The Project Manager's Guide to Mastering Agile : Principles and Practices for an Adaptive Approach.
Charles G. Cobb
Bok Engelsk 2015 · Electronic books.
| Omfang | 1 online resource (426 pages)
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|---|---|
| Utgave | 1st ed.
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| Opplysninger | Cover -- Title Page -- Copyright -- Contents -- Preface -- Acknowledgments -- Chapter 1 Introduction to Agile Project Management -- The Chasm in Project Management Philosophies -- The Evolution of Agile and Waterfall -- Definition of waterfall -- Definition of agile -- Comparison of plan-driven and adaptive approaches -- The Evolution of the Project Management Profession -- The early history of project management -- Transformation of the project management profession -- What's driving this change, and why now? -- Agile Project Management Benefits -- Summary of Key Points -- Discussion Topics -- Part 1 Fundamentals of Agile -- Chapter 2 Agile History and the Agile Manifesto -- Agile Early History -- Dr. Winston Royce and the Waterfall model (1970) -- Early iterative and incremental development methods (early 1970s) -- Further evolution of iterative and incremental development (mid- to late 1970s) -- Early agile development methods (1980s and 1990s) -- Agile Manifesto (2001) -- Agile Manifesto values -- Agile Manifesto principles -- Summary of Key Points -- Discussion Topics -- Chapter 3 Scrum Overview -- Scrum Roles -- Product owner role -- Scrum Master role -- Team role -- Scrum framework -- Sprint planning -- Daily standup -- Sprint review -- Sprint retrospective -- General Scrum/Agile Principles -- Variability and uncertainty -- Prediction and adaptation -- Validated learning -- Work in progress -- Progress -- Performance -- Scrum Values -- Commitment and focus -- Openness -- Respect -- Courage -- Summary of Key Points -- Discussion Topics -- Chapter 4 Agile Planning, Requirements, and Product Backlog -- Agile Planning Practices -- Rolling-wave planning -- Planning strategies -- Spikes -- Progressive elaboration -- Value-based functional decomposition -- Agile Requirements Practices -- The role of a business analyst in an agile project.. - Agile Project Management Shifts in Thinking -- Emphasis on maximizing value versus control -- Emphasis on empowerment and self-organization -- Limited emphasis on documentation -- Managing flow instead of structure -- Potential Agile Project Management Roles -- Making agile work at a team level -- Hybrid agile project role -- Enterprise-level implementation -- Using agile concepts in non-agile projects -- Agile and PMBOK® -- The difference between explicit and tacit knowledge -- Relationship to traditional project management functions -- Summary of Key Points -- Discussion Topics -- Chapter 9 Agile Communications and Tools -- Agile Communications Practices -- Information radiators -- Face-to-face communications -- Daily standups -- Distributed teams -- Agile Project Management Tools -- Benefits of agile project management tools -- Characteristics of enterprise- level agile project management tools -- Summary of Key Points -- Discussion Topics -- Chapter 10 VersionOne Tool Overview -- Product/Project Planning -- Product backlog management -- Manage business initiatives with epics -- Group your work items by feature groups or themes -- Deliver according to business goals -- Release and Sprint Planning -- Release planning/sprint planning capabilities -- Sprint detail planning -- Sprint Tracking -- Kanban boards -- Burn-down charts -- Summary of Key Points -- Discussion Topics -- Chapter 11 Understanding Agile at a Deeper Level -- Systems Thinking -- Influence of Total Quality Management (TQM) -- Cease dependence on inspection -- Emphasis on the human aspect of quality -- The need for cross-functional collaboration and transformation -- Importance of leadership -- Ongoing continuous improvement -- Influence of Lean Manufacturing -- Customer value -- Map the value stream -- Pull -- Flow -- Respect for people -- Perfection.. - Chapter 20 Case Study-Harvard Pilgrim Health Care.. - Just barely good enough -- Differentiating wants from needs and the "five whys -- MoSCoW technique -- User Personas and Stories -- User personas -- User stories -- Epics -- Product Backlog -- What is a product backlog? -- Product backlog grooming -- Summary of Key Points -- Discussion Topics -- Chapter 5 Agile Development, Quality, and Testing Practices -- Agile Software Development Practices -- Code refactoring -- Continuous integration -- Pair programming -- Test-driven development -- Extreme programming (XP) -- Agile Quality Management Practices -- Key differences in agile quality management practices -- Definition of "done -- The role of QA testing in an agile project -- Agile Testing Practices -- Concurrent testing -- Acceptance test driven development -- Repeatable tests and automated regression testing -- Value-driven and risk-based testing -- Summary of Key Points -- Discussion Topics -- Part 2 Agile Project Management -- Chapter 6 Time-Boxing, Kanban, and Theory of Constraints -- The Importance of Flow -- Time-Boxing -- Time-boxing advantages -- Additional time-boxing productivity advantages -- Kanban Process -- Push and pull processes -- What is a Kanban process? -- Differences between Scrum and Kanban -- Work-in-process limits in Kanban -- Kanban boards -- Theory of Constraints -- Summary of Key Points -- Discussion Topics -- Chapter 7 Agile Estimation -- Agile Estimation Overview -- What's different about agile estimation? -- Developing an estimation strategy -- Management of uncertainty -- Agile Estimation Practices -- Levels of estimation -- What is a story point? -- How are story points used? -- What is planning poker? -- Velocity and Burn-Down/Burn-Up Charts -- Velocity -- Burn-down charts -- Burn-up charts -- Summary of Key Points -- Discussion Topics -- Chapter 8 Agile Project Management Role.. - Principles of Product Development Flow -- Summary of Key Points -- Discussion Topics -- Part 3 Making Agile Work for a Business -- Chapter 12 Scaling Agile to an Enterprise Level -- Enterprise-Level Agile Challenges -- Differences in practices -- Reinterpreting agile manifesto values and principles -- Enterprise-Level Obstacles to Overcome -- Collaborative and cross-functional approach -- Organizational commitment -- Risk and regulatory constraints -- Enterprise-Level Implementation Considerations -- Architectural planning and direction -- Enterprise-level requirements definition and management -- Release to production -- Enterprise-Level Management Practices -- Scrum-of-scrums approach -- Project/program management approach -- The role of a project management office (PMO) -- Project/product portfolio management -- Summary of Key Points -- Discussion Topics -- Chapter 13 Adapting an Agile Approach to Fit a Business -- The Impact of Different Business Environments on Agile -- Product-oriented companies -- Technology-enabled businesses -- Project-oriented businesses -- Hybrid business model -- Adapting an agile approach to a business -- Typical Levels of Management -- Overall business management level -- Enterprise product/project portfolio management level -- Product management level -- Project management level -- Corporate Culture and Values -- The importance of corporate culture and values -- Value disciplines -- Summary of Key Points -- Discussion Topics -- Chapter 14 Enterprise-Level Agile Transformations -- Planning an Agile Transformation -- Define the goals you want to achieve -- Becoming agile is a journey, not a destination -- Develop a culture that is conducive to agile -- Manage change -- Don't throw the baby out with the bathwater -- Tools can be very important -- Adaptive Project Governance Model -- Executive steering group.. - Project governance group -- Working group forums -- Project teams -- Summary of Key Points -- Discussion Topics -- Part 4 Enterprise-Level Agile Frameworks -- Chapter 15 Scaled Agile Framework -- Team Level -- Program Level -- Portfolio Level -- Program Portfolio Management -- Chapter 16 Managed Agile Development Framework -- Managed Agile Development Overview -- Macro-level -- Micro-level -- Objectives of Managed Agile Development -- Plan-driven benefits -- Agile benefits -- Key differences from a typical waterfall approach -- Framework Description -- Project organization and work streams -- High-level process overview -- Requirements management approach -- Project Scheduling Approach -- Project management approach -- Communications approach -- Roles and Responsibilities -- Chapter 17 Disciplined Agile Delivery Framework -- Summary of Enterprise-Level Frameworks -- Part 5 Case Studies -- Chapter 18 "Not-So-Successful" Case Studies -- Company A -- Background -- The approach -- What went wrong -- Overall conclusions -- Company B -- Background -- The approach -- What went wrong -- Overall conclusions -- Company C -- Background -- The approach -- What went wrong -- Overall conclusions -- Chapter 19 Case Study-Valpak -- Background -- Overview -- Architectural Kanban -- Portfolio Kanban -- Project Management Approach -- Tools, communication, and reporting -- Challenges -- Cultural and organizational challenges -- Technical challenges -- Other challenges -- Key Success Factors -- Top-down support coupled with bottom-up drive -- Hiring an independent coach -- Continued support each and every day -- Senior management engagement/business ownership -- Results and Conclusions -- Lessons Learned -- Forming projects around teams -- Planning team capacity and developing a sustainable pace -- Using sprint reviews and "science fairs.. - Streamline project workflow with expert agile implementation The Project Management Profession is beginning to go through rapid and profound transformation due to the widespread adoption of agile methodologies. Those changes are likely to dramatically change the role of project managers in many environments as we have known them and raise the bar for the entire project management profession; however, we are in the early stages of that transformation and there is a lot of confusion about the impact it has on project managers: There are many stereotypes and misconceptions that exist about both Agile and traditional plan-driven project management, Agile and traditional project management principles and practices are treated as separate and independent domains of knowledge with little or no integration between the two and sometimes seen as in conflict with each other Agile and "Waterfall" are thought of as two binary, mutually-exclusive choices and companies sometimes try to force-fit their business and projects to one of those extremes when the right solution is to fit the approach to the project It's no wonder that many Project Managers might be confused by all of this! This book will help project managers unravel a lot of the confusion that exists; develop a totally new perspective to see Agile and traditional plan-driven project management principles and practices in a new light as complementary to each other rather than competitive; and learn to develop an adaptive approach to blend those principles and practices together in the right proportions to fit any situation. There are many books on Agile and many books on traditional project management but what's very unique about this book is that it takes an objective approach to help you understand the strengths and weaknesses of both of those areas to see how they can work synergistically to. - improve project outcomes in any project. The book includes discussion topics, real world case studies, and sample enterprise-level agile frameworks that facilitate hands-on learning as well as an in-depth discussion of the principles behind both Agile and traditional plan-driven project management practices to provide a more thorough level of understanding.
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| Emner | |
| Sjanger | |
| Dewey | |
| ISBN | 9781118991770
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