Theory and experience have shown that human factors are critical for the success of software engineering practices. Agile methods are even more sensitive in such factors because they rely heavily on personal efforts with limited guidance from process manuals, allowing freedom in choosing solutions, interpersonal communications, etc. This fact raises important issues for the management of software engineers that are expected to apply agile methods effectively. One such issue at the agile organization executive level is human resource management, which should take into account agile development peculiarities, work competencies needed, agile workforce planning, etc. Another issue at the micro-management level is agile workforce management within the development process (e.g., team planning for a specific task or project) where individual human features will undoubtedly affect delivered quality and ultimately the task/project degree of success. This chapter deals with one problem at each level of management in an agile company applying extreme programming, one of the most diffused agile methods. In particular, the first part of the chapter proposes and discusses a model for personnel management based on the well known People-CMM1 assessment and improvement model, while the second one proposes a model that exploits developer personalities and temperaments to effectively allocate and rotate developers in pairs for pair programming.