The Project Manager's Guide to Mastering Agile: Principles and Practices for an Adaptive Approach

ISBN-13: 9781119931355 / Angielski / Miękka / 2023 / 544 str.

Cobb

Spis treści

Chapter 1: Introduction to Agile Project ManagementThe Chasm in Project Management PhilosophiesThe Impact on the Project Management ProfessionThe Evolution of Agile and WaterfallThe Evolution of the Project Management ProfessionAgile Project Management BenefitsSummary of Key PointsDiscussion TopicsPart 1: Fundamentals of AgileChapter 2: Agile History and the Agile ManifestoAgile Early HistoryAgile Manifesto (2001)Summary of Key PointsDiscussion TopicsChapter 3: Scrum OverviewScrum RolesScrum FrameworkGeneral Scrum/Agile PrinciplesScrum ValuesSummary of Key PointsDiscussion TopicsChapter 4: Agile Planning, Requirements, and Product BacklogAgile Planning PracticesAgile Requirements PracticesUser Personas and StoriesProduct BacklogSummary of Key PointsDiscussion TopicsPart 2: Agile Project ManagementChapter 5: Agile Development, Quality, and Testing PracticesAgile Software Development PracticesAgile Quality Management PracticesAgile Testing PracticesSummary of Key PointsDiscussion TopicsChapter 6: Time-Boxing, Kanban, and Theory of ConstraintsThe Importance of FlowTime-BoxingKanban ProcessTheory of ConstraintsSummary of Key PointsDiscussion TopicsChapter 7: Agile EstimationAgile Estimation OverviewAgile Estimation PracticesVelocity and burn-down/burn-up chartsSummary of key pointsDiscussion topicsChapter 8: Agile Project Management RoleAgile Project Management Shifts in ThinkingPotential Agile Project Management RolesAgile, PMI(r), and PMBOK(r)Summary of Key PointsDiscussion TopicsChapter 9: Agile Communications and ToolsAgile Communications PracticesAgile Project Management ToolsSummary of Key PointsDiscussion TopicsChapter 10: Learning to See the Big PictureSystems ThinkingComplex Adaptive SystemsSummary of Key PointsDiscussion TopicsChapter 11: The Roots of AgileInfluence of Total Quality Management (TQM)Influence of Lean ManufacturingPrinciples of Product Development FlowSummary of Key PointsDiscussion TopicsPart 3: Agile Project Management Planning and ManagementChapter 12: Hybrid Agile ModelsWhat is a Hybrid Agile Model and Why Would You Use It?What Are the Benefits of a Hybrid Agile Model?What Is Different About a Hybrid Agile Model?Choosing the Right ApproachSummary of Key PointsDiscussion TopicsChapter 13: Value-driven DeliveryValue-driven Delivery OverviewPrinciples of Value-driven DeliveryCustomer-value Prioritization OverviewValue-driven Delivery ToolsSummary of Key PointsDiscussion TopicsChapter 14: Adaptive PlanningWhat is Adaptive Planning?Rolling Wave PlanningProgressive Elaboration and Multi-level PlanningSummary of Key PointsDiscussion TopicsChapter 15: Agile Planning Practices and ToolsProduct/Project VisionProduct RoadmapsExploratory 360 AssessmentAgile Functional DecompositionAgile Project CharterSummary of Key PointsDiscussion TopicsChapter 16: Agile Stakeholder Management and Agile ContractsWhy Is Stakeholder Management Important?What Is a Stakeholder?Stakeholder Management ProcessWhat's Different About Agile Stakeholder Management?Agile ContractsSummary of Key PointsDiscussion TopicsChapter 17: Distributed Project Management in AgileWhat Is Distributed Project Management?Distributed Project Management RolesSummary of Key PointsDiscussion TopicsPart 4: Making Agile Work for a BusinessChapter 18: Scaling Agile to an Enterprise LevelEnterprise-Level Agile ChallengesEnterprise-Level Obstacles to OvercomeEnterprise-Level Implementation ConsiderationsEnterprise-Level Management PracticesSummary of Key PointsDiscussion TopicsChapter 19: Scaling Agile for Multiple Team ProjectsScrum of Scrums ApproachLarge Scale Scrum (LeSS)NexusScrum at ScaleSummary of Key PointsDiscussion TopicsChapter 20: Adapting an Agile Approach to Fit a BusinessThe Impact of Different Business Environments on AgileTypical Levels of ManagementCorporate Culture and ValuesSummary of Key PointsDiscussion TopicsChapter 21: Enterprise-Level Agile TransformationsPlanning an Agile TransformationAdaptive Project Governance ModelSummary of Key PointsDiscussion TopicsPart 5: Enterprise-Level Agile FrameworksChapter 22: Scaled Agile FrameworkSAFe Competency AreasSAFe Core ValuesLean Agile MindsetSAFe Lean Agile PrinciplesSAFe Artifacts and Supporting CapabilitiesSummary of Key PointsDiscussion TopicsChapter 23: Disciplined Agile DeliveryDA Full Delivery LifecyclesDA RolesDA MindsetDA Tool KitSummary of Key PointsDiscussion TopicsChapter 24: Managed Agile Development FrameworkManaged Agile Development OverviewObjectives of Managed Agile DevelopmentFramework DescriptionRoles and ResponsibilitiesSummary of Key PointsDiscussion TopicsChapter 25: Summary of Enterprise-Level FrameworksHigh-level ComparisonHow These Frameworks Have EvolvedPart 6: Case StudiesChapter 26: "Not-So-Successful" Case StudiesCompany ACompany BCompany CChapter 27: Case Study--ValpakBackgroundOverviewChallengesKey Success FactorsResults and ConclusionsLessons LearnedChapter 28: Case Study--Harvard Pilgrim Health CareBackgroundOverviewProject management approachChallengesKey Success FactorsConclusionsLessons LearnedChapter 29: Case Study--General Dynamics UK Limited.BackgroundOverviewProject Management ApproachChallengesKey Success FactorsConclusionsLessons LearnedChapter 30: Agile Hardware DevelopmentAgile Hardware Development OverviewHow It's Done at TeslaOverall SummaryChapter 31: Non-Software Case StudiesAgile Home RemodelingAgile Book PublishingChapter 32: Overall SummaryEvolution of the Project Management ProfessionWhat To Do DifferentlyGeneral RecommendationsAppendicesAppendix A: Additional ReadingAppendix B: Glossary of TermsAppendix C: Example Project/Program Charter TemplateAppendix D: Suggested Course OutlineIndex

O autorze

Charles G. Cobb (Fort Myers, FL) is the founder of the Agile Project Management Academy, a program that has taught over 200,000 students in 174 countries worldwide and his training is offered by three major training platforms. He has been a featured speaker at many PMI Chapter events, Agile groups, universities, and PMO workshops around the world. He previously was an Adjunct Professor of Agile Project Management at Boston University.