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Brought to you by Penguin. A 10th Anniversary edition of the bestselling productivity bible from the co-creator of Scrum - now updated with brand new methods for working faster and smarter. Scrum is the reason that Amazon can launch a new feature on its website every day. It's how the FBI...

In today’s dynamic business environment, even the most ambitious strategies can falter without one critical element: alignment and execution anchored to a compelling vision and purpose. "Align & Execute" delivers a practical roadmap for business leaders striving to bridge the gap between vision and execution to achieve sustainable success.

You are a Scrum Master and you are joining an existing team. There is a problem, though. The Product Owner is unhappy. There is a high priority item on the Product Backlog that the developers are refusing to add to their Sprint. They say that Scrum gives them the right to choose the work they do, and they claim the so called "high priority" item is not very important at all.

You are on a Scrum Team with a problem. You need some changes to the data base behind the application you are creating, but the tables are controlled by another team, they are busy with their own priorities and do not want to help. What should you do? This case and the others in the series come from the real-world experiences of a group of Scrum professionals who meet regularly to discuss the Scrum Framework and how to apply it to actual situations they have encountered.

You are an Agile Coach and your client has asked you a question. He is an engineering manager and the company has just announced a "work from home" policy. Developers may now work from home instead of coming to the office. The Engineering Manager has asked you if there are any "Agile Metrics" he can use to make sure his developers stay busy and are not being lazy. He is investigating software to record when people log in and log out, and count their keystrokes in between. What should you tell him to do?

You are a Scrum Master and your team has a problem. Their work depends on another team to enhance the back end of the application but they are not being very helpful. Your team tells you that the other team's performance is an "impediment" and that you must go whip the other team into shape. What should you do?

You are an Agile Coach and you are being called in to fix a problem with project ownership. There is a team of developers who look good on paper but who are not performing up to expectations. They do not seem to care very much about the work they are doing. You have been asked to figure out what is wrong and to fix it. What should you do?

You are an Agile Coach and you are being called in to fix a bad problem. Your client has entered into a fixed price contract with their client, but it looks like the project is going sour. Half of the time and money have been spent but only about 30 percent of the milestones have been reached. Management wants you to "do Agile" and fix the problem. What should you do? This case and the others in the series come from the real-world experiences of a group of Scrum professionals who meet regularly to discuss the Scrum Framework and how to apply it to actual situations they have encountered.

Progressive Delivery knocks down the wall separating software users from software makers. Technology leaders face a fundamental challenge: How do you know you’re delivering the right thing to the right person at the right time? Progressive Delivery offers a fresh perspective on this question, bridging the gap between software delivery and business value.

If your growing trade or construction business is winning projects but not seeing the profits, you need to get serious about your finances.

AUTOMATE YOUR BUSINESS WITH AI: Work Less, Earn More is a practical guide for entrepreneurs who want to transform their daily workload into intelligent systems powered by artificial intelligence. Many business owners spend their days trapped in repetitive tasks: answering the same questions, managing routine operations, and handling processes that consume valuable time and energy. Artificial intelligence now makes it possible to automate many of these activities and create systems that continue working even when you are not.

Powered by Projects offers a bold new blueprint. Antonio Nieto-Rodriguez shows listeners how to embrace the deep changes in leadership style and organizational structures necessary for projects and initiatives to flourish.

Break the Rules, Break the Bank offers everyone, regardless of their upbringing or current financial situation, the playbook the wealthy use to make millions. Are you ambitious and motivated to achieve financial success but constantly wonder where to start? Do you wish you had the secrets the wealthy use to generate wealth and reduce their taxes? It’s time to take control of your financial destiny by breaking some of the rules about money that are holding you back.

This audiobook highlights a little-known fact that took me a long time to understand, namely that all development is done in the same way, it conforms to the same pattern. I learned this from the aircraft factory, and it is logical because a single complex product like an aircraft comprises so many different technologies that are all developed as part of the main development project–the airframe, avionics, electrics, software systems, to name just a few.

In Zero Buzzwords. Real Results., consultant Stefano Demartin pulls back the curtain on a decade spent inside plants around the world, fixing broken maintenance programs that were drowning in jargon, dashboards, and corporate initiatives that never made it past the conference room. Through gritty, real-world lessons, Demartin shows why PMs stay broken, BOMs stay wrong, and shutdowns burn cash—and what it actually takes to turn the corner. No fluff. No ivory-tower theory. Just stories from the floor and practical tools you can use tomorrow.

How to Measure Anything in Project Management explains why popular methods for measurement in project management are flawed and describes how to conduct measurements that better inform decisions, reduce project risks, and improve the chance of project success.

Workplace stress is not the weakness of individuals; it's caused by systemic problems. Armed with the insights in this book, you can identify, analyze, and systematically reduce the factors that lead to poor health, low productivity, and personal burnout. This book gives you a framework for understanding stress, and a vocabulary to make it easier to discuss it among colleagues. Stress can be fixed; find out how.

The Outcome Assurance™ Framework is the missing addendum to the PMBOK® Guide — the piece that project leaders, owners, and executives have been searching for. Where the PMBOK® Guide provides process guidance, Outcome Assurance™ provides leadership direction, governance alignment, and system integration to ensure projects do more than finish - they succeed.

Todo gran proyecto -ya sea crear una nueva tecnología, lanzar un modelo de zapatillas o abrir una cafetería de barrio- requiere una gran inversión para poder ponerlo en marcha. Sin embargo, la mayoría de los proyectos fracasan. Muchos equipos desperdician tiempo, dinero y oportunidades porque siguen la estrategia equivocada y pierden de vista lo más importante: los clientes.

Quand il était jeune, Ed Catmull avait un rêve : réaliser le tout premier film animé par ordinateur. Il a poursuivi cette idée en créant Pixar en 1986 avec le fondateur d'Apple. Neuf ans plus tard, Toy Story naissait, changeant le monde de l'animation pour toujours. L'ingrédient essentiel du succès de ces films est l'environnement unique que Ed et ses collègues ont construit chez Pixar, basé sur des philosophies de leadership et de gestion qui mettent en valeur le processus créatif et défient les conventions.