The Software Project Manager’s Bridge to Agility / Sliger, Michele.

Format:

Book

Author/Creator:

Sliger, Michele, author.

Broderick, Stacia, author.

Series:

The agile software development series

Language:

English

Subjects (All):

Computer software--Development--Management.

Computer software.

Agile software development.

Information technology projects.

Project management--Methodology.

Project management.

Physical Description:

1 online resource (384 pages)

Edition:

1st edition

Place of Publication:

Addison-Wesley Professional, 2008.

System Details:

text file

Summary:

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 (PMP R s) 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 PMBOK R 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 PMBOK R Guide to Agile 25 Chapter 3 The Agile Project Lifecycle in Detail 37 Part II The Bridge: Relating PMBOK R 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 1...

Contents:

Pt. 1. An agile overview

ch. 1. What is "agile"?

ch. 2. Mapping from the PMBOK® guide to agile

ch. 3. The agile project lifecycle in detail

pt. 2. The bridge relating PMBOK® guide practices to agile practices

ch. 4. Integration management

ch. 5. Scope management

ch. 6. Time management

ch. 7. Cost management

ch. 8. Quality management

ch. 9. Human resources management

ch. 10. Communications management

ch. 11. Risk management

ch. 12. Procurement management

pt. 3. Crossing the bridge to agile

ch. 13. How will my responsibilities change?

ch. 14. How will I work with other teams who aren't agile?

ch. 15. How can a project management office support agile?

ch. 16. Selling the benefits of agile

ch. 17. Common mistakes

Appendix A. Agile methodologies

Appendix B. Agile artifacts.

Notes:

Includes bibliographical references (p. 327-331) and index.

Online resource; Title from title page (viewed May 19, 2008)

OCLC:

428739844