Here are 23 books that Scaling Simplified fans have personally recommended if you like
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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.
I used to wonder why I “always” chose the wrong line—at the gas pump, the grocery store, and airport security. Then, I read this book and learned about Little’s Law. That changed how I saw the world. Instead of always looking for the shortest line, I learned to look for the line with the fastest throughput.
Seeing the world differently matters even more if we want effective product development—especially when the problem requires multiple teams to collaborate. The more collaboration we need across teams, as in a program of work, the more we need to look for throughput.
Read this book, and you, too, will see the world differently.
“When will it be done?” That is probably the first question your customers ask you once you start working on something for them. Think about how many times you have been asked that question. How many times have you ever actually been right? We can debate all we want whether this is a fair question to ask given the tremendous amount of uncertainty in knowledge work, but the truth of the matter is that our customers are going to inquire about completion time whether we like it or not. Which means we need to come up with an accurate way…
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’m a professional software developer for more than 22 years now. I’ve used many programming languages, platforms, frameworks, etc. throughout my career. However, the only constant for me personally was the practice of Test-Driven Development. I’ve never stopped learning about the principles and practices behind it, and it paid huge dividends throughout my career. I’m very humbled and grateful to be able to learn from all those amazing people over the years, that I decided to write a book on the topic. Giving back some of the knowledge that I gathered about TDD throughout 18+ years.
This is the most recent book I'm recommending, and it’s also more than just a book on Test-Driven Development. I often proclaim that Test-Driven Development and software design are two sides of the same coin. One cannot separate one from the other. So learning about Test-Driven Development also means that one has to learn about software design principles. This book teaches both. The first part of the book is all about Test-Driven Development, while the remainder of the book also touches on object calisthenics, refactoring, code smells, design patterns, the S.O.L.I.D. principles, connascence, the four elements of simple design, and much more. Whether you’re new to programming software, or whether you’re a seasoned developer, there’s much to learn from this book.
Delve deep into the various technical practices, principles, and values of Agile.
Key Features
Discover the essence of Agile software development and the key principles of software design
Explore the fundamental practices of Agile working, including test-driven development (TDD), refactoring, pair programming, and continuous integration
Learn and apply the four elements of simple designBook Description
The number of popular technical practices has grown exponentially in the last few years. Learning the common fundamental software development practices can help you become a better programmer. This book uses the term Agile as a wide umbrella and covers Agile principles and practices, as…
Markus Gärtner works as Organizational Design Consultant, Certified Scrum Trainer, and Agile Coach for it-agile GmbH, Hamburg, Germany. Markus, author of ATDD by Example - A Practical Guide to Acceptance Test-Driven Development, a student of the work of Jerry Weinberg, received the Most Influential Agile Testing Professional Person Award in 2013 and contributes to the Softwerkskammer, the German Software Craft movement. Markus regularly presents at Agile and testing conferences all over the globe, as well as dedicating himself to writing about agile software development, software craft, and software testing, foremost in an Agile context.
The second book from Gregory and Crispin brought me up-to-date on the different trends in the Agile world, ten years after having delved into their first book.
How do you share the quality mindset in a DevOps culture? What about Design Thinking? With many more examples from the industry, the two authors made me curious about some of the things that I had ignored until I read their book.
Janet Gregory and Lisa Crispin pioneered the agile testing discipline with their previous work, Agile Testing. Now, in More Agile Testing, they reflect on all they've learned since. They address crucial emerging issues, share evolved agile practices, and cover key issues agile testers have asked to learn more about.
Packed with new examples from real teams, this insightful guide offers detailed information about adapting agile testing for your environment; learning from experience and continually improving your test processes; scaling agile testing across teams; and overcoming the pitfalls of automated testing. You'll find brand-new coverage of agile testing for the enterprise,…
I have been coding for over 30 years. I’ve seen some miserable interfaces, and some large programs that collapse under their own weight. Software was, at one point, notorious for being late, over budget, and unreliable. These books have helped turn the corner on these failings, and I have found each of them very valuable in my day-to-day programming. While you can learn technique and even languages online, the kind of insight found in these books is rare and worth spending time and money on.
Many of us have fully embraced agile programming, but doing it well, really well, requires discipline. In Clean Agile a number of world-class programmers discuss what it takes to put Agile programming into practice with y our team. This book has made me a much more “agile” agile programmer, and the section on SCRUM is worth the price of the book.
Agile Values and Principles for a New Generation "In the journey to all things Agile, Uncle Bob has been there, done that, and has the both the t-shirt and the scars to show for it. This delightful book is part history, part personal stories, and all wisdom. If you want to understand what Agile is and how it came to be, this is the book for you." -Grady Booch "Bob's frustration colors every sentence of Clean Agile, but it's a justified frustration. What is in the world of Agile development is nothing compared to what could be. This book is…
Markus Gärtner works as Organizational Design Consultant, Certified Scrum Trainer, and Agile Coach for it-agile GmbH, Hamburg, Germany. Markus, author of ATDD by Example - A Practical Guide to Acceptance Test-Driven Development, a student of the work of Jerry Weinberg, received the Most Influential Agile Testing Professional Person Award in 2013 and contributes to the Softwerkskammer, the German Software Craft movement. Markus regularly presents at Agile and testing conferences all over the globe, as well as dedicating himself to writing about agile software development, software craft, and software testing, foremost in an Agile context.
While this book was still in the writing, Crispin and Gregory published draft chapters on the internet.
At the time, I read them, and managed to introduce many of the great insights into my own work. Even though I was working in a more traditional environment, the ideas from the two ladies inspired me on my journey to the agile methodologies.
I even managed to contribute some of my own real-world examples from my own experiences to their writings – and they decided to include some of them.
Te>Two of the industry's most experienced agile testing practitioners and consultants, Lisa Crispin and Janet Gregory, have teamed up to bring you the definitive answers to these questions and many others. In Agile Testing, Crispin and Gregory define agile testing and illustrate the tester's role with examples from real agile teams. They teach you how to use the agile testing quadrants to identify what testing is needed, who should do it, and what tools might help. The book chronicles an agile software development iteration from the viewpoint of a tester and explains the seven key success factors of agile testing.…
I have worked for some really toxic leaders in my lifetime. Over the decades, I’ve figured out that even well-intentioned people can be toxic leaders without knowing it. As a team and leadership performance coach for the past 15 years, my job has been to help leaders show up as people others want to follow; to help employees feel cared for, and as a result, be intrinsically motivated to care about their company’s mission. These books represent the figurative fuel in my tank for this work, and I hope you find them useful.
One of the core concepts of how we live our lives–including how we lead–is our mindset. This book, better than any other I’ve read, captures what a mindset actually is: values, beliefs, and principles, and how the three combine to make us feel right about our behaviors–even when we’re wrong.
We all have mindsets for driving, parenting, leading, being a partner, and many other areas of life. I find that in my work, the more that I can help someone examine their values, beliefs, and principles, the more success they will have in changing their behaviors. While the book is about more than mindsets, I continually use Broza’s explanation of the concept in my work.
Does your Agile team experience the following common problems?
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.
If you’re a manager, Scrum Master, project manager, or delivery lead — or you aspire to be — you can make all the difference to…
For over a decade I helped people develop their skills and expand their leaderful-ness in Agile Coaching and I kept hearing the same blocker: “This is great and all, but my leaders don’t get it. They are the impediment.” After working with many thousands of Agilists I decided to go into the “belly of the beast” and personally coach leadership teams. What I found were not beasts or even garden variety egomaniacs. Instead, I found well-meaning people who are genuinely confounded by the complexity of today’s business landscape and who struggle with performance-killing team dynamics. Good news: the human technology to “solve” these issues is widely available. We know how.
This book gives the philosophical underpinning for why creating a leadership development culture in all parts of your organization is essential for working in our VUCA (volatile, uncertain, complex, ambiguous) business landscape. And, it shows you how to do it with specific practices and new-mindset concepts. It is geared toward organizations with Agile ways of working in the environment, but is also useful if Agile is not present. I especially enjoy the way several theories of adult development are interwoven in this book which makes using them to guide leadership development strategies (your own and others) simpler and more immediately applicable.
Organizations around the globe are struggling to adapt to an increasingly complex and turbulent social, economic, technological, and business environment—whether they be banks, product development companies, or city councils. Many are responding by embracing agility as a way of working—some with a primary orientation around operational agility (Agile software development methods such as Scrum and SAFe), others focusing on customer development agility (e.g., Lean Startup), while others are embracing a broader business agility. In almost all of these cases, the prevailing notion of agility is concerned primarily with processes and practices, with systems and structures—a form of outer agility. But,…
