Agile Project Management: Creating Innovative Products
Material type: TextSeries: The Agile Software Development SeriesPublication details: Boston: Pearsons Education: 2004ISBN:- 0321219775
Item type | Current library | Call number | Copy number | Status | Date due | Barcode | |
---|---|---|---|---|---|---|---|
Standard Loan | Thurles Library Main Collection | 005.1 HIG (Browse shelf(Opens below)) | 1 | Available | R15024KRCT |
Enhanced descriptions from Syndetics:
Addressing the questions project managers raise about Agile approaches, this book systematically introduces the five-phase APM framework, then presents specific, proven tools for every project participant. It covers six principles of Agile Project Management; its five phases: envision, speculate, explore, adapt, close; and, APM practices.
Tom Davis
Table of contents provided by Syndetics
- Preface (p. xix)
- Introduction (p. xxiii)
- Chapter 1 The Agile Revolution (p. 1)
- Innovative Product Development Reliable Innovation (p. 6)
- Continuous Innovation (p. 6)
- Product Adaptability (p. 6)
- Reduced Delivery Schedules (p. 7)
- People and Process Adaptability (p. 7)
- Reliable Results (p. 8)
- Core Agile Values (p. 8)
- Responding to Change (p. 10)
- Working Products (p. 11)
- Customer Collaboration (p. 13)
- Individuals and Interactions (p. 13)
- Agile Project Management (p. 15)
- Agility Defined (p. 16)
- The APM Framework (p. 18)
- Thriving in a Chaordic World (p. 19)
- Our Journey (p. 22)
- Chapter 2 Guiding Principles: Customers and Products (p. 25)
- Herman and Maya (p. 25)
- The Guiding Principles of Agile Project Management (p. 27)
- Deliver Customer Value (p. 28)
- Innovation and Adaptability (p. 30)
- Planning and Control to Execution (p. 31)
- Delivery versus Compliance (p. 32)
- Employ Iterative, Feature-Based Delivery (p. 39)
- Creating a Better Product (p. 40)
- Producing Earlier Benefits (p. 42)
- Progressive Risk Reduction (p. 43)
- Champion Technical Excellence (p. 44)
- Customers and Products (p. 47)
- Chapter 3 Guiding Principles: Leadership-Collaboration Management (p. 49)
- Management Style (p. 49)
- The Business of APM (p. 51)
- Reliable, Not Repeatable (p. 52)
- Progress Reporting (p. 55)
- Leadership-Collaboration Management (p. 56)
- Encourage Exploration (p. 59)
- Shared Space (p. 61)
- Encouragement Isn't Enough (p. 62)
- Build Adaptive (Self-Organizing, Self-Disciplined) Teams (p. 65)
- Getting the Right People (p. 66)
- Articulating the Product Vision (p. 67)
- Encouraging Interaction (p. 67)
- Participatory Decision Making (p. 68)
- Insisting on Accountability (p. 70)
- Steering, Not Controlling (p. 70)
- Self-Discipline (p. 71)
- Simplify (p. 72)
- Generative Rules (p. 73)
- Barely Sufficient Methodology (p. 74)
- Principles to Practices (p. 75)
- Chapter 4 An Agile Project Management Model (p. 77)
- Principles and Practices (p. 77)
- An Agile Process Framework (p. 79)
- Phase: Envision (p. 82)
- Phase: Speculate (p. 82)
- Phase: Explore (p. 83)
- Phase: Adapt (p. 83)
- Phase: Close (p. 84)
- Judgment Required (p. 84)
- Project Size (p. 85)
- Agile Practices (p. 85)
- Chapter 5 The Envision Phase (p. 87)
- Get the Right People (p. 87)
- Phase: Envision (p. 88)
- Practice: Product Vision Box and Elevator Test Statement (p. 93)
- Objective (p. 93)
- Discussion (p. 93)
- Practice: Product Architecture (p. 98)
- Objective (p. 98)
- Discussion (p. 98)
- Guiding Principles (p. 100)
- Practice: Project Data Sheet (p. 101)
- Objective (p. 101)
- Discussion (p. 101)
- Tradeoff Matrix (p. 104)
- Exploration Factor (p. 105)
- Practice: Get the Right People (p. 108)
- Objective (p. 108)
- Discussion (p. 108)
- Practice: Participant Identification (p. 111)
- Objective (p. 111)
- Discussion (p. 111)
- Practice: Customer Team-Developer Team Interface (p. 114)
- Objective (p. 114)
- Discussion (p. 114)
- Practice: Process and Practice Tailoring (p. 118)
- Objective (p. 118)
- Discussion (p. 118)
- Self-Organization Strategy (p. 119)
- Process Framework Tailoring (p. 120)
- Practice Selection and Tailoring (p. 121)
- Early Planning (p. 124)
- Envision Summary (p. 124)
- Chapter 6 The Speculate Phase (p. 127)
- Scope Evolution (p. 127)
- Phase: Speculate (p. 128)
- Practice: Product Feature List (p. 132)
- Objective (p. 132)
- Discussion (p. 132)
- Practice: Feature Cards (p. 135)
- Objective (p. 135)
- Discussion (p. 135)
- Practice: Performance Requirements Cards (p. 138)
- Objective (p. 138)
- Discussion (p. 138)
- Practice: Release, Milestone, and Iteration Plan (p. 140)
- Objective (p. 140)
- Discussion (p. 140)
- Iteration 0 (p. 143)
- Iterations 1-N (p. 144)
- Next Iteration Plan (p. 153)
- First Feasible Deployment (p. 154)
- Estimating (p. 155)
- Scope Evolution (p. 157)
- Risk Analysis and Mitigation (p. 159)
- Speculate Summary (p. 164)
- Chapter 7 The Explore Phase (p. 165)
- Individual Performance (p. 165)
- Phase: Explore (p. 166)
- Practice: Workload Management (p. 169)
- Objective (p. 169)
- Discussion (p. 169)
- Practice: Low-Cost Change (p. 170)
- Objective (p. 170)
- Discussion (p. 170)
- Technical Debt (p. 171)
- Simple Design (p. 173)
- Frequent Integration (p. 175)
- Ruthless Testing (p. 178)
- Opportunistic Refactoring (p. 179)
- Practice: Coaching and Team Development (p. 182)
- Objective (p. 182)
- Discussion (p. 182)
- Focusing the Team on Delivering Results (p. 182)
- Molding a Group of Individuals into a Team (p. 184)
- Developing Each Individual's Capabilities (p. 188)
- Providing the Team with Required Resources and Removing Roadblocks (p. 189)
- Coaching the Customers (p. 189)
- Orchestrating Team Rhythm (p. 191)
- Practice: Daily Team Integration Meetings (p. 192)
- Objective (p. 192)
- Discussion (p. 192)
- Practice: Participatory Decision Making (p. 194)
- Objective (p. 194)
- Discussion (p. 195)
- Decision Framing (p. 197)
- Decision Making (p. 199)
- Decision Retrospection (p. 202)
- Leadership and Decision Making (p. 203)
- Set- and Delay-Based Decision Making (p. 205)
- Practice: Daily Interaction with the Customer Team (p. 206)
- Objective (p. 206)
- Discussion (p. 206)
- Stakeholder Coordination (p. 208)
- Explore Summary (p. 208)
- Chapter 8 The Adapt and Close Phases (p. 211)
- Progress (p. 211)
- Phase: Adapt (p. 213)
- Practice: Product, Project, and Team Review and Adaptive Action (p. 216)
- Objective (p. 216)
- Discussion (p. 216)
- Customer Focus Groups (p. 216)
- Technical Reviews (p. 219)
- Team Performance Evaluations (p. 220)
- Project Status Reports (p. 222)
- Adaptive Action (p. 230)
- Phase: Close (p. 231)
- Adapt and Close Summary (p. 232)
- Chapter 9 Building Large Adaptive Teams (p. 235)
- An Achilles' Heel? (p. 235)
- The Scaling Challenge (p. 236)
- A Scaled Adaptive Framework (p. 238)
- A Hub Organizational Structure (p. 239)
- Self-Organization Extensions (p. 241)
- Team Self-Discipline (p. 244)
- The Commitment-Accountability Protocol (p. 246)
- Is It Working? (p. 250)
- Structure and Tools (p. 251)
- Summary (p. 251)
- Chapter 10 Reliable Innovation (p. 253)
- The Agile Vision (p. 253)
- The Changing Face of New Product Development (p. 253)
- Agile People and Processes Deliver Agile Products (p. 255)
- Implementing the Vision (p. 257)
- Reliable Innovation (p. 258)
- The Value-Adding Project Manager (p. 260)
- Conviction (p. 261)
- Bibliography (p. 263)
- Index (p. 269)