Janson Agile Project Management

Incl. Bonus - Leadership for Professionals, Funding for Agile Companies & Methods, Developing Strategies, Making the right Decisions, Creating Concepts, Solving Problems
8. Auflage 2026
ISBN: 978-3-96596-073-2
Verlag: Best of HR
Format: EPUB
Kopierschutz: 0 - No protection

E-Book, Englisch, 180 Seiten

Also in the 8th revised and improved edition, published by a government-funded publisher involved in EU programs and a partner of the Federal Ministry of Education, you receive the concentrated expertise of renowned experts (overview in the book preview), embedded in an integrated knowledge system with premium content and 75% advantage. At the same time, you do good and support sustainable projects.
Because agile project management is the synonym for turning away from stiff and inflexible organizational processes in companies. Developed already in the 90s to make project processes lighter and more flexible, the term has started an unprecedented triumphal procession in the past years. No wonder, the method ultimately helps to accelerate continuous improvement in the development of a product or service in short development cycles - also known as 'sprints'.
Knowledge that makes a difference, independently documented by its own Wikipedia entry: With its 'information on demand' concept, the publishing house has been successful for over 20 years and has received numerous awards. So when you buy the book, you are also doing good: The publisher is financially and personally committed to socially relevant projects such as tree planting campaigns, scholarship foundations, sustainable living, and many other innovative ideas.
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You also gain extensive premium services: Each book includes detailed explanations and examples, making it easier for you to successfully use the consultation services, freeky available only to book buyers. Additionally, you can download e-courses, work with workbooks, or engage with an active community. This way, you gain valuable resources that enhance your knowledge, stimulate creativity, and make your personal and professional goals achievable and successes tangible.
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Publisher, journalist and editor Simone Janson is also a best-selling author, was a columnist for WELT and Wirtschaftswoche, and, according to ZEIT, one of Germany's most bloggers on success.

Autoren/Hrsg.

Janson, Simone

Leseproben

Growth agile from StartUp to Mittelstand: How does transformation in companies work?
// By Simone Janson

Growth is the verdict of the death of many startups, because they are often spontaneous, disruptive, chaotic, but also flexible. But the drama begins when the company grows: how can companies grow and yet remain agile and maintain efficient structures?

Why do startups fail?

Laut Best of HR – Berufebilder.de®Author Eric Ries, who founded the lean startup method with his eponymous bestseller, fail startups for two reasons: First, they try too early to counter possible imponderables with a puncture-proof stragie that does not work that way. Because startups can not know what the future will look like due to lack of experience with their product and their customers; They thus take the opportunity to react flexibly to changes. Second, they surrender and do not even try to run their business - it will work out somehow. For Ries, however, it is anything but unsexy to deal with work and leadership processes at an early stage:

"Entrepreneurship is management. A startup is not just a product, but an organization, and therefore requires leadership skills that are tailored to the context of extreme insecurity. "(https://berufebilder.de/startup-methode-prinzipien-ueberblick/) What exactly that is supposed to look like, Ries also immediately defines: "The basic activity of a startup is to turn ideas into products, to measure the reaction of the customers and to learn from it, whether the path should be continued or requires adjustments. All successful startup processes should be geared towards accelerating this feedback loop. "In such validated learning processes, Ries is the true purpose of a startup: learning how to build a viable business model.

React quickly to crises

This also means reacting quickly to crises and accepting alleged setbacks - such as the Berlin online job portal Absolventa. Christoph Jost, Henning Peters and Pascal Tilgner were partly still students themselves at the founding end of 2007. Thanks to venture capital and a cooperation with studiVZ, the three had 50.000 registered users and 300 corporate customers within a few months and was even named Startup of the Year. But in the economic crisis they had to dismiss employees for the first time, adapt the revenue model to the market and renegotiate it with investors. "2009 was no picnic, but for us the most educational year ever," sums up Managing Director Jost. As a result, former department heads were brought into management, which now consists of a five-person team: "We are still euphoric, innovative and mobile, but may approach new projects a little more structured and less chaotic," summarizes Jost the learning effect. And makes the common goals clear: "Today we have a healthy base with 4000 corporate clients. Our team does not want growth at any price but is profitable in a niche. "

To define realistic and measurable goals, however, surprisingly many startups have difficulties. They would have to stand at the beginning of each start-up and not only be clear to the founders, but also be communicated to investors or employees. How should a company with no clear values and goals even find suitable employees who can fully identify with their vision? No wonder, then, that many startups are looking for "particularly flexible employees who can quickly familiarize themselves with new, not yet defined topics and processes," as journalist Jan Thomas Otte reports.

Fatal impact on employee motivation

This can have a fatal effect. Charles Margerison and Dick McCann of the Institute of Team Management Studies in Brisbane showed that the future viability of a company is based primarily on the energy of motivated employees. They evaluated the statements of 151 000 executives and teams in Australia, Europe, the US, and Southeast Asia and crystallized eight characters, including the discovering promoter who inspires others for ideas, the purposeful organizer who creates the framework, or the creative innovator as a classic lateral thinker. A team performs optimally when all eight functions are represented and work together toward a goal. "Many managers hire employees who are similar to them. That's human. However, startups with their limited resources should find complementary characters who fill their role with enthusiasm in order to achieve optimal results, "says communications consultant Katharina Daniels, who runs the book Anders. What has done better "has been published.

The success of the 2008-launched online marketer plista from Berlin is also largely based on the different characters of its three founders: Andreas Richter is the visionary and technician with foresight and love for the product. Dominik Matyka is a gifted salesman, networker and industry expert. Christian Laase looks after organization and finances, but also emotional concerns. Since autumn 2013, Jana Kusick has been pulling the strings together as a strategic all-rounder in management. For plista, it is important to "gain the right people to support the development," says Laase. Therefore, the employees not only do yoga together, but also compete against the bosses at the Summoringen or go on a team trip twice a year. "Of course, we also use 'normal' recruiting methods, but we use targeted incentives to inspire a particular human being," says Laase. His team finds new members right away: "We've won some of our best minds over recommendations because our people enjoy the job and believe them in the company." Meanwhile, plista has 106 employees, has convinced investors like DuMont or the NWZ publishing house and won 2013 100 new customers alone. Enthusiasm can be contagious.

Motivation depends on leadership qualities

Motivation, as a recent study by the Institute of German Business shows, depends not only on the harmony in the team, but also on the leadership skills of the superiors. All employee expectations can be merged into the key skills of recognition, predictability and clarity. Markus Hornung, head of the training and consulting firm EQ Dynamics, calls a simple example: "Chefs who say, 'I would suggest we start the project maybe in the fall,' let employees despair. By saying, 'The project will start in September on the condition that ...', on the other hand, there are clear procedures. "(https://berufebilder.de/fuehren-mitarbeiter-chefs/) Employees can also be frustrated as follows: A survey by Comteam among 250 specialists and executives proves that the decision-makers in 70 already have a solution in mind from the outset that they want to enforce. Often the problem is even discussed only in the team. (http://studie10.comteam-ag.de/ComTeamStudie2010.pdf)

"Communication is annoying for many executives: you have to explain something to others that you have already penetrated. You are already thinking in the future, while the employees are still in the deep present or even past, "describes Christian Brauner, CEO of the consulting firm Detego the problem and recommends executives to always ask the question: Which target group should which content to which Time in which form are communicated? (http://leadership-in-change.de/stellhebel-im-change-was-ist-eine-angemessene-kommunikation/) Not a few executives do not want to give any information or even responsibility. Especially in startups, the Jung bosses often encounter the uncertain situation with control anger. If the company then grows, all the decisions jam in the congested boss and inhibit the entire company.

Autocracy is the rule rather than the exception

Autocratic decision-making structures are a rule rather than an exception, even in startups, even if they like to propagate missing hierarchies. To overtake the opinions of the whole team or even give a say, fear will make the company sluggish. How can the much-discussed swarm intelligence be used without sacrificing flexibility? An agile, pragmatic organizational method from the USA helps. Holacracy does not look for universally perfect solutions. It is always about the appropriate action alternative at that time and for the occasion, which changes something, but definitely does no damage. The goal is easy to continue working with a new idea. Any decision can always be replaced by a better one. This allows quick reactions, reduces pressure and reduces the fear of mistakes. Employees and customers act as early warning systems for problems. And because they can always bring in ideas, they feel responsible.

John Oringer, founder of New York-based online photo agency Shutterstock, recognized early on how important it is for innovation to be innovative: "Management only gives a general theme such as 'new content types' or 'globalization'," he explains. The product development teams then independently develop ideas for image search, for mobile applications or to locate offers. Only if the results deviate too much from the corporate strategy, the management intervenes. "In addition, we constantly test the website and make the data available to everyone in the company. So everyone can always develop new ideas, "says Oringer, who wants to motivate them to think along. The 24 hour hackathon, in which the entire team participates once a year, also serves this purpose. A jury of employees and photographers will decide on the winning idea, which will then be implemented. "Over the years, many product innovations have emerged from this, most recently a search tool with which you can filter according to the color of the images," reports the managing director. The tech teams also have several small hackathons a year, called code rags for code innovation and efficiency gains.

Efficiency as the main focus

Efficiency is Oringer's main focus:...