Making Sense of Agile Project Management : Balancing Control and Agility.
Charles G. Cobb
Bok Engelsk 2011 · Electronic books.
| Omfang | 1 online resource (265 pages)
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| Utgave | 1st ed.
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| Opplysninger | Intro -- Making Sense of Agile Project Management -- Contents -- Preface -- Who Should Read This Book? -- Brief Overview of the Book -- Why I Wrote This Book -- How to Use This Book -- Part I -- Part II -- Part III -- Acknowledgments -- Part I Overview -- 1 Introduction -- Meaning of the Word "Agile" -- Meaning of the Word "Waterfall" -- Polarization of Agile and Traditional Waterfall Approaches -- The Program du Jour Effect -- Impact on Project Management -- Common Agile Misconceptions -- The Pizza Box Methodology -- All-or-Nothing Thinking -- Traditional Development Approaches Are Dead -- Just Do It Faster -- Becoming Agile Only Impacts the Development Organization -- Agile Is Just a Development Methodology -- What Agile Doesn't Tell You -- 2 Agile Values, Principles, and Practices -- Lean Software Development Principles -- Lean Principles -- Interrelationship of Lean and Agile -- Agile History and Overview -- Agile Perceptions and Reality -- General Agile Practices -- Organizational Practices -- Planning Practices -- Requirements Definition Practices -- Summary of Agile Techniques and Practices -- 3 Becoming More Agile -- Agile Benefits and Tradeoffs -- Focus on Successful Business Outcomes -- Customer Satisfaction and Competitive Advantage -- Organizational Effectiveness, Cross-Functional Synergy, and Employee Morale -- Higher Productivity and Lower Costs -- Potential for Higher Quality -- Obstacles to Becoming Agile -- Corporate Culture -- Organizational Commitment -- Risk and Regulatory Environment -- Developing a More Agile Approach -- Developing an Agile or Lean Mindset -- Hybrid Approaches -- 4 Case Studies -- Sapient -- Unique Challenges -- Process Methodology Selection and Design -- Methodology Summary -- Methodology Description -- 5 Part I Summary and Action Plan -- Overall Summary -- Developing an Action Plan for Your Business.. - Planning Questions -- Alternative Approaches -- How Do You Get There? -- Part II Overview -- 6 Agile Project Management -- Agile Project Management Roles -- Comparison of Traditional and Agile Project Management Roles -- Agile Business Analyst Role -- Agile Project Management Approach -- Project Management Mindset -- Project Management Skills -- Agile Project Management Practices -- Agile Project Management Principles -- Agile Project Management Techniques -- Agile Project Management Models -- Agile and A Guide to Project Management Body of Knowledge (PMBOK Guide) -- Merging PMBOK Thinking and Agile Thinking -- 7 Fundamental Principles behind SDLC Models -- General Software Development Life Cycle (SDLC) Considerations -- Flexibility versus Rigidity -- Relationship of Training and Process Design -- Reliable versus Repeatable Processes -- Interrelationship of Life-Cycle Model Selection Factors -- Requirements Definition and Management Approach -- Business Process Considerations -- Requirements Complexity Considerations -- Testing Considerations -- Supportability Considerations -- Prioritization of Requirements -- Risk Management, Uncertainty, and Planning Approach -- Risk Management Considerations -- Management of Uncertainty Considerations -- The Role of Planning -- The Role of Leadership and Training -- Leadership -- Training -- The Role of Documentation -- 8 Software Development Life Cycles -- Types of Software Development Life Cycles -- Traditional Plan-Driven Life-Cycle Model -- Incremental Life-Cycle Model -- Iterative Plan-Driven Life-Cycle Model -- Iterative Emergent Life-Cycle Model -- Adaptive Life-Cycle Model -- Summary of SDLC Guidelines -- General Considerations -- Requirements Management Considerations -- Risk Management Considerations -- Project Scope and Complexity Considerations -- Other Considerations.. - Selecting a Software Development Life Cycle -- Comparison of Approaches -- Life-Cycle Model Selection Examples -- 9 Part II Summary and Action Plan -- Summary of Impact on Project Managers and PMI -- Developing an Action Plan for Project Managers -- Incremental Improvements -- Designing and Implementing Hybrid Approaches -- Implementing Pure Agile Project Management Approaches -- Helping Companies Move in the Right Direction -- Part III Appendices -- Appendix A Overview of Agile Development Practices -- Extreme Programming -- Feature-Driven Development -- Test-Driven Development -- Pair Programming -- Code Refactoring -- Continuous Integration -- Appendix B Overview of Agile Project Delivery Frameworks -- Scrum -- Dynamic Systems Development Model (DSDM) -- Agile Modeling -- Agile Unified Process -- Lean Software Development -- Additional Reading -- Glossary of Terms -- Index.. - The book is intended to provide a much deeper understanding of agile principles, methodologies, and practices to enable project managers to develop a more agile approach and understand how to blend and tailor agile and traditional principles, methodologies, and practices to create an appropriate balance of control and agility to fit a business environment as well as the risks and complexities of any individual project. The book will also provide business managers and leaders an understanding of how to fit agile methodologies into an overall business strategy that provides the right balance of control and agility for their business.
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| Emner | |
| Sjanger | |
| Dewey | |
| ISBN | 9781118015681
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| ISBN(galt) |
