When companies transition to Agile, it is not too difficult to find new roles for member of the current software development teams. Finding a place for middle management in the new organization is not so easy and some people even advocates to get rid of them. In this blog post, Em Campbell-Pretty brings her own middle management perspective to this discussion.
One of the principles of the Manifesto for Agile Software Development is that you should “Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.” Mickey Mantle and Ron Lichty give some advice in their book on how to facilitate when you are the manager of a self-organized Scrum team.
In this article, Pete Deemer discusses what role should be given to the managers in an organization that is transitioning to Scrum.
This book is composed of papers previously written by Watts Humphrey. The people and management aspects of software development are often neglected in books and this one is a good source to start thinking about them… and improving our practice.