that end goal.
Kelly’s approach to OKRs supports larger efforts, such as programs, with this pragmatic idea: “Bigger team, fewer OKRs.” Why fewer? Because that focuses all the teams on one big goal at a time. The more we consider flow and Little’s Law, the more we realize one goal is the right number for an agile program.
Get aligned, work seamlessly and hit goals efficiently - what are you waiting for?
“This book is full of great insights and guidance around OKRs backed by multiple real examples that will be helpful in a number of domains" Nicolas Brown, Agile Coach
OKRs are about goals bigger than the next story, or even epic. They prioritise purpose and strategy over the ever looming, high maintenance backlogs we all know too well.
OKRs are important to agile teams because they deal with the big things, they inspire forward thinking, encourage engage senior leaders, and help debug strategy.
I’ve managed projects and programs for over forty years. I’ve seen the effects of both good and bad systems on the people who try to do their best work. These books help managers and teams see their systems. How long does a team need to deliver work that fulfills a good objective? Are there systemic blockages that prevent people from doing a good job? These books represent my philosophy: People want to do a good job. When they have clear objectives and know the principles of flow, they can succeed. That’s how I’ve succeeded in my career. You can, too.
I read the first edition of this book when I was in college after a disastrous “team” project. (We weren’t a team—and we didn’t finish the project.) I was just about ready to quit Computer Science. Then I read this book.
Programming—and all product development—is a human activity. How do people learn to work together, to collaborate, to create teams, and to release useful work? Those are the topics in this book. From egoless programming to personalities such as the Mad Bomber, Weinberg addresses how we could collaborate, from small efforts to large.
Every time I read (or re-read) a Weinberg book, I learn a little more. I bet you will, too.
This landmark 1971 classic is reprinted with a new preface, chapter-by-chapter commentary, and straight-from-the-heart observations on topics that affect the professional life of programmers.
Long regarded as one of the first books to pioneer a people-oriented approach to computing, The Psychology of Computer Programming endures as a penetrating analysis of the intelligence, skill, teamwork, and problem-solving power of the computer programmer.
Finding the chapters strikingly relevant to today's issues in programming, Gerald M. Weinberg adds new insights and highlights the similarities and differences between now and then. Using a conversational style that invites the reader to join him, Weinberg reunites…
I’ve managed projects and programs for over forty years. I’ve seen the effects of both good and bad systems on the people who try to do their best work. These books help managers and teams see their systems. How long does a team need to deliver work that fulfills a good objective? Are there systemic blockages that prevent people from doing a good job? These books represent my philosophy: People want to do a good job. When they have clear objectives and know the principles of flow, they can succeed. That’s how I’ve succeeded in my career. You can, too.
While I always knew there was something else that reflected true organizational efficiency, I didn’t know what it was until I read this book. This book introduced me to the idea of “flow efficiency,” instead of “resource efficiency.”
Too often, managers think the world is more efficient if they slice the work and create handoffs from one expert to the next. But that creates delays and waste in the system. Worse, when we try to “scale” efforts, all those handoffs get larger and larger. Read this book to start seeing the world differently and consider what you can do to create real efficiency in your organization.
I taught myself to code back in 1994 while working the graveyard shift as a geologist in the environmental industry. My job consisted of sitting in a chair during the dark hours of the night in a shopping center in Stockton, CA, watching another geologist take samples from wells in the parking lot. A friend of mine suggested I learn to code because I liked computers. I don’t mean to make this out to be a “it’s so simple anyone can do it!” You need to have a relentless drive to learn, which is why I wrote my book, The Imposter’s Handbook - as an active step to learning what I didn’t know I didn’t know.
There’s a section right at the start of this book where the author tries to quantify the value of things he’s learned over the years, and the result is startling.
Think about this for yourself, just in terms of the code you’ve written - how much do you think that’s worth? Your ability to learn things is your key to thriving in this industry, but how well can you recallthose things when you need to?
That’s the point of this whole book: learning to take notes and assemble them into your own personal database. This book led me to Obsidian, which I use relentlessly, and also to Notion, which I also use relentlessly. Writing things down gives me peace of mind and helps me focus and I highly recommend you do the same.
“One of my favorite books of the year. It completely reshaped how I think about information and how and why I take notes.” —Daniel Pink, bestselling author of Drive
A revolutionary approach to enhancing productivity, creating flow, and vastly increasing your ability to capture, remember, and benefit from the unprecedented amount of information all around us.
For the first time in history, we have instantaneous access to the world’s knowledge. There has never been a better time to learn, to contribute, and to improve ourselves. Yet, rather than feeling empowered, we are often left feeling overwhelmed by this constant influx…
I love playing music and games, helping others in therapy, being a father and husband, among other things. It’s taken me some time to figure out how to not only stay on top of them all, but to enjoy myself along the way. The answer to doing so is about finding and guiding play in work. Picasso's statement rings true: "Every child is an artist. The problem is how to remain an artist once he grows up." Mastery and feelings of success flow when work is imbued with play. As a psychoanalyst and now as a writer, I work with both clients and readers to help them find meaning and mastery in the day-to-day.
Ahrens opened up my eyes to a method of building on, diving into, and creating notes without them getting lost. I love feeling productive whether I agree or disagree with something. I now have a way to connect my ideas together and gather them when creating articles, books, and courses. It didn't use to be fun to take notes, but now it is since I know I can get back to and update things for however long I like without ever feeling obligated to them.
This is the second, revised and expanded edition. The first edition was published under the slightly longer title "How to Take Smart Notes. One Simple Technique to Boost Writing, Learning and Thinking - for Students, Academics and Nonfiction Book Writers".
The key to good and efficient writing lies in the intelligent organisation of ideas and notes. This book helps students, academics and other knowledge workers to get more done, write intelligent texts and learn for the long run. It teaches you how to take smart notes and ensure they bring you and your projects forward. The Take Smart Notes principle…
Everything in nature evolves by trial, error, and success—from fundamental physics, through evolution in biology, to how people learn, think, and decide.
This book presents a way of thinking and realistic knowledge that our formal education shuns. Stepping beyond this ignorance, the book shows how to deal with and even…
I began a mission in 1991 to help individuals and families recover from the unfairness of the financial system. I believe that understanding personal finance and having good credit is essential to living a successful life in the United States; however, most people don’t understand (because they have never been taught) even the basics. I formed a non-profit serving three states that helped tens of thousands of families and individuals get back in control of their finances, wrote a weekly column on credit and debt for Bankrate.com for 20 years, and wrote or co-wrote ten books on credit, scoring, and debt management.
I met Peter at a conference years ago and will never forget the experience. His vision of the future was unique and compelling.
I found the book, his thinking completely out of the box, and his insight into major forces changing our world without peers. Peter ties money, politics, social change, and trends together, offering a peek into the challenges and direction of the future.
Provides insight into the changes that are affecting politics, business and society itself. Business managers need to be aware of these changes in order to benefit from the opportunities that the future has to offer.
I am the oldest child, and former teacher turned technology innovator. As the only girl, growing up with three brothers gave me the tenacity to overcome limiting beliefs. Information technology has helped me create an environment where I can help a lot of people. At the end of the day, what I love most is helping someone turn an idea into a tangible solution while motivating team members to see the beauty and joy in this type of service.
I love Stephen Covey’s work, having first encountered The 7 Habits of Highly Effective People. In this book, he delves into the strategy and tactics for developing a team that helps you as a leader achieve your goals as a team.
Leading a team must include serving the team, and a strong leader listens, coaches, and affirms. This is a great book that I re-read every couple of years.
From the author that brought you the New York Times bestseller The 7 Habits of Highly Effective People comes a guide to accessing and encouraging the human potential for greatness.
In the more than twenty-five years since its publication, The 7 Habits of Highly Effective People has become an international phenomenon with more than twenty-five million copies sold. Tens of millions of people in business, government, and schools have dramatically improved their lives and organizations by applying the principles of Stephen R. Covey’s classic book.
The world, however, is a vastly changed place. Being…
As a child I was a reluctant reader. For Christmas, I was given A. A. Milne’s Winnie-the-Pooh, which didn’t interest me at all (sorry!). So off we popped to WH Smiths to choose one book. I chose Roald Dahl’s The BFG. I was hooked. Roald Dahl’s way of writing enthralled me, and made me laugh. I felt like Dahl was a friend of my age, not an adult, and a very funny one at that! I’ve always been drawn to that kind of zany humour, such as TV shows like Dangermouse to The Simpsons then British comedies such as Blackadder. Laughter is good for the soul and I’m passionately laughing about it.
A children’s book that adults can enjoy too. And, I have to say, the humour is right up my cabbage patch. If you don't find this funny then your funny bone needs looking at. It's like a series of comedy sketches with the overall arc of memories of a child's holiday, of course, seen through the innocent eyes of a rather (perhaps dry-witted) child. We're taken through different pivotal memories of the holiday when hilarious moments took place, for example, dad's parking at the airport, and the episode with diarrhea. The funniest, laugh-out-loud moment came towards the end at airport security - I shan't give it away. It resonates with me and probably most people when reminiscing of their own childhoods, and for kids currently going through their own best holidays ever.
This unique book for six to eight year olds, tells two stories at the same time. The boy describes his best holiday ever but the illustrations reveal a series of hilarious disasters. Enjoy how children and parents sometimes see things differently.
Dave Ulrich is the Rensis Likert Professor at the Ross School of Business and a partner at the RBL Group, a consulting firm focused on helping organizations and leaders deliver value. He has published over 200 articles and book chapters and over 30 books. The organizations where we live, work, play, and worship affect every part of our lives. Organizations turn individual competencies into collective capabilities, isolated events into sustained patterns, and personal values into collective values. In short, organizations matter in our lives. By adapting their answer to “what is an organization,” leaders, employees, customers, and investors will be better able to improve their organization's experiences.
Ed Lawler has a lifetime of melding academic theory and organization practice. In this research based book, he and his colleagues not only recognize that agility matters, but they do research to validate processes that create organization agility. Agility is one of the emerging capabilities for a successful organization in today’s changing world. Anything El Lawler works is well thought out, researched, and usable.
A research-based approach to achieving long-term profitability in business What does it take to guarantee success and profitability over time? Authors Christopher G. Worley, a senior research scientist, Thomas D. Williams, an executive advisor, and Edward E. Lawler III, one of the country's leading management experts, set out to find the answer. In The Agility Factor: Building Adaptable Organizations for Superior Performance the authors reveal the factors that drive long-term profitability based on the practices of successful companies that have consistently outperformed their peers. Of the 234 large companies across 18 industries that were studied, there were few companies that…
