book

Agile Practice Guide (ENGLISH)

by Project Management Institute

September 2017

Intermediate to advanced

190 pages

3h 23m

English

Project Management Institute

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2.1. Definable Work vs. High-Uncertainty Work2.2. The Agile Manifesto and Mindset2.3. Lean and the Kanban Method2.4. Uncertainty, Risk, and Life Cycle Selection
3.1. Characteristics of Project Life Cycles3.1.1. Characteristics of Predictive Life Cycles3.1.2. Characteristics of Iterative Life Cycles3.1.3. Characteristics of Incremental Life Cycles3.1.4. Characteristics of Agile Life Cycles3.1.5. Agile Suitability Filters3.1.6. Characteristics of Hybrid Life Cycles3.1.7. Combined Agile and Predictive Approaches3.1.8. Predominantly Predictive Approach with Some Agile Components3.1.9. A Largely Agile Approach with a Predictive Component3.1.10. Hybrid Life Cycles as Fit-For-Purpose3.1.11. Hybrid Life Cycles as Transition Strategy3.2. Mixing Agile Approaches3.3. Project Factors that Influence Tailoring

4.1. Start with an Agile Mindset4.2. Servant Leadership Empowers the Team4.2.1. Servant Leader Responsibilities4.2.2. Role of the Project Manager in an Agile Environment4.2.3. Project Managers use Servant Leadership4.3. Team Composition4.3.1. Agile Teams4.3.2. Agile Roles4.3.3. Generalizing Specialists4.3.4. Team Structures4.3.5. Dedicated Team Members4.3.6. Team Workspaces4.3.7. Overcoming Organizational Silos
5.1. Charter the Project and the Team5.2. Common Agile Practices5.2.1. Retrospectives5.2.2. Backlog Preparation5.2.3. Backlog Refinement5.2.4. Daily Standups5.2.5. Demonstrations/Reviews5.2.6. Planning for Iteration-Based Agile5.2.7. Execution Practices that Help Teams Deliver Value5.2.8. How Iterations and Increments Help Deliver Working Product5.3. Troubleshooting Agile Project Challenges5.4. Measurements in Agile Projects5.4.1. Agile Teams Measure Results
6.1. Organizational Change Management6.1.1. Drivers for Change Management6.1.2. Readiness for Change6.2. Organizational Culture6.2.1. Creating an Environment of Safety6.2.2. Assessing Culture6.3. Procurement and Contracts6.4. Business Practices6.5. Multiteam Coordination and Dependencies (Scaling)6.5.1. Frameworks6.5.2. Considerations6.6. Agile and the Project Management Office (PMO)6.6.1. An Agile PMO is Value-Driven6.6.2. An Agile PMO is Invitation-Oriented6.6.3. An Agile PMO is Multidisciplinary6.7. Organizational Structure6.8. Evolving the Organization

Content preview from Agile Practice Guide (ENGLISH)

2 AN INTRODUCTION TO AGILE

2.1 DEFINABLE WORK VS. HIGH-UNCERTAINTY WORK

Project work ranges from definable work to high-uncertainty work. Definable work projects are characterized by clear procedures that have proved successful on similar projects in the past. The production of a car, electrical appliance, or home after the design is complete are examples of definable work. The production domain and processes involved are usually well understood and there are typically low levels of execution uncertainty and risk.

New design, problem solving, and not-done-before work is exploratory. It requires subject matter experts to collaborate and solve problems to create a solution. Examples of people encountering high-uncertainty work include software ...