| Description |
1 online resource (vii, 168 pages) : illustrations |
| Bibliography |
Includes bibliographical references and index. |
| Summary |
If you are asking yourself Why are my engineers unable to deliver?, Why are so many engineers leaving? or Why is our software riddled with bugs?, then you've come to the right place. This book acts as a concise, practical guide on how to lead successful agile projects in a remote environment. The authors draw from industry experience and a wide range of fields and disciplines--from software engineering to criminology and sociology--to teach you how to maintain technical oversight, manage deadlines, and calibrate expectations, while also creating and maintaining a healthy remote work environment. You will gain both practical tips grounded in reality, while learning why such tips work by navigating the background on which they are founded--from Broken Window Theory, Labeling Theory to the Dunning-Kruger. Leadership Paradigms for Remote Agile Development will show you how to avoid the most common mistakes and pitfalls that cause engineering projects to fail while at the same time maintaining high ethical standards. |
| Contents |
Intro -- Contents -- About the Authors -- Chapter 1: Introduction -- Important Terms to Remember -- Dysfunctional Teams -- Successful and Unsuccessful Products -- Leaders -- Pillars at a Glance -- Leadership -- People -- Feedback -- Focus -- Quality -- Expectation Management, Bureaucracy Reduction, and Ethics -- Conclusion -- Chapter 2: Leadership -- In the Same Way, That Leadership Can Be Earned -- It Can Be Lost -- Leaders Can Come from Anywhere -- Leadership Is Also a Skill -- Leadership -- Traits of Effective Leaders -- Traits -- Communication -- Accountability |
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Ability to Learn and Change Their Minds -- Empathy and Courage -- Conclusion -- Chapter 3: Management -- Managers Are Like Conductors -- Managers and Leaders -- Management in Practice -- Picking the Right Management Framework -- Facilitation -- Shielding -- Overseeing -- Technical Oversight -- Autonomy -- Managing Deadlines -- Project Management -- Isn't Project Management the Role of a Product Manager? -- Building the Right Thing -- Planning and Prioritization -- Planning and Prioritization in Most Companies -- You Can't Predict the Future -- Our Brains Are Limited -- Anchoring Bias |
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Availability Heuristic -- Bandwagon Effect -- Choice-Supportive Bias -- Communication Is Inherently Fraught -- Limited Perspective -- Focusing on the Solution, Not the Problem -- Static Views of a Dynamic World -- A Brief History of Software Development -- In the Beginning -- An Evolution -- The Root of the Problem -- Product Development -- Verification and Validation (V&V) -- A Lean Project Management -- The Lean Inception -- In Practice -- Before Starting Projects -- First - Select the Core Team -- Second - Define Stakeholders -- Third - Set Your Success Criteria -- The Liftoff Meetings |
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Involving Everyone Impacted -- Meeting 0 - With the Team -- Meeting 1 - With the Team and Stakeholders -- Meeting 2 - With the Team -- Meeting 3 - Team and Stakeholders -- Starting the Project -- Writing Stories -- Running the Sprint -- Closing Milestones -- Closing the Project -- Things Left Unsaid -- Conclusion -- So, Should You Become a Manager? -- Chapter 4: Hiring -- Defining "Right People" -- The "Good Engineer" Checklist -- The "Bad Engineer" Checklist -- The Importance of Experience -- The Dunning-Kruger Effect -- Honesty -- The Cost of Hiring -- The Cost of Bad Engineers |
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Retention: Understanding the Career Cycle -- Practical Tips -- Tip 1: Review Your Interviewing Process -- Tip 2: Make Your Process Known Beforehand -- Tip 3: Understand Staffing Requirements -- Tip 4: Define Attractive Compensation and Benefits That Reflect Market Realities (and Review It Periodically) -- Tip 5: Recruiter Screening -- Tip 6: Scheduling -- Tip 7: Tooling -- Tip 8: Hiring Scoreboard -- Tip 9: Technical Screening -- Option 1: Three Phases, Remote -- Option 2: Three Phases, Remote -- Option 3: Three Phases, Two Remote, One in Person -- Conclusion -- Chapter 5: Quality |
| Subject |
Virtual work teams -- Management.
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Virtual reality in management.
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Équipes virtuelles -- Gestion. |
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Réalité virtuelle en gestion. |
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Virtual reality in management |
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Virtual work teams -- Management |
| Added Author |
Sena, Pedro Henrique Lobato, author.
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Souza, Claudio, author.
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| Other Form: |
Print version: 1484287185 9781484287187 (OCoLC)1337856292 |
| ISBN |
9781484287194 (electronic bk.) |
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1484287193 (electronic bk.) |
| Standard No. |
10.1007/978-1-4842-8719-4 doi |
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