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The Project Manager's Guide to Mastering Agile: Principles and Practices for an Adaptive Approach by Charles G. Cobb

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PART 2

Agile Project Management

AGILE IS CAUSING US to broaden our vision of what a project manager is and that will have a dramatic impact on the potential roles that a project manager can play in an agile project. In fact, the role of a project manager at a team level in a typical agile/Scrum project is undefined. That will cause us to rethink many of the things we have taken for granted about project management for a long time to develop a broader vision of what an agile project manager is. Some of the project management functions might be integrated into other roles and performed by someone who is not a dedicated project manager and doesn't have the title of project manager.

Chapter 6 – Time-Boxing, Kanban, and Theory of Constraints

The typical way of modeling traditional projects is based on a fairly statically defined model composed of work-breakdown structures, Pert charts, Gantt charts, etc. An agile approach is very different and is primarily oriented around managing the “flow” of requirements and tasks through an integrated development process. The tools that are most related to an understanding of managing “flow” are discussed in this chapter and include time-boxing, Kanban, continuous flow, and theory of constraints.

Chapter 7 – Agile Estimation

An agile estimation approach is very different from a traditional, plan-driven project estimation approach:

A traditional, plan-driven project estimation approach is based on attempting to accurately pin down the requirements, ...

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