The Mechanisms Of Agile Management
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The Mechanisms of Agile Management
Author: Klara-Aylin Wenten
language: en
Publisher: Taylor & Francis
Release Date: 2025-02-24
This book is about the underlying mechanisms of agile management that control work processes in the context of industrial tech development. It challenges commonly held beliefs in adaptability, collaboration and flattened hierarchies claimed to be achieved by agile approaches. In asking how these promises are put into practice, this book offers novel insights into how work is controlled in times of increasing flexibility and constant change in the world of work and management. Through a rich analysis of a case study in industrial tech companies, Klara‐Aylin Wenten argues that agility is deeply entrenched in ambivalences ranging between planning and improvising, caring and exploiting, intimacy and professional distance, accuracy and imperfection and autonomy and control. She illuminates the challenging expectations and invisible work efforts that employees are faced with to adhere to the promise of agility. In introducing the concept of ‘management scripts’, the author sheds light on how action patterns, work habits, roles, interactions or artifacts embed (unspoken) guidelines instructing and controlling employees’ daily work lives. This lens on scripts challenges conventional management theories and highlights the pivotal role of material objects in work control. This book thus extends our understanding of the heterogeneity of humans and nonhumans contributing to the dynamics of managerial control, even beyond the scope of agile methodologies. This book appeals to an academic audience ranging from the humanities and social sciences to more practice‐based disciplines in management and business. As a research monograph, this book is predominantly dedicated to academic scholars in the fields of Science and Technology Studies, organization and management studies and the sociology of work but also addresses practitioners and scholars interested in business, innovation, design, anthropology or cultural studies. Chapter 1 of this book is freely available as a downloadable Open Access PDF at http://www.taylorfrancis.com under a Creative Commons Attribution-Non Commercial-No Derivatives (CC-BY-NC-ND) 4.0 license.
Agile Project Management with Scrum
The rules and practices for Scrum—a simple process for managing complex projects—are few, straightforward, and easy to learn. But Scrum’s simplicity itself—its lack of prescription—can be disarming, and new practitioners often find themselves reverting to old project management habits and tools and yielding lesser results. In this illuminating series of case studies, Scrum co-creator and evangelist Ken Schwaber identifies the real-world lessons—the successes and failures—culled from his years of experience coaching companies in agile project management. Through them, you’ll understand how to use Scrum to solve complex problems and drive better results—delivering more valuable software faster. Gain the foundation in Scrum theory—and practice—you need to: Rein in even the most complex, unwieldy projects Effectively manage unknown or changing product requirements Simplify the chain of command with self-managing development teams Receive clearer specifications—and feedback—from customers Greatly reduce project planning time and required tools Build—and release—products in 30-day cycles so clients get deliverables earlier Avoid missteps by regularly inspecting, reporting on, and fine-tuning projects Support multiple teams working on a large-scale project from many geographic locations Maximize return on investment!
Making Sense of Agile Project Management
Making Sense of Agile Project Management Business & Economics/Project Management The essential primer to successfully implementing agile project management into an overall business strategy For a project to be truly successful, its management strategy must be flexible enough to adapt to dynamic and rapidly evolving business needs. Making Sense of Agile Project Management helps project managers think outside the box by presenting a deep exploration of agile principles, methodologies, and practices. Straying from traditional bureaucratic procedures that are rigidly defined, this book espouses a heavy reliance on the training and skill of collaborative, cross-functional teams to adapt the methodology to the problem that they are attempting to solve—rather than force-fitting a project to a particular methodology. Making Sense of Agile Project Management: Focuses on how agile project management fits with other more traditional project management models to provide a more effective strategy Includes many cases taken from real-world companies illustrating good and bad agile implementation Provides coverage that is balanced and objective with discussion of both agile and non-agile methodologies Making Sense of Agile Project Management employs a straightforward approach that enables project managers to grasp concepts quickly and develop adaptable management tools for creating a vibrant and fluid business environment. By utilizing the principles laid out in this book, business managers and leaders will strengthen their ability to meet the risks and complexities of any individual project—and better understand how to blend the appropriate balance of control and agility into an overall business strategy.