The Software Project Manager's Bridge to Agility
Nonfiction, Computers, Programming, Software Development, Business & Finance, Management & Leadership, Management
| Author: | Michele Sliger, Stacia Broderick | ISBN: | 9780132702591 |
| Publisher: | Pearson Education | Publication: | May 19, 2008 |
| Imprint: | Addison-Wesley Professional | Language: | English |
| Author: | Michele Sliger, Stacia Broderick |
| ISBN: | 9780132702591 |
| Publisher: | Pearson Education |
| Publication: | May 19, 2008 |
| Imprint: | Addison-Wesley Professional |
| Language: | English |
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
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
