Most leaders need reminding everyday that with their privileges comes responsibility and obligation. If any young man or woman seeking to become a leader and not a manager only reads one book on leadership, let it be this one!

    It’s helpful for learning Agile and Scrum, and also for a basic preparation for the PSM I exam (Professional Scrum Master level 1). It can also act as a simple reference for Scrum practitioners.

    Now Jason Jennings, a bestselling author and international business consultant, offers a groundbreaking look at how to boost productivity and your bottom line.In Less Is More, Jennings shares tested and successful programs from the leading giants in industry and presents new trends that businesses of all sizes will be able to implement. Inside, you'll learn how to:increase sales 300 percent without increasing head countbecome 10 times more efficientkeep track of every pennyuse technology and automation in your favorWritten in the same breezy, informative style of Jennings's previous book, Less Is More is sure to join its predecessor on bestseller lists nationwide.

     Share before you’re ready. Get more agreements. Have difficult conversations. These are a few of the practical but profound ideas Lessonly CEO Max Yoder shares in Do Better Work. No matter your rank or role, if you want to see more understanding, accountability, and progress on your team, these stories and examples are for you. Praise for Do Better Work: “Devastatingly effective, and a must-read for business leaders with a soul. Do Better Work is the modern manual for how to align company success and personal growth.” Jay Baer, New York Times bestselling author of Youtility and co-author of Talk Triggers “The best books pop lightbulbs over our heads that feel so obvious we wonder why we didn't realize them all along. This book does that. An essential read for any 21st-century leader." Coco Brown, CEO and founder of The Athena Alliance “Our world needs a style of leadership that puts people at the center, and I can think of no better guide than the lessons contained in this book.” Scott Dorsey, former CEO of ExactTarget/Salesforce Marketing Cloud “Practical advice with a soul and a deep understanding of how humans connect and work together.” Nataly Kogan, founder of Happier @ Work and author of Happier Now

    He shows how to manage your own psychology and your operations, be it working with co-founders, building a culture, or managing a board of directors. Brian also reveals the secrets of scaling a business and best practices for raising venture capital in Latin America. You will develop an understanding of the most critical parts of an investor term sheet, and gain perspective into the inner workings of the venture capital game.

    and industrialists of the lime were not afraid to think ahead and plan big. Among the entrepreneurs who led this Industrial resurgence, four were particularly outstanding, G.D. Birla, Walchand Hirachand, Kasturbhai Lalbhai and, J.R.D. Tata. Gita Piramal, author of the acclaimed Business Maharajas, sensitively recreates the Lives and Times of these four titans of industry. She draws upon hitherto untapped sources of information to Sketch her profiles, making htis perhaps the closest Look at these legends this fair. Thought provoking and incisive. Business Legends is a compelling Account of ambition and achievement.

    The only classroom-based integrated study system for professional certification gives you complete coverage of all objectives for the PMP exam, hundreds of practice exam questions, and hands-on exercises. The CD-ROM features full practice exam software with interactive tutorials and lab simulations, plus an adaptive test engine.

    Aimed at undergraduate/MBA-level courses in business ethics in the departments of philosophy or business, this comprehensive text provides a balanced and up-to-date treatment of some of the most prominent issues of business ethics.

    However, large-scale agile development is difficult, and publicly available case studies have been scarce. Now, three agile pioneers at Hewlett-Packard present a candid, start-to-finish insider's look at how they've succeeded with agile in one of the company's most mission-critical software environments: firmware for HP LaserJet printers.This book tells the story of an extraordinary experiment and journey. Could agile principles be applied to re-architect an enormous legacy code base? Could agile enable both timely delivery and ongoing innovation? Could it really be applied to 400+ developers distributed across four states, three continents, and four business units? Could it go beyond delivering incremental gains, to meet the stretch goal of 10x developer productivity improvements?It could, and it did--but getting there was not easy.Writing for both managers and technologists, the authors candidly discuss both their successes and failures, presenting actionable lessons for other development organizations, as well as approaches that have proven themselves repeatedly in HP's challenging environment. They not only illuminate the potential benefits of agile in large-scale development, they also systematically show how these benefits can actually be achieved.Coverage includes: - Tightly linking agile methods and enterprise architecture with business objectives- Focusing agile practices on your worst development pain points to get the most bang for your buck- Abandoning classic agile methods that don't work at the largest scale- Employing agile methods to establish a new architecture- Using metrics as a "conversation starter" around agile process improvements- Leveraging continuous integration and quality systems to reduce costs, accelerate schedules, and automate the delivery pipeline- Taming the planning beast with "light-touch" agile planning and lightweight long-range forecasting- Implementing effective project management and ensuring accountability in large agile projects- Managing tradeoffs associated with key decisions about organizational structure- Overcoming U.S./India cultural differences that can complicate offshore development- Selecting tools to support quantum leaps in productivity in your organization- Using change management disciplines to support greater enterprise agility

    They go far beyond generic implementation guidelines, demonstrating exactly how to make lean work in real projects, environments, and companies.The Poppendiecks organize this book around the crucial concept of frames, the unspoken mental constructs that shape our perspectives and control our behavior in ways we rarely notice. For software leaders and team members, some frames lead to long-term failure, while others offer a strong foundation for success. Drawing on decades of experience, the authors present twenty-four frames that offer a coherent, complete framework for leading lean software development. You'll discover powerful new ways to act as competency leader, product champion, improvement mentor, front-line leader, and even visionary.Systems thinking: focusing on customers, bringing predictability to demand, and revamping policies that cause inefficiency Technical excellence: implementing low-dependency architectures, TDD, and evolutionary development processes, and promoting deeper developer expertise Reliable delivery: managing your biggest risks more effectively, and optimizing both workflow and schedules Relentless improvement: seeing problems, solving problems, sharing the knowledge Great people: finding and growing professionals with purpose, passion, persistence, and pride Aligned leaders: getting your entire leadership team on the same page From the world's number one experts in Lean software development, Leading Lean Software Development will be indispensable to everyone who wants to transform the promise of lean into reality--in enterprise IT and software companies alike.

    Introduction to Services Chapter 2. Conceptual Framework for the Book: The Gaps Model of Service Quality PART TWO: FOCUS ON THE CUSTOMER Chapter 3. Consumer Behavior in Services Chapter 4. Customer Expectations in Services Chapter 5.

    That solutions-oriented individual who adds value by enhancing the executive's productivity, elevating their performance and functioning as their indispensible business partner and 'right arm.'As you read this book, you will discover the genesis of the formidable talents that are the hallmark of exeptional assistants, and understand the value they can bring to you. Throughout the book you will hear from dozens of executives and close to one hundred assistants, who gave the author a candid look into their day-to-day activities, the expectations and demands on the executive-assistant relationship, as well as their advice for how executives and assistants can work successfully and productively together. As you read about these assistants, you will begin to understand why you should not settle for anything less than a stellar assistant who knows what you need and how to give it to you, who will smooth out your life and make your workday a rewarding experience.This book provides not only the inspiration to achieve a successful business partnership, but also provides know-how and practical tools to recruit, train and work on a day-to-day basis with an exceptional assistant, showing you how to put their exemplary talents to good use. Part 1 explores the relationships between successful executives and their assistants and defines what an 'exceptional executive assistant' is. In Part 2, Jones describes the crucial characteristics that all exceptional executive assistants epitomize, and how they are critical to not only your day-to-day routine, but to your success as an executive or entrepreneur.Part 3 of this book will explore the processes, resources and skills that you will need to hire an exceptional assistant. Part 4 takes a deeper dive into the executive and assistant relationship and offers a guide to setting up a successful partnership. As with any business collaboration, it is a two-way street. In order to solidify the partnership, the executive must reciprocate. With examples throughout from successful CEOs and entrepreneurs, this book will help you create a robust, dynamic and productive partnership with your executive assistant.

    For decades, technology leaders have struggled to balance agility, reliability, and security. The consequences of failure have never been greater whether it's the healthcare.gov debacle, cardholder data breaches, or missing the boat with Big Data in the cloud.And yet, high performers using DevOps principles, such as Google, Amazon, Facebook, Etsy, and Netflix, are routinely and reliably deploying code into production hundreds, or even thousands, of times per day.Following in the footsteps of The Phoenix Project, The DevOps Handbook shows leaders how to replicate these incredible outcomes, by showing how to integrate Product Management, Development, QA, IT Operations, and Information Security to elevate your company and win in the marketplace."Table of contentsPrefaceSpreading the Aha! MomentIntroductionPART I: THE THREE WAYS1. Agile, continuous delivery and the three ways2. The First Way: The Principles of Flow3. The Second Way: The Principle of Feedback4. The Third Way: The Principles of Continual LearningPART II: WHERE TO START5. Selecting which value stream to start with6. Understanding the work in our value stream…7. How to design our organization and architecture8. How to get great outcomes by integrating operations into the daily work for developmentPART III: THE FIRST WAY: THE TECHNICAL PRACTICES OF FLOW9. Create the foundations of our deployment pipeline10. Enable fast and reliable automated testing11. Enable and practice continuous integration12. Automate and enable low-risk releases13. Architect for low-risk releasesPART IV: THE SECOND WAY: THE TECHNICAL PRACTICES OF FEEDBACK14*. Create telemetry to enable seeing abd solving problems15. Analyze telemetry to better anticipate problems16. Enable feedbackso development and operation can safely deploy code17. Integrate hypothesis-driven development and A/B testing into our daily work18. Create review and coordination processes to increase quality of our current workPART V: THE THRID WAY: THE TECHNICAL PRACTICES OF CONTINUAL LEARNING19. Enable and inject learning into daily work20. Convert local discoveries into global improvements21. Reserve time to create organizational learning22. Information security as everyone’s job, every day23. Protecting the deployment pipelinePART VI: CONCLUSIONA call to actionConclusion to the DevOps HandbookAPPENDICES1. The convergence of Devops2. The theory of constraints and core chronic conflicts3. Tabular form of downward spiral4. The dangers of handoffs and queues5. Myths of industrial safety6. The Toyota Andon Cord7. COTS Software8. Post-mortem meetings9. The Simian Army10. Transparent uptimeAdditional ResourcesEndnotes

    is one of the most successful—and influential—companies of our time, the transformational innovator that made computers not just personal but beautiful everyday objects. Technology met design, and our culture was altered forever.And yet very little is known about life inside Apple. The company is pathologically secretive—even with its own designers—about how it comes up with its groundbreaking products: iMac, iPod, iPhone, iPad, and the next “insanely great” thing on the horizon. Here, for the first time, the men and women who worked for and alongside Steve Jobs share their remarkable, nearly forty-year-old story. How Apple survived nearly catastrophic failure early on. How Jobs and his team came to understand and execute design like no one else. And how their philosophy ultimately changed the world.This Fast Company/Byliner Original is unlike any other book about Apple. Author Max Chafkin led a team of “Fast Company” reporters that spent months interviewing more than fifty former Apple execs and insiders, many of whom had never spoken publicly about their work. The result is a compelling and deeply revealing oral history of how design evolved at the most creative enterprise of our time, the company that one entrepreneur says “taught the world taste.”In these interviews, former colleagues describe Jobs at his most brilliant and bombastic—hurling unsatisfactory products across the lab and insulting employees, yet also singling out and celebrating craftsmanship and original work. Without a doubt, Jobs is the single most important figure in the company’s history. But overlooked in Apple’s carefully cultivated mythology are the other ingenious men and women who’ve left an indelible mark on Apple, some of whom think they deserve much more of the credit. At Apple, the stakes were big, and so were the egos.“Design Crazy” takes us behind the mystique and reveals Apple to be a deeply misunderstood company. And the greatest business story of the past two decades is far from over. Two years after the death of Steve Jobs, with many of his former colleagues now at startups like Tesla, Evernote, and Nest Labs, some think the end of Apple’s dominance is only a matter of time. The company has risen to the challenge before, but still the question lingers: Can Apple be Apple without Jobs?ABOUT THE AUTHORMax Chafkin is a contributing writer with “Fast Company.” His work has also been published in “Inc.”, “Vanity Fair,” “The New York Times Magazine,” and “The Best Business Writing 2012.” He lives in Brooklyn.