Picks from Claus' bookshelves
Tony Fadell Build: An Unorthodox Guide to Making Things Worth Making
Alex Osterwalder Value Proposition Design: How to create products and services customers want
David J. Bland Testing Business Ideas: A Field Guide for Rapid Experimentation
Stefano Mastrogiacomo High-Impact Tools for Teams
Alex Osterwalder The Invincible Company
Dan Olsen The Lean Product Playbook: How to innovate with minimum viable products and rapid customer feedback
Robert K. Wysocki Effective Project Management: Traditional, Agile, Extreme, Hybrid
Steven Levy IN THE PLEX: How Google thinks, works, and shapes our lives
Daniel Kahneman Thinking, Fast and Slow
Christina Wodtke Radical Focus, second edition
Kenneth S. Rubin Essential Scrum: A practical guide to the most popular agile process
Mary and Tom Poppendieck Implementing Lean Software Development: From Concept To Cach
Mary and Tom Poppendieck Lean Software Development: An Agile Toolkit
Mike Cohn Agile Estimating and Planning
Lyssa Adkins Coaching Agile Teams: A Companion for ScrumMasters, Agile Coaches, and Project Managers in Transition
David J. Anderson Kanban: Successful Evolutionary Change for Your Technology Business
Corey Ladas Scrumban – Essays on Kanban Systems for Lean Software Development
Ajay Reddy The Scrumban [R]Evolution: Getting the Most Out of Agile, Scrum, and Lean Kanban
Richard Knaster, Dean Leffingwell SAFe DISTILLED
David G. Ullman Scrum for Hardware Design
Charles G Cobb Making Sense of Agile Project Management – Balancing Control and Agility
AXELOS Managing Successful Projects with PRINCE2 ©
Dennis Nørmark & Anders Fogh Jensen Pseudo-work: How we ended up being busy doing nothing
Stephen R. Covey The 7 Habits Of Highly Effective People
Please note that Claus is in no way affiliated with the authors of these books.
Some of Claus' on-line sources of inspiration
Elements of Amazon’s Day 1 Culture – quote: “Amazon’s *Day 1* mentality is a culture and an operating model that puts customers at the center of everything Amazon does. Putting *Day 1″* into practice relies on maintaining a long-term focus, obsessing over customers, and bold innovation.
Contrast this to a *Day 2* mentality: as a company grows over time, it needs to adjust its approach to effectively manage the organization as it scales. The danger is that as this happens, decision making can slow down, and the company can become less agile, moving further and further away from the customer as it rotates focus towards internal challenges rather than external customer-centric innovation.”
Sustaining a Day 1 Culture – quote: “If you create a culture that pushes itself to look for new ways to delight customers every single day, in all parts of your business, it will drive you to invent on their behalf.”
The CSPO Pathology – quote: “The fastest growing pathology I see, especially outside the US, is people confusing a product owner (the role on an Agile delivery team) with a product manager“
Revenge of the PMO – quote: “A couple years ago I wrote about the root causes of product failure in product companies and I identified ten key attributes of Waterfall and project-mindset. I went through and compared this list with SAFe, and literally all ten problems exist in SAFe. Indeed, I would argue that all ten problems are inherent in that process.”
Product Ops Overview – quote: “From my own interactions with companies implementing or exploring Product Ops, I have found no fewer than six distinct definitions.
So the first and most obvious question is why so many different definitions?
My theory is that while the term emerged as a roughly parallel concept to DevOps, the original concept of DevOps refers primarily to tools and technology to empower engineers to accelerate their code into production, but I haven’t encountered anyone trying to do roughly analogous tooling for product managers (other than tool vendors of course).
I think that’s partly because there are already plenty of off-the-shelf solutions for the major tools like roadmap and OKR tools, but mainly because unlike engineering, for most things PM’s do, it’s simply not a function of the tools, so the original meaning of DevOps doesn’t really apply so well to product management.
That said, the concept of empowering product managers to do good work, much like we empower engineers, resonates very easily.”
You need to search a bit, and you’ll find a wealth of high-quality articles.
Steve Denning writes primarily about Leadership Strategy. Here an example where he touches upon Agile ..
Understanding Fake Agile – quote: “There is also Agile in the sense of the various Agile brands promoted by consultants and trainers, of which there are hundreds. These are multiple variants of the same underlying idea of Agile. Yet often there is an insistence on using particular terms and specific named processes, which are defined in this way for the commercial purpose of distinguishing their offering from competing consultants and trainers.
A particularly unfortunate form of *branded Agile* concerns scaling frameworks. A worrying variant is the Scaled Agile Framework or SAFe. Essentially this is codified bureaucracy, in which the customer is almost totally absent. It is now pervasive in large firms because it gives the management a mandate to call themselves agile and keep doing what they have always done.”
Why Finding The Real Meaning Of Agile Is Hard – quote: “The answers you get to the question as to what *Agile* means will depend on who you ask. For many, Agile (or business agility or organizational agility, or whatever you want to call it), has come to mean a paradigm shift in management, a fundamental rethinking about how work gets done in the 21st century.
As Thomas Kuhn explained when he introduced the concept of a paradigm shift, it’s normal to encounter a great deal of confusion as to what is going on while the paradigm shift is happening. If you go around talking to random people asking what “agile” means, you will inevitably get very different answers, particularly if you are talking to people who are stuck in the old paradigm, or who are having problems implementing the new paradigm.”
The Mindset That Kills Product Thinking – quote: “You can deliver what you said you would every sprint, and it may not matter if the work doesn’t result in the outcomes your organization predicted. Doing agile by the book may result in you being a great service provider, but not a successful product creator.”