By Michele Sliger
Whilst software program improvement groups movement to agile equipment, skilled undertaking managers frequently struggle—doubtful in regards to the new technique and unsure approximately their new roles and obligations. during this e-book, long-time qualified undertaking administration execs (PMPRs) and Scrum running shoes have equipped a bridge to this dynamic new paradigm. They exhibit skilled venture managers the best way to effectively transition to agile through refocusing on facilitation and collaboration, no longer “command and control.” The authors start by way of explaining how agile works: the way it differs from conventional “plan-driven” methodologies, the advantages it provides, and the real-world effects it promises. subsequent, they systematically map the venture administration Institute’s vintage, methodology-independent thoughts and terminology to agile practices. They disguise either procedure and venture lifecycles and punctiliously handle very important matters starting from scope and time to price administration and stakeholder verbal exchange. ultimately, drawing all alone wide own adventure, they placed a human face in your own transition to agile--covering the emotional demanding situations, own values, and key management features you’ll have to be triumphant. insurance contains pertaining to the PMBOKR advisor beliefs to agile practices: similarities, overlaps, and transformations realizing the function and cost of agile strategies similar to iteration/release making plans and retrospectives utilizing agile concepts to systematically and always lessen chance enforcing caliber coverage (QA) the place it belongs: in research, layout, disorder prevention, and non-stop development studying to belief your groups and pay attention for his or her discoveries purchasing, paying for, and contracting for software program in agile, collaborative environments heading off the typical errors software program groups make in transitioning to agile Coordinating with undertaking administration places of work and non-agile groups “Selling” agile inside your groups and all through your company for each undertaking supervisor who desires to turn into extra agile. half I An Agile evaluation 7 bankruptcy 1 What is "Agile"? nine bankruptcy 2 Mapping from the PMBOKR advisor to Agile 25 bankruptcy 3 The Agile venture Lifecycle intimately 37 half II The Bridge: touching on PMBOKR consultant Practices to Agile Practices forty nine bankruptcy 4 Integration administration fifty one bankruptcy 5 Scope administration sixty seven bankruptcy 6 Time administration eighty three bankruptcy 7 Cost administration 111 bankruptcy 8 Quality administration 129 bankruptcy 9 Human assets administration 143 bankruptcy 10 Communications administration 159 bankruptcy 11 Risk administration 177 bankruptcy 12 Procurement administration 197 half III Crossing the Bridge to Agile 215 bankruptcy 13 How Will My duties swap? 217 bankruptcy 14 How Will I paintings with different groups Who are usually not Agile? 233 bankruptcy 15 How Can a venture administration workplace aid Agile? 249 bankruptcy 16 Selling the advantages of Agile 265 bankruptcy 17 Common blunders 285 Appendix A Agile Methodologies 295 Appendix B Agile Artifacts 301 word list 321 Bibliography 327 Index 333
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Whilst software program improvement groups circulate to agile equipment, skilled undertaking managers usually struggle—doubtful concerning the new procedure and unsure approximately their new roles and duties. during this ebook, long-time qualified venture administration execs (PMPRs) and Scrum running shoes have equipped a bridge to this dynamic new paradigm.
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Extra info for The Software Project Manager's Bridge to Agility
As was demonstrated in the previous chapter, we can extract from these various methods a general agile approach. We refer to this agile project lifecycle, shown in Figure 3-1, throughout the remainder of the book. Figure 3-1. com to register . it. Thanks Let's take a deeper look at what happens within each layer of the agile fractal. com . to register it. Thanks Chapter 3. The Agile Project Lifecycle in Detail It is not the ship so much as the skillful sailing that assures the prosperous voyage.
Mapping from the PMBOK Guide to Agile A new doctrine goes through three stages. It is attacked and declared absurd; then it is admitted as true and obvious but insignificant. Finally, its true importance is recognized and its adversaries claim the honor of having discovered it. —William James When you change the way you look at things, the things you look at change. —Max Planck Now that you have a clear understanding of what agile is and what might be waiting for you on that island, let's begin our journey by building the first few steps of our bridge to agility.
There is no better way to understand the status of our project than by inspecting the current state of our system. What has been delivered? How does it work? How can we be sure that it works the way we need it to? By having a look at the product as it's being built, business people and customers can ask these questions—and get answers by looking at the emerging product! Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.