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Managing Agile Projects

Paperback Engels 2005 9780131240711
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Your Hands-On, 'In-the-Trenches' Guide to Successfully Leading Agile Projects

Agile methods promise to infuse development with unprecedented flexibility, speed, and value and these promises are attracting IT organizations worldwide. However, agile methods often fail to clearly define the manager's role, and many managers have been reluctant to buy in. Now, expert project manager Sanjiv Augustine introduces a proven management framework that addresses everything from team building to project control.

Sanjiv bridges the disconnect between the assumptions and techniques of traditional and agile management, demonstrating why agility is better aligned with today's project realities, and how to simplify your transition:
- Customizing agile methods to your unique environment implementing full-life-cycle agility: from planning and coding to maintenance and
knowledge transfer
- Learning how agile methods can scale to succeed in even the largest projects through a case study
- Managing the flow of customer value from one creative stage to the next
- Defining a high-value role for the manager in agile project environments
- Refocusing on outcomes not rigid plans, processes, or controls
- Structuring and building adaptive, self-organizing "organic teams"
- Forming a guiding vision that aligns your team behind a common purpose
- Empowering your team with the information it needs to succeed

Whether you're a technical or business manager, Managing Agile Projects gives you all the tools you need to implement agility in your environment—and reap its full benefits.


Aantal pagina's:229
Hoofdrubriek:IT-management / ICT


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Prelude 'Project Phoenix' An APM Fable of Revival.
Foreword By Alistair - Cockburn.
Foreword by Robert C. Martin.
Prelude-Project Phoenix.

1. Agile Project Management Defined.
What Is Agility?
What Is Agile Project Management?
APM Principles.
APM Practices.

2. The Agile Manager.
What Is the Agile Manager's Role?
Leadership of Management — What Does it Take?
Shared Responsibilities.
Other Management Roles.
The Agile Manager's Profile.
Personal Values.
Leadership Skills–Dealing with Change.
Management Skills–Dealing with Complexity.

3. Organic Teams-Part 1.
Formal Team Structure.
The Organic Complex Adaptive Systems Model.
Activity: Identify the Project Community.
Activity: Design a Holographic Formal Structure.
Activity: Get Self-Disciplined Team Players.

4. Organic teams-Part 2.
Team Practice.
Activity: Promote Software Craftsmanship.
Activity: Foster Team Collaboration.
Enterprise Integration.
Activity: Form a Guiding Coalition.
Activity: Cultivate Informal communities of Practice.
Activity: Propose an Adaptive IT Enterprise.

5. Guiding Vision.
Team Vision.
Activity: Evolve a Team Vision.
Activity: Align the Team.
Project Vision.
Activity: Envision a Bold Future.
Activity: Create and Maintain Shared Expectations.
Activity: Discover Business Outcomes.
Activity: Clearly Delineate Scope.
Activity: Estimate Project Effort.
Product Vision.
Activity: Design a Vision Box.
Activity: Develop an Elevator Statement.

6. Simple Rules.
Customizing the Rules to the Environment.
Activity: Assess the Status Quo.
Activity: Customize Methodology.
Activity: Enlist the Team for Change.
Implementing the Rules.
Activity: Develop a Release Plan/Feature Backlog.
Activity: Develop Iteration Plans/Task Backlogs.
Activity: Facilitate Software Design, Coding, Testing and Deployment.
Activity: Conduct Acceptance Testing.
Activity: Manage the Software Release.
Activity: Focus on Business Value.

7. Open Information.
Agile Practices.
Activity: Collocate Team Members.
Activity: Negotiate a Customer Representative Onsite.
Activity: Practice Pairing.
Activity: Encourage the Use of Information Radiators.
Activity: Conduct a Stand-Up Meeting Daily.
Information Cycle Time.
Activity: Map the Project's Value Stream.
Transforming Exchanges.
Activity: Encourage Feedback.
Activity: Build Trust.
Activity: Link Language with Action.

8. Light Touch.
Intelligent Control.
Activity: Decentralize Control.
Activity: Establish a Pull Task Management System.
Activity: Manage the Flow.
Activity: Use Action Sprints.
Activity: Fit Your Style to the Situation.
Activity: Support Roving Leadership.
Activity: Learn to Go with the Flow.
Whole-Person Recognition.
Activity: Maintain Quality of Work Life.
Activity: Build on Personal Strengths.
Activity: Manage Commitments through Personal Interactions.

9. Adaptive Leadership.
Double-Loop Learning.
Activity: Get Plus-Delta Feedback Daily.
Activity: Monitor and Adapt the Simple Rules.
Activity: Monitor the APM Practices.
Activity: Conduct Regular Project Reflections.
Activity: Conduct Scenario Planning.
Embodied Leadership.
Activity: Cultivate an Embodied Presence.
Activity: Practice Embodied Learning.

10. Transitioning from the Familiar.
Principle 1: Foster Alignment and Cooperation.
Transition: Recognize That People Are the Longer-Term Project.
Transition: Use the Organic CAS Model for Stability and Flexibility.
Transition: Replace Software Engineering with Software Craftsmanship.
Transition: Focus on Project Context, Not Content.
Transition: Use Feature Breakdown Structures Instead of Work Breakdown Structures.
Principle 2: Encourage Emergence and Self-Organization.
Transition: Acknowledge That the Perfect Plan Is a Myth.
Transition: Replace Predictive Planning with Adaptive Planning.
Transition: Use Release Plans Instead of Gantt Charts.
Transition: Stress Execution over Planning.
Transition: Practice Time Pacing, Not Event Pacing.
Transition: Practice Participatory, Not Authoritarian Decision Making.
Transition: Coordinate Work Execution Through Commitments, Not Commands.
Transition: Increase Personal Interactions, Especially Across Organizational Stovepipes.
Principle 3: Institute Learning and Adaptation.
Transition: Respond to Change with Adaptive, Not Corrective Action.
Transition: Move from Lessons Learned to Project Reflections.
Transition: Lead through Presence, Not Power.


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