{"product_id":"making-sense-of-agile-project-management-isbn-9780470943366","title":"Making Sense of Agile Project Management","description":"\u003cb\u003eMaking Sense \u003ci\u003eof\u003c\/i\u003e  Agile Project Management\u003c\/b\u003e \u003cp\u003e\u003ci\u003eBusiness \u0026amp; Economics\/Project Management \u003c\/i\u003e \u003c\/p\u003e\u003cp\u003e\u003cb\u003eThe essential primer to successfully implementing agile project management into an overall business strategy \u003c\/b\u003e \u003c\/p\u003e\u003cp\u003eFor a project to be truly successful, its management strategy must be flexible enough to adapt to dynamic and rapidly evolving business needs. \u003ci\u003eMaking Sense of Agile Project Management\u003c\/i\u003e helps project managers think outside the box by presenting a deep exploration of agile principles, methodologies, and practices. Straying from traditional bureaucratic procedures that are rigidly defined, this book espouses a heavy reliance on the training and skill of collaborative, cross-functional teams to adapt the methodology to the problem that they are attempting to solve—rather than force-fitting a project to a particular methodology. \u003ci\u003eMaking Sense of Agile Project Management: \u003c\/i\u003e \u003c\/p\u003e\u003cul\u003e\n\u003cli\u003eFocuses on how agile project management fits with other more traditional project management models to provide a more effective strategy\u003c\/li\u003e \u003cli\u003eIncludes many cases taken from real-world companies illustrating good and bad agile implementation\u003c\/li\u003e \u003cli\u003eProvides coverage that is balanced and objective with discussion of both agile and non-agile methodologies\u003c\/li\u003e\n\u003c\/ul\u003e \u003cp\u003e\u003ci\u003eMaking Sense of Agile Project Management\u003c\/i\u003e employs a straightforward approach that enables project managers to grasp concepts quickly and develop adaptable management tools for creating a vibrant and fluid business environment. By utilizing the principles laid out in this book, business managers and leaders will strengthen their ability to meet the risks and complexities of any individual project—and better understand how to blend the appropriate balance of control and agility into an overall business strategy. \u003c\/p\u003e\u003cp\u003ePreface ix\u003c\/p\u003e \u003cp\u003eWho Should Read This Book? ix\u003c\/p\u003e \u003cp\u003eBrief Overview of the Book x\u003c\/p\u003e \u003cp\u003eWhy I Wrote This Book xii\u003c\/p\u003e \u003cp\u003eHow to Use This Book xiv\u003c\/p\u003e \u003cp\u003ePart I xiv\u003c\/p\u003e \u003cp\u003ePart II xv\u003c\/p\u003e \u003cp\u003ePart III xvi\u003c\/p\u003e \u003cp\u003eAcknowledgments xvii\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart I Overview\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1 Introduction 3\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eMeaning of the Word “Agile” 3\u003c\/p\u003e \u003cp\u003eMeaning of the Word “Waterfall” 5\u003c\/p\u003e \u003cp\u003ePolarization of Agile and Traditional Waterfall Approaches 7\u003c\/p\u003e \u003cp\u003eThe Program du Jour Effect 9\u003c\/p\u003e \u003cp\u003eImpact on Project Management 10\u003c\/p\u003e \u003cp\u003eCommon Agile Misconceptions 14\u003c\/p\u003e \u003cp\u003eThe Pizza Box Methodology 14\u003c\/p\u003e \u003cp\u003eAll-or-Nothing Thinking 15\u003c\/p\u003e \u003cp\u003eTraditional Development Approaches Are Dead 15\u003c\/p\u003e \u003cp\u003eJust Do It Faster 16\u003c\/p\u003e \u003cp\u003eBecoming Agile Only Impacts the Development Organization 16\u003c\/p\u003e \u003cp\u003eAgile Is Just a Development Methodology 17\u003c\/p\u003e \u003cp\u003eWhat Agile Doesn’t Tell You 18\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2 Agile Values, Principles, and Practices 21\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eLean Software Development Principles 21\u003c\/p\u003e \u003cp\u003eLean Principles 22\u003c\/p\u003e \u003cp\u003eInterrelationship of Lean and Agile 36\u003c\/p\u003e \u003cp\u003eAgile History and Overview 38\u003c\/p\u003e \u003cp\u003eAgile Perceptions and Reality 44\u003c\/p\u003e \u003cp\u003eGeneral Agile Practices 47\u003c\/p\u003e \u003cp\u003eOrganizational Practices 48\u003c\/p\u003e \u003cp\u003ePlanning Practices 49\u003c\/p\u003e \u003cp\u003eRequirements Definition Practices 51\u003c\/p\u003e \u003cp\u003eSummary of Agile Techniques and Practices 54\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3 Becoming More Agile 57\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAgile Benefits and Tradeoffs 57\u003c\/p\u003e \u003cp\u003eFocus on Successful Business Outcomes 57\u003c\/p\u003e \u003cp\u003eCustomer Satisfaction and Competitive Advantage 60\u003c\/p\u003e \u003cp\u003eOrganizational Effectiveness, Cross-Functional Synergy, and Employee Morale 60\u003c\/p\u003e \u003cp\u003eHigher Productivity and Lower Costs 60\u003c\/p\u003e \u003cp\u003ePotential for Higher Quality 62\u003c\/p\u003e \u003cp\u003eObstacles to Becoming Agile 62\u003c\/p\u003e \u003cp\u003eCorporate Culture 63\u003c\/p\u003e \u003cp\u003eOrganizational Commitment 66\u003c\/p\u003e \u003cp\u003eRisk and Regulatory Environment 66\u003c\/p\u003e \u003cp\u003eDeveloping a More Agile Approach 67\u003c\/p\u003e \u003cp\u003eDeveloping an Agile or Lean Mindset 67\u003c\/p\u003e \u003cp\u003eHybrid Approaches 68\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4 Case Studies 71\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eSapient 73\u003c\/p\u003e \u003cp\u003eUnique Challenges 73\u003c\/p\u003e \u003cp\u003eProcess Methodology Selection and Design 74\u003c\/p\u003e \u003cp\u003eMethodology Summary 77\u003c\/p\u003e \u003cp\u003eMethodology Description 78\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5 Part I Summary and Action Plan 85\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eOverall Summary 85\u003c\/p\u003e \u003cp\u003eDeveloping an Action Plan for Your Business 88\u003c\/p\u003e \u003cp\u003ePlanning Questions 88\u003c\/p\u003e \u003cp\u003eAlternative Approaches 91\u003c\/p\u003e \u003cp\u003eHow Do You Get There? 93\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart II Overview\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6 Agile Project Management 101\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAgile Project Management Roles 101\u003c\/p\u003e \u003cp\u003eComparison of Traditional and Agile Project Management Roles 103\u003c\/p\u003e \u003cp\u003eAgile Business Analyst Role 106\u003c\/p\u003e \u003cp\u003eAgile Project Management Approach 107\u003c\/p\u003e \u003cp\u003eProject Management Mindset 107\u003c\/p\u003e \u003cp\u003eProject Management Skills 111\u003c\/p\u003e \u003cp\u003eAgile Project Management Practices 112\u003c\/p\u003e \u003cp\u003eAgile Project Management Principles 113\u003c\/p\u003e \u003cp\u003eAgile Project Management Techniques 117\u003c\/p\u003e \u003cp\u003eAgile Project Management Models 119\u003c\/p\u003e \u003cp\u003eAgile and A Guide to Project Management Body of Knowledge (PMBOK® Guide) 124\u003c\/p\u003e \u003cp\u003eMerging PMBOK® Thinking and Agile Thinking 130\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7 Fundamental Principles behind SDLC Models 131\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eGeneral Software Development Life Cycle (SDLC) Considerations 132\u003c\/p\u003e \u003cp\u003eFlexibility versus Rigidity 133\u003c\/p\u003e \u003cp\u003eRelationship of Training and Process Design 135\u003c\/p\u003e \u003cp\u003eReliable versus Repeatable Processes 136\u003c\/p\u003e \u003cp\u003eInterrelationship of Life-Cycle Model Selection Factors 138\u003c\/p\u003e \u003cp\u003eRequirements Definition and Management Approach 138\u003c\/p\u003e \u003cp\u003eBusiness Process Considerations 141\u003c\/p\u003e \u003cp\u003eRequirements Complexity Considerations 142\u003c\/p\u003e \u003cp\u003eTesting Considerations 142\u003c\/p\u003e \u003cp\u003eSupportability Considerations 144\u003c\/p\u003e \u003cp\u003ePrioritization of Requirements 145\u003c\/p\u003e \u003cp\u003eRisk Management, Uncertainty, and Planning Approach 148\u003c\/p\u003e \u003cp\u003eRisk Management Considerations 148\u003c\/p\u003e \u003cp\u003eManagement of Uncertainty Considerations 151\u003c\/p\u003e \u003cp\u003eThe Role of Planning 154\u003c\/p\u003e \u003cp\u003eThe Role of Leadership and Training 156\u003c\/p\u003e \u003cp\u003eLeadership 156\u003c\/p\u003e \u003cp\u003eTraining 158\u003c\/p\u003e \u003cp\u003eThe Role of Documentation 160\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8 Software Development Life Cycles 163\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eTypes of Software Development Life Cycles 164\u003c\/p\u003e \u003cp\u003eTraditional Plan-Driven Life-Cycle Model 168\u003c\/p\u003e \u003cp\u003eIncremental Life-Cycle Model 173\u003c\/p\u003e \u003cp\u003eIterative Plan-Driven Life-Cycle Model 174\u003c\/p\u003e \u003cp\u003eIterative Emergent Life-Cycle Model 176\u003c\/p\u003e \u003cp\u003eAdaptive Life-Cycle Model 178\u003c\/p\u003e \u003cp\u003eSummary of SDLC Guidelines 180\u003c\/p\u003e \u003cp\u003eGeneral Considerations 180\u003c\/p\u003e \u003cp\u003eRequirements Management Considerations 181\u003c\/p\u003e \u003cp\u003eRisk Management Considerations 181\u003c\/p\u003e \u003cp\u003eProject Scope and Complexity Considerations 182\u003c\/p\u003e \u003cp\u003eOther Considerations 182\u003c\/p\u003e \u003cp\u003eSelecting a Software Development Life Cycle 182\u003c\/p\u003e \u003cp\u003eComparison of Approaches 182\u003c\/p\u003e \u003cp\u003eLife-Cycle Model Selection Examples 184\u003c\/p\u003e \u003cp\u003e\u003cb\u003e9 Part II Summary and Action Plan 191\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eSummary of Impact on Project Managers and PMI® 191\u003c\/p\u003e \u003cp\u003eDeveloping an Action Plan for Project Managers 193\u003c\/p\u003e \u003cp\u003eIncremental Improvements 193\u003c\/p\u003e \u003cp\u003eDesigning and Implementing Hybrid Approaches 194\u003c\/p\u003e \u003cp\u003eImplementing Pure Agile Project Management Approaches 194\u003c\/p\u003e \u003cp\u003eHelping Companies Move in the Right Direction 195\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart III Appendices\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eAppendix A Overview of Agile Development Practices 199\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eExtreme Programming 199\u003c\/p\u003e \u003cp\u003eFeature-Driven Development 202\u003c\/p\u003e \u003cp\u003eTest-Driven Development 205\u003c\/p\u003e \u003cp\u003ePair Programming 207\u003c\/p\u003e \u003cp\u003eCode Refactoring 208\u003c\/p\u003e \u003cp\u003eContinuous Integration 209\u003c\/p\u003e \u003cp\u003e\u003cb\u003eAppendix B Overview of Agile Project Delivery Frameworks 211\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eScrum 211\u003c\/p\u003e \u003cp\u003eDynamic Systems Development Model (DSDM) 215\u003c\/p\u003e \u003cp\u003eAgile Modeling 219\u003c\/p\u003e \u003cp\u003eAgile Unified Process 221\u003c\/p\u003e \u003cp\u003eLean Software Development 224\u003c\/p\u003e \u003cp\u003eAdditional Reading 228\u003c\/p\u003e \u003cp\u003eGlossary of Terms 228\u003c\/p\u003e \u003cp\u003eIndex 235\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHARLES G. (CHUCK) COBB, PMP,\u003c\/b\u003e is President of Breakthrough Solutions, Inc., of Medfield, Massachusetts. He is a senior-level project\/program manager with a broad and deep background in business systems analysis and software development. He has worked with many companies in different application environments using numerous project management methodologies—both agile and not-so-agile—for more than twenty years. \u003c\/p\u003e  \u003cp\u003e\u003ci\u003eBusiness \u0026amp; Economics\/Project Management \u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eThe essential primer to successfully implementing agile project management into an overall business strategy \u003c\/b\u003e \u003c\/p\u003e\u003cp\u003eFor a project to be truly successful, its management strategy must be flexible enough to adapt to dynamic and rapidly evolving business needs. \u003ci\u003eMaking Sense of Agile Project Management\u003c\/i\u003e helps project managers think outside the box by presenting a deep exploration of agile principles, methodologies, and practices. Straying from traditional bureaucratic procedures that are rigidly defined, this book espouses a heavy reliance on the training and skill of collaborative, cross-functional teams to adapt the methodology to the problem that they are attempting to solve—rather than force-fitting a project to a particular methodology. \u003ci\u003eMaking Sense of Agile Project Management: \u003c\/i\u003e \u003c\/p\u003e\u003cul\u003e\n\u003cli\u003eFocuses on how agile project management fits with other more traditional project management models to provide a more effective strategy\u003c\/li\u003e \u003cli\u003eIncludes many cases taken from real-world companies illustrating good and bad agile implementation\u003c\/li\u003e \u003cli\u003eProvides coverage that is balanced and objective with discussion of both agile and non-agile methodologies\u003c\/li\u003e\n\u003c\/ul\u003e \u003cp\u003e\u003ci\u003eMaking Sense of Agile Project Management\u003c\/i\u003e employs a straightforward approach that enables project managers to grasp concepts quickly and develop adaptable management tools for creating a vibrant and fluid business environment. By utilizing the principles laid out in this book, business managers and leaders will strengthen their ability to meet the risks and complexities of any individual project—and better understand how to blend the appropriate balance of control and agility into an overall business strategy.\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47989556445413,"sku":"NP9780470943366","price":70.95,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9780470943366.jpg?v=1761784584","url":"https:\/\/k12savings.com\/products\/making-sense-of-agile-project-management-isbn-9780470943366","provider":"K12savings","version":"1.0","type":"link"}