A pocket-sized overview of roles, artifacts and the sprint cycle, adapted from the bestseller The Elements of Scrum by Chris Sims & Hillary Louise Johnson

    The generation that was raised in an age of instant communication, questioning authority and traditions, and Ritalin has begun tearing down the corporate ladder, communicating on the fly, and bringing play to work. But even with all the exciting potential that lies ahead for these creative, bold thinkers, it will all be for not if they cannot effectively bridge the gap between the hierarchical management style of senior executives and the casual, more collaborative approach of their peers.In Manager 3.0, the first-ever management guide written exclusively for the Millennial generation, readers will learn how to master crucial skills such as dealing with difficult people, delivering constructive feedback, and making tough decisions--while gaining insight into the four generations--yes, four!--currently in the workplace and how they can successfully bring out the best in each.Packed with interviews and examples from companies like Zappos, Groupon, Southwest Airlines, and Google, this invaluable, one-of-a-kind resource will help these promising new managers connect with and encourage the unique talents of the generations around them, while also developing an effective leadership style of their own.

    The tools and recipes in this book will help you uncover and solve hidden (and not-so-hidden) problems with your technology, your methodology, and those difficult "people" issues on your team.Project retrospectives help teams examine what went right and what went wrong on a project. But traditionally, retrospectives (also known as "post-mortems") are only helpful at the end of the project--too late to help. You need agile retrospectives that are iterative and incremental. You need to accurately find and fix problems to help the team today.Now, Derby and Larsen show you the tools, tricks, and tips you need to fix the problems you face on a software development project on an on-going basis. You'll see how to architect retrospectives in general, how to design them specifically for your team and organization, how to run them effectively, how to make the needed changes, and how to scale these techniques up. You'll learn how to deal with problems, and implement solutions effectively throughout the project--not just at the end.With regular tune-ups, your team will hum like a precise, world-class orchestra.ContentsForwardPrefaceIntroduction1. Helping your team inspect and adapt2. A retrospective custom-fit for your team3. Leading retrospectives4. Activities to set the stage5. Activities to gather data6. Activities to gather insights7. Activities to decide what to do8. Activities to close the retrospective9. Releases and project retrospectives10. Make it soA1. Facilitation suppliesA2. Debriefing activitiesA3. Activities quick reference matrixA4. Resources for learning facilitation skillsA5. Bibliography

    Written by Mike Griffiths, PMI Agile Certified Practitioner and original member of the PMI-ACP® Steering Committee, PMI-ACP® Exam Prep, Premier Edition is specifically written for people who plan to sit for the PMI-ACP® examination.Features of this worldwide best-selling resource include the following:- Practice exam questions—over 100 throughout the book.- Dozens of visuals and graphics for concept explanation.- Identification of ‘exam significance’ for each Agile topic.- A focus on real-world Agile project issues.- Exclusive exercises and Tricks of the Trade®.

    You're suddenly given an important job that has almost nothing in common with what you've been trained to do. It's as though, at the age of sixteen, your parents said “You ride a bike so well you might as well take the car” and handed you the keys. Cool, but what now? William Gentry feels your pain. He was happy as a senior research scientist at the Center for Creative Leadership—and then he was promoted to his first leadership role. So this book doesn't just draw on his years of studying and training new leaders—it's personal. And his singular insight? New leaders must flip their scripts.We all have scripts that tell us how things are supposed to be. As a worker, your script is all about “me”: your individual contribution. But when you become a boss, you must focus on your group: flip that script from “me” to “we.” This means flipping pretty much everything else—your mindset, your skillset, your work relationships, your “do it all” attitude, your view of the organization, and more.Gentry walks you through each of six flips, offering practical, research-based advice and examples drawn from his work at CCL. But this book is more than a series of best practices—it's your guide to internalizing a leader's perspective. Gentry helps you flip your script so you'll know what to do to help yourself and the team you lead succeed. That's the kind of boss everyone wants to work for—and the kind of boss who accomplishes the most.

    Based on experience, it is a guide for navigating the blockers, buzzwords and bloody-mindedness that doom any analogue organisation trapped into thinking that while the internet has changed the world, it won't change their world. Companies that grew up on the web have changed our expectations of the services we rely on. We demand simplicity, speed and low cost. Organizations founded before the Internet aren't keeping up - despite spending millions on IT, marketing and 'innovation'. This book is a guide to building a digital institution. It explains how a growing band of reformers in businesses and governments around the world have helped their organizations pivot to this new way of working, and what lessons others can learn from their experience. It is based on the authors' experience designing and helping to deliver the UK's Government Digital Service (GDS). The GDS was a new institution made responsible for the digital transformation of government, designing public services for the Internet era. It snipped �4 billion off the government's technology bill, opened up public sector contracts to thousands of new suppliers, and delivered online services so good that citizens chose to use them over the offline alternatives, without a big marketing campaign. Other countries and companies noticed, with the GDS model now being copied around the world.

    The book is divided into two parts. Part One focuses on the seven fundamental principles of good technical writing, such as knowing one's purpose and audience, thinking visually, and writing ethically. Part Two covers the formats of reports and correspondence. Four appendices contain three sample reports and a student proposal. The Elements of Technical Writing concentrates on the essentials, providing students with precisely the information needed to produce effective technical documents and no more.

    

    In Bringing Out the Best in Yourself at Work, Enneagram teacher and business consultant Ginger Lapid-Bodga shows professionals how to apply this popular tool to their work as a way to improve their productivity and help them build positive relationships among coworkers. This practical guide explains how to use the Enneagram to:Communicate more effectivelyProvide constructive feedbackPrevent and resolve conflictBring out their strongest leadership skillsDiscover methods for professional developmentWork better in teams

     In 2018 alone, his wealth as of June has grown by almost $40 billion dollars. He founded the world’s largest online retailer, and now wants to make it possible for humans to colonize space.In short, Jeff Bezos is the man.In this book we take a look at the life of Jeff Bezos. From humble beginnings in Albuquerque to present day CEO of Amazon. The book takes a look at the inspirations and influences that make Jeff Bezos the man he is today, and his approach towards life that has ensured the success he is now known for. The aim of this book is to not only give you a glimpse into the life of the world’s richest man, but to also inspire and teach you some of the success principles that have guided Jeff Bezos so far.Ready to learn from the richest man ever? Let’s dive in. *INCLUDING* 18 Little known facts  & 10 Success Principles to live by Don't wait, grab your copy today!

    Yet, it is fair to say that the central message of this deceptively simple tale is almost as radical today as it was when Pegasus first published it 10 years ago. As Fritz observes, it is still the rare organization that appreciates the insight that the sheep in the story discover: "Individual learning, good as it is, does not necessarily translate into organizational learning. The learning must become collective." That is why this book continues to be such an important resource for innovators determined to confront the wolves of complacency in their organizations by stimulating people s natural desire to creatively improve their results-together.

    Based on more than 40 years of combined experience working with more than 1,000 organizations, the authors examine 5 key areas where the traditional approach that organizations have taken in the past needs to be altered. The 5 key areas of change are:- Overhaul the governance model and committee operations (and get the right people focused on the right things). - Empower the CEO and leverage staff expertise. - Zero in on your member market. - Rationalize programs and services--and focus where you can have an effect. - Get the supporting technology framework right.The book includes worksheets, checklists, and case studies all geared towards helping association leaders--staff and volunteers alike--to kick off the thought-provoking discussions that are generally at the forefront of change, be prepared for those fighting for the status quo, and to implement change without sacrificing your influence. Order a copy today for all of your association leaders and start your drive to thrive.

    He takes you inside a typical interview by exploring the various types of case questions, and he shares with you the acclaimed Ivy Case System. It will give you the confidence to answer even the most sophisticated cases. The book includes dozens of strategy cases, with case starts exercises, 21 ways to cut costs -- plus a special section on Federal and nonprofit cases.!

    . .Mr. O'Toole puts soul and values squarely back into a vital topic, leadership."--Tom Peters The New York Times Book Review"A deeply philosophical and eminently practical study of leadership as change."--James MacGregor BurnsPulitzer Prize and National Book Award winner, and author of LeadershipCurrent management philosophy advocates an outmoded Machiavellian approach to running organizations: Leaders are told in countless books that they can only accomplish their goals by being tough, manipulative, dictatorial, or paternalistic as the situation requires.In Leading Change, noted management theorist James O'Toole proposes a provocative new vision of leadership in the business world--a vision of leadership rooted in moral values and a consistent display of respect for all followers. As O'Toole brilliantly demonstrates, values-based leadership is not only fair and just, it is also highly effective in today's complex organizations.When leaders truly believe that their prime goal is the welfare of their followers, they get results. The finest leaders--from political giants like Washington, Jefferson, and Lincoln to contemporary CEOs like Max De Pree and James Houghton--have always shared leadership with their followers. They create organizations that encourage change and self-reevaluation; they foster an atmosphere of open-mindedness and fresh thinking, in which assumptions can be challenged and goals reassessed. Grounded in the ideas of moral philosophy, Leading Change powerfully transcends the standard how-to management primer to define a challenging new approach to leadership. As O'Toole so persuasively argues, growth and change are possible, indeed necessary, and they will be effected by individuals who have the stature and the courage to lead morally. This important book, at once thought-provoking and totally practical, is bound to take its place as one of the landmark business volumes of our times."Jim O'Toole has written the essential work for organizations to survive and thrive in today's changing world. His intellectually penetrating thinking shows us how the sometimes conflicting problems we wrestle with--often in piecemeal fashion--fit together to form a complete picture, even as the picture itself continues to change. His message is so critical to the very existence of every organization that any leader who fails to heed his advice condemns his or her company to mediocrity and/or early death. It's that basic."--Warren Bennis Professor and founding chairman of the Leadership Institute at the University of Southern California Author of An Invented Life and Why Leaders Can't Lead

    Scrum recognizes this -- but unfortunately, many companies, agile resources, and training curricula focus primarily on the mechanics of product ownership. Mechanics are important, but only as a means to an end: value. The Professional Product Owner will help product owners and their organizations refocus on value as the primary objective. The authors offer detailed practices for identifying where value can be found, measuring it, and maximizing it throughout the entire product lifecycle. Drawing on their combined 40+ years of experience in using agile and Scrum in product delivery, the authors show how to go beyond merely writing requirements and managing product backlogs, to take accountability and drive the process from vision to value.