Chapter 9. Our Take on Project Management for Large-Scale Agile
When we started working with Jim Highsmith on the first early reviews of this manuscript, we had already included the chapters on our general management approach (Chapter 5, “The Real Secret to Success in Large-Scale Agile”), how we changed our build, integration, and test processes (Chapter 6, “Continuous Integration and Quality Systems”), and our short and long-range planning (Chapter 7, “Taming the Planning Beast”). We thought that described what we do quite well, but Jim kept pushing, asking us, “How do you really do project management? What are the roles and responsibilities? Who does what and how do you keep all these people organized and delivering?” In a large agile organization, ...
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