Book description
When software development teams move to agile methods, experienced project managers often struggle—doubtful 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 I An Agile Overview 7
Chapter 1 What is "Agile"? 9
Chapter 2 Mapping from the PMBOKR Guide to Agile 25
Chapter 3 The Agile Project Lifecycle in Detail 37
Part II The Bridge: Relating PMBOKR Guide Practices to Agile Practices 49
Chapter 4 Integration Management 51
Chapter 5 Scope Management 67
Chapter 6 Time Management 83
Chapter 7 Cost Management 111
Chapter 8 Quality Management 129
Chapter 9 Human Resources Management 143
Chapter 10 Communications Management 159
Chapter 11 Risk Management 177
Chapter 12 Procurement Management 197
Part III Crossing the Bridge to Agile 215
Chapter 13 How Will My Responsibilities Change? 217
Chapter 14 How Will I Work with Other Teams Who Aren't Agile? 233
Chapter 15 How Can a Project Management Office Support Agile? 249
Chapter 16 Selling the Benefits of Agile 265
Chapter 17 Common Mistakes 285
Appendix A Agile Methodologies 295
Appendix B Agile Artifacts 301
Glossary 321
Bibliography 327
Index 333
Table of contents
- Copyright
- The Agile Software Development Series
- Preface
- Acknowledgments
- About the Authors
- Introduction: How One Project Manager Crossed the Bridge
- I. An Agile Overview
-
II. The Bridge: Relating PMBOK® Guide Practices to Agile Practices
- 4. Integration Management
- 5. Scope Management
- 6. Time Management
- 7. Cost Management
- 8. Quality Management
- 9. Human Resources Management
- 10. Communications Management
- 11. Risk Management
- 12. Procurement Management
-
III. Crossing the Bridge to Agile
-
13. How Will My Responsibilities Change?
- Allows Teams to Self-Manage and Adapt Their Process Empirically
- Assumes Different Leadership Styles for Different Stages of Team Formation
- Leads by Serving
- Possesses Self-Awareness
- Partners with Managers for the Good of the Team
- Relinquishes the Inner Taskmaster
- Facilitates Collaboration
- Removes Impediments
- Summary
- Endnotes
- 14. How Will I Work with Other Teams Who Aren’t Agile?
- 15. How Can a Project Management Office Support Agile?
-
16. Selling the Benefits of Agile
- Some General Ideas about Selling
- Selling to the Team
-
Selling to Management
- Agile Doesn’t Allow for Long-Term Planning. How Are We Supposed to Do Our Budgets?
- It Has Worked So Far, Why Do We Need to Change?
- Our Situation Is Just Too Complicated for Agile
- We Need to Matrix Resources to Get Maximum Efficiency
- Our People Can’t Be Trusted to Self-Organize
- How Can We Make Strategic Decisions without Gantt Charts?
- Selling to Customers/Product Owners
- Selling to Other Departments in the Organization
- Other Ways to Sell Agile
- Summary
- Endnotes
-
17. Common Mistakes
- Thinking That Agile Means “No Documentation” and “Cowboy Coding”
- Thinking That You Can Piecemeal Agile Practices and Gain All the Benefits
- Thinking That Agile Stops at the Engineering Teams and Won’t Affect the Rest of the Organization
- Not Having a Champion
- Having the Wrong People Lead the Effort and/or the Teams
- Hanging On to the Death March as a Solution
- Allowing the Team to Say, “You’ll Get It when You Get It. We’re Agile Now and Only Plan One Iteration at a Time.”
- Allowing the Agile Team Leader to Say, “You’re Self-Organizing—You Figure It Out.”
- Lack of Participation by the Business
- Not Bothering with the Retrospective
- A Values Mismatch
- Summary
-
13. How Will My Responsibilities Change?
- A. Agile Methodologies
- B. Agile Artifacts
- Glossary
- Bibliography
Product information
- Title: The Software Project Manager’s Bridge to Agility
- Author(s):
- Release date: May 2008
- Publisher(s): Addison-Wesley Professional
- ISBN: 9780321572783
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