The book is intended to provide a much deeper understanding of agile principles, methodologies, and practices to enable project managers to develop a more agile approach and understand how to blend and tailor agile and traditional principles, methodologies, and practices to create an appropriate balance of control and agility to fit a business environment as well as the risks and complexities of any individual project. The book will also provide business managers and leaders an understanding of how to fit agile methodologies into an overall business strategy that provides the right balance of control and agility for their business.
Author(s): Charles G. Cobb
Edition: 1
Publisher: John Wiley & Sons
Year: 2011
Language: English
Pages: 265
Tags: Менеджмент;Управление проектами;
Making Sense of Agile Project Management......Page 3
Contents......Page 7
Who Should Read This Book?......Page 11
Brief Overview of the Book......Page 12
Why I Wrote This Book......Page 15
Part I......Page 16
Part II......Page 17
Part III......Page 18
Acknowledgments......Page 19
Part I Overview......Page 21
Meaning of the Word “Agile”......Page 23
Meaning of the Word “Waterfall”......Page 25
Polarization of Agile and Traditional Waterfall Approaches......Page 27
The Program du Jour Effect......Page 29
Impact on Project Management......Page 30
The Pizza Box Methodology......Page 34
Traditional Development Approaches Are Dead......Page 35
Becoming Agile Only Impacts the Development Organization......Page 36
Agile Is Just a Development Methodology......Page 37
What Agile Doesn’t Tell You......Page 38
Lean Software Development Principles......Page 41
Lean Principles......Page 42
Interrelationship of Lean and Agile......Page 56
Agile History and Overview......Page 58
Agile Perceptions and Reality......Page 64
General Agile Practices......Page 67
Organizational Practices......Page 68
Planning Practices......Page 69
Requirements Definition Practices......Page 71
Summary of Agile Techniques and Practices......Page 74
Focus on Successful Business Outcomes......Page 77
Higher Productivity and Lower Costs......Page 80
Obstacles to Becoming Agile......Page 82
Corporate Culture......Page 83
Risk and Regulatory Environment......Page 86
Developing an Agile or Lean Mindset......Page 87
Hybrid Approaches......Page 88
4 Case Studies......Page 91
Unique Challenges......Page 93
Process Methodology Selection and Design......Page 94
Methodology Summary......Page 97
Methodology Description......Page 98
Overall Summary......Page 105
Planning Questions......Page 108
Alternative Approaches......Page 111
How Do You Get There?......Page 113
Part II Overview......Page 117
Agile Project Management Roles......Page 121
Comparison of Traditional and Agile Project Management Roles......Page 123
Agile Business Analyst Role......Page 126
Project Management Mindset......Page 127
Project Management Skills......Page 131
Agile Project Management Practices......Page 132
Agile Project Management Principles......Page 133
Agile Project Management Techniques......Page 137
Agile Project Management Models......Page 139
Agile and A Guide to Project Management Body of Knowledge
(PMBOK Guide)......Page 144
Merging PMBOK Thinking and Agile Thinking......Page 150
7 Fundamental Principles behind SDLC Models......Page 151
General Software Development Life Cycle (SDLC) Considerations......Page 152
Flexibility versus Rigidity......Page 153
Relationship of Training and Process Design......Page 155
Reliable versus Repeatable Processes......Page 156
Requirements Definition and Management Approach......Page 158
Business Process Considerations......Page 161
Testing Considerations......Page 162
Supportability Considerations......Page 164
Prioritization of Requirements......Page 165
Risk Management Considerations......Page 168
Management of Uncertainty Considerations......Page 171
The Role of Planning......Page 174
Leadership......Page 176
Training......Page 178
The Role of Documentation......Page 180
8 Software Development Life Cycles......Page 183
Types of Software Development Life Cycles......Page 184
Traditional Plan-Driven Life-Cycle Model......Page 188
Incremental Life-Cycle Model......Page 193
Iterative Plan-Driven Life-Cycle Model......Page 194
Iterative Emergent Life-Cycle Model......Page 196
Adaptive Life-Cycle Model......Page 198
General Considerations......Page 200
Risk Management Considerations......Page 201
Comparison of Approaches......Page 202
Life-Cycle Model Selection Examples......Page 204
Summary of Impact on Project Managers and PMI......Page 211
Incremental Improvements......Page 213
Implementing Pure Agile Project Management Approaches......Page 214
Helping Companies Move in the Right Direction......Page 215
Part III Appendices......Page 217
Extreme Programming......Page 219
Feature-Driven Development......Page 222
Test-Driven Development......Page 225
Pair Programming......Page 227
Code Refactoring......Page 228
Continuous Integration......Page 229
Scrum......Page 231
Dynamic Systems Development Model (DSDM)......Page 235
Agile Modeling......Page 239
Agile Unified Process......Page 241
Lean Software Development......Page 244
Glossary of Terms......Page 248
Index......Page 255
