Perceived productivity threats in large agile development projects
Proceedings of the 2010 ACM-IEEE International Symposium on Empirical Software Engineering and Measurement
A comparison of model-based and judgment-based release planning in incremental software projects
Proceedings of the 33rd International Conference on Software Engineering
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When software development teams move to agile methods, experienced project managers often struggleï戮聳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 Iï戮 ï戮 ï戮 ï戮 An Agile Overview 7Chapter 1ï戮 ï戮 ï戮 ï戮 What is "Agile"? 9Chapter 2ï戮 ï戮 ï戮 ï戮 Mapping from the PMBOKR Guide to Agile 25Chapter 3ï戮 ï戮 ï戮 ï戮 The Agile Project Lifecycle in Detail 37Part IIï戮 ï戮 ï戮 ï戮 The Bridge: Relating PMBOKR Guide Practices to Agile Practices 49Chapter 4ï戮 ï戮 ï戮 ï戮 Integration Management 51Chapter 5ï戮 ï戮 ï戮 ï戮 Scope Management 67Chapter 6ï戮 ï戮 ï戮 ï戮 Time Management 83Chapter 7ï戮 ï戮 ï戮 ï戮 Cost Management 111Chapter 8ï戮 ï戮 ï戮 ï戮 Quality Management 129Chapter 9ï戮 ï戮 ï戮 ï戮 Human Resources Management 143Chapter 10ï戮 ï戮 ï戮 ï戮 Communications Management 159Chapter 11ï戮 ï戮 ï戮 ï戮 Risk Management 177Chapter 12ï戮 ï戮 ï戮 ï戮 Procurement Management 197Part IIIï戮 ï戮 ï戮 ï戮 Crossing the Bridge to Agile 215Chapter 13ï戮 ï戮 ï戮 ï戮 How Will My Responsibilities Change? 217Chapter 14ï戮 ï戮 ï戮 ï戮 How Will I Work with Other Teams Who Aren't Agile? 233Chapter 15ï戮 ï戮 ï戮 ï戮 How Can a Project Management Office Support Agile? 249Chapter 16ï戮 ï戮 ï戮 ï戮 Selling the Benefits of Agile 265Chapter 17ï戮 ï戮 ï戮 ï戮 Common Mistakes 285Appendix Aï戮 ï戮 ï戮 ï戮 Agile Methodologies 295Appendix Bï戮 ï戮 ï戮 ï戮 Agile Artifacts 301Glossary 321Bibliography 327Index 333