Author(s):
Michele Sliger
Publisher and Imprint:
Addison Wesley Professional
Date of Publication:
May 21, 2008
Edition:
First
Number of Pages:
384
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When software development teams move to agile methods, experienced project managers often struggleï¾doubtful about the new approach and uncertain about their new roles and responsibilities. In this book, two long-time certified Project Management Professionals (PMPRs) and Scrum trainers have built a bridge to this dynamic new paradigm. They show experienced project managers how to successfully transition to agile by refocusing on facilitation and collaboration, not “command and control.”The authors begin by explaining how agile works: how it differs from traditional “plan-driven” methodologies, the benefits it promises, and the real-world results it delivers. Next, they systematically map the Project Management Institute's classic, methodology-independent techniques and terminology to agile practices. They cover both process and project lifecycles and carefully address vital issues ranging from scope and time to cost management and stakeholder communication. Finally, drawing on their own extensive personal experience, they put a human face on your personal transition to agile--covering the emotional challenges, personal values, and key leadership traits you'll need to succeed.Coverage includes Relating the PMBOKR Guide ideals to agile practices: similarities, overlaps, and differences Understanding the role and value of agile techniques such as iteration/release planning and retrospectives Using agile techniques to systematically and continually reduce risk Implementing quality assurance (QA) where it belongs: in analysis, design, defect prevention, and continuous improvement Learning to trust your teams and listen for their discoveries Procuring, purchasing, and contracting for software in agile, collaborative environments Avoiding the common mistakes software teams make in transitioning to agile Coordinating with project management offices and non-agile teams “Selling” agile within your teams and throughout your organization For every project manager who wants to become more agile.Part Iï¾ ï¾ ï¾ ï¾ An Agile Overview 7Chapter 1ï¾ ï¾ ï¾ ï¾ What is "Agile"? 9Chapter 2ï¾ ï¾ ï¾ ï¾ Mapping from the PMBOKR Guide to Agile 25Chapter 3ï¾ ï¾ ï¾ ï¾ The Agile Project Lifecycle in Detail 37Part IIï¾ ï¾ ï¾ ï¾ The Bridge: Relating PMBOKR Guide Practices to Agile Practices 49Chapter 4ï¾ ï¾ ï¾ ï¾ Integration Management 51Chapter 5ï¾ ï¾ ï¾ ï¾ Scope Management 67Chapter 6ï¾ ï¾ ï¾ ï¾ Time Management 83Chapter 7ï¾ ï¾ ï¾ ï¾ Cost Management 111Chapter 8ï¾ ï¾ ï¾ ï¾ Quality Management 129Chapter 9ï¾ ï¾ ï¾ ï¾ Human Resources Management 143Chapter 10ï¾ ï¾ ï¾ ï¾ Communications Management 159Chapter 11ï¾ ï¾ ï¾ ï¾ Risk Management 177Chapter 12ï¾ ï¾ ï¾ ï¾ Procurement Management 197Part IIIï¾ ï¾ ï¾ ï¾ Crossing the Bridge to Agile 215Chapter 13ï¾ ï¾ ï¾ ï¾ How Will My Responsibilities Change? 217Chapter 14ï¾ ï¾ ï¾ ï¾ How Will I Work with Other Teams Who Aren't Agile? 233Chapter 15ï¾ ï¾ ï¾ ï¾ How Can a Project Management Office Support Agile? 249Chapter 16ï¾ ï¾ ï¾ ï¾ Selling the Benefits of Agile 265Chapter 17ï¾ ï¾ ï¾ ï¾ Common Mistakes 285Appendix Aï¾ ï¾ ï¾ ï¾ Agile Methodologies 295Appendix Bï¾ ï¾ ï¾ ï¾ Agile Artifacts 301Glossary 321Bibliography 327Index 333
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