Jim Highsmith

Agile Project Management (eBook, ePUB)

Creating Innovative Products

• Format: ePub

Produktbeschreibung

Best practices for managing projects in agile environments-now updated with new techniques for larger projects

Today, the pace of project management moves faster. Project management needs to become more flexible and far more responsive to customers. Using Agile Project Management (APM), project managers can achieve all these goals without compromising value, quality, or business discipline. In Agile Project Management, Second Edition, renowned agile pioneer Jim Highsmith thoroughly updates his classic guide to APM, extending and refining it to support even the largest projects and organizations.

Writing for project leaders, managers, and executives at all levels, Highsmith integrates the best project management, product management, and software development practices into an overall framework designed to support unprecedented speed and mobility. The many topics added in this new edition include incorporating agile values, scaling agile projects, release planning, portfolio governance, and enhancing organizational agility. Project and business leaders will especially appreciate Highsmith's new coverage of promoting agility through performance measurements based on value, quality, and constraints.

This edition's coverage includes:

• Understanding the agile revolution's impact on product development
• Recognizing when agile methods will work in project management, and when they won't
• Setting realistic business objectives for Agile Project Management
• Promoting agile values and principles across the organization
• Utilizing a proven Agile Enterprise Framework that encompasses governance, project and iteration management, and technical practices
• Optimizing all five stages of the agile project: Envision, Speculate, Explore, Adapt, and Close
• Organizational and product-related processes for scaling agile to the largest projects and teams
• Agile project governance solutions for executives and management
• The "Agile Triangle": measuring performance in ways that encourage agility instead of discouraging it
• The changing role of the agile project leader

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Produktdetails

• Verlag: Pearson ITP
• Seitenzahl: 432
• Altersempfehlung: ab 18 Jahre
• Erscheinungstermin: 10. Juli 2009
• Englisch
• ISBN-13: 9780321659170
• Artikelnr.: 37839796

Autorenporträt

Jim Highsmith directs Cutter Consortium's agile consulting practice. He has over 30 years experience as an IT manager, product manager, project manager, consultant, and software developer. Jim is the author of Agile Project Management: Creating Innovative Products, Addison Wesley 2004; Adaptive Software Development: A Collaborative Approach to Managing Complex Systems, Dorset House 2000 and winner of the prestigious Jolt Award, and Agile Software Development Ecosystems, Addison Wesley 2002. Jim is the recipient of the 2005 international Stevens Award for outstanding contributions to systems development.

He is also co-editor, with Alistair Cockburn, of the Agile Software Development Series of books from Addison Wesley. Jim is a coauthor of the Agile Manifesto, a founding member of The Agile Alliance, coauthor of the Declaration Interdependence for project leaders, and cofounder and first president of the Agile Project Leadership Network. A frequent speaker at conferences worldwide, Jim has published dozens of articles in major industry publications.

Jim has consulted with IT and product development organizations and software companies in the U.S., Europe, Canada, South Africa, Australia, Japan, India, and New Zealand to help them adapt to the accelerated pace of development in increasingly complex, uncertain environments. Jim's areas of consulting include the areas of Agile Software Development, Project Management, and Collaboration. He has held technical and management positions with software, computer hardware, banking, and energy companies. Jim holds a B.S. in electrical engineering and an M.S. in management.

Inhaltsangabe

Introduction 1
    Conventions 2
    The Agile Software Development Series 2
Chapter 1: The Agile Revolution 5
    Agile Business Objectives 10
        Continuous Innovation 10
        Product Adaptability 10
        Improved Time-to-Market 11
        People and Process Adaptability 11
        Reliable Results 12
    Agility Defined 12
    Agile Leadership Values 14
    Agile Performance Measurement 19
    The APM Framework 21
    Performance Possibilities 22
    Final Thoughts 25
Chapter 2: Value over Constraints 27
    Continuous Flow of Customer Value 28
        Innovation 30
        Execution 32
        Lean Thinking 33
    Iterative, Feature-Based Delivery 34
    Technical Excellence 37
    Simplicity 40
        Generative Rules 40
        Barely Sufficient Methodology 42
        Delivery versus Compliance 43
    Final Thoughts 45
Chapter 3: Teams over Tasks 47
    Leading Teams 47
    Building Self-Organizing (Self-Disciplined) Teams 51
    Get the Right People 52
        Insist on Accountability 53
        Foster Self-Discipline 54
    Encourage Collaboration 55
        Participatory Decision Making 56
        Shared Space 58
        Customer Collaboration 59
    No More Self-Organizing Teams? 60
    Final Thoughts 61
Chapter 4: Adapting over Conforming 63
    The Science of Adaptation 65
    Exploring 68
    Responding to Change 70
    Product, Process, People 71
    Barriers or Opportunities 72
    Reliable, Not Repeatable 73
    Reflection and Retrospective 75
    Principles to Practices 75
    Final Thoughts 76
Chapter 5: An Agile Project Management Model 77
    An Agile Enterprise Framework 78
        Portfolio Governance Layer 78
        Project Management Layer 79
        Iteration Management Layer 80
        Technical Practices Layer 80
    An Agile Delivery Framework 80
        Phase: Envision 83
        Phase: Speculate 83
        Phase: Explore 84
        Phase: Adapt 84
        Phase: Close 85
        Not a Complete Product Lifecycle 85
        Selecting and Integrating Practices 86
        Judgment Required 87
        Project Size 88
    An Expanded Agile Delivery Framework 88
    Final Thoughts 89
Chapter 6: The Envision Phase 91
    A Releasable Product 93
    Envisioning Practices 94
    Product Vision 96
        Product Architecture 101
        Guiding Principles 104
    Project Objectives and Constraints 105
        Project Data Sheet 105
        Tradeoff Matrix 108
        Exploration Factor 109
    Project Community 112
        Participant Identification 115
        Product Team—Development Team Interaction 118
        Delivery Approach 122
        Self-Organization Strategy 123
        Process Framework Tailoring 124
        Practice Selection and Tailoring 125
    Final Thoughts 127
Chapter 7: The Speculate Phase 129
    Speculating on Product and Project 130
    Product Backlog 133
        What Is a Feature, a Story? 134
        The Focus of Stories 135
        Story Cards 137
        Creating a Backlog 140
    Release Planning 142
        Scope Evolution 144
        Iteration 0 147
        Iterations 1-N 148
        First Feasible Deployment 152
        Estimating 153
        Other Card Types 155
    Final Thoughts 156
Chapter 8: Advanced Release Planning 157
    Release (Project) Planning 157
    Wish-based Planning (Balancing Capacity and Demand) 159
    Multi-Level Planning 161
        A Complete Product Planning Structure 163
    Capabilities 166
        Capability Cases 167
        Creating a Product Backlog and Roadmap 168
        An Optimum Planning Structure 169
    Value Point Analysis 171
        Value Point Determination: Roles and Timing 173
        Calculating Relative Value Points 174
        Calculating Monetary Value Points 176
        Non-Customer-Facing Stories 177
        Value and Priority 177
    Release Planning Topics 178
        Planning Themes and Priorities 179
        Increasing Productivity 181
        Risk Analysis and Mitigation 182
        Planning and Scanning 186
        Timeboxed Sizing 188
        Other Story Types 190
        Work-in-Process versus Throughput 194
    Emerging Practices 197
        Kanban 197
        Consolidated Development 198
        Hyper-development and Release 200
    Final Thoughts 201
Chapter 9: The Explore Phase 203
    Agile Project Leadership 205
    Iteration Planning and Monitoring 206
        Iteration Planning 206
        Workload Management 212
        Monitoring Iteration Progress 213
    Technical Practices 215
        Technical Debt 216
        Simple Design 218
        Continuous Integration 220
        Ruthless Automated Testing 222
        Opportunistic Refactoring 223
    Coaching and Team Development 225
        Focusing the Team 227
        Molding a Group of Individuals into a Team 228
        Developing the Individual’s Capabilities 232
        Moving Rocks, Hauling Water 233
        Coaching the Customers 233
        Orchestrating Team Rhythm 235
    Participatory Decision Making 236
        Decision Framing 238
        Decision Making 240
        Decision Retrospection 244
        Leadership and Decision Making 245
        Set- and Delay-Based Decision Making 246
    Collaboration and Coordination 248
        Daily Stand-Up Meetings 248
        Daily Interaction with the Product Team 250
        Stakeholder Coordination 251
    Final Thoughts 251
Chapter 10: The Adapt and Close Phases 253
    Adapt 254
    Product, Project, and Team Review and Adaptive Action 256
        Customer Focus Groups 256
        Technical Reviews 259
        Team Performance Evaluations 259
        Project Status Reports 261
        Adaptive Action 268
    Close 268
    Final Thoughts 270
Chapter 11: Scaling Agile Projects 271
    The Scaling Challenge 272
        Scaling Factors 273
        Up and Out 275
        Uncertainty and Complexity 276
    An Agile Scaling Model 276
    Building Large Agile Teams 278
        Organizational Design 279
        Collaboration/Coordination Design 281
        Decision-Making Design 284
        Knowledge Sharing and Documentation 287
        Self-Organizing Teams of Teams 291
        Team Self-Discipline 293
        Process Discipline 294
    Scaling Up–Agile Practices 294
        Product Architecture 295
        Roadmaps and Backlogs 296
        Multi-level Release Plans 297
        Maintaining Releasable Products 298
        Inter-team Commitment Stories 299
        Tools 302
    Scaling Out–Distributed Projects 302
    Final Thoughts 304
Chapter 12: Governing Agile Projects 307
    Portfolio Governance 308
        Investment and Risk 309
        Executive-Level Information Requirements 311
        Engineering-Level Information Generation 313
        An Enterprise-Level Governance Model 316
        Using the Agile Governance Model 320
    Portfolio Management Topics 321
        Designing an Agile Portfolio 321
        Agile Methodology “Fit” 323
    Final Thoughts 325
Chapter 13: Beyond Scope, Schedule, and Cost: Measuring Agile Performance
327
    What Is Quality? 329
    Planning and Measuring 333
        Adaptive Performance–Outcomes and Outputs 335
        Measurement Issues 336
    Measurement Concepts 339
        Beyond Budgeting 339
        Measuring Performance in Organizations 342
    Outcome Performance Metrics 346
        Constraints 347
        Community Responsibility 348
        Improving Decision Making 349
        Planning as a Guide 350
    Output Performance Metrics 351
        Five Core Metrics 351
        Outcomes and Outputs 354
    Shortening the Tail 355
    Final Thoughts 357
Chapter 14: Reliable Innovation 359
    The Changing Face of New Product Development 360
    Agile People and Processes Deliver Agile Products 362
    Reliable Innovation 364
    The Value-Adding Project Leader 366
    Final Thoughts 367
Bibliography 369
Index 379
TOC, 9780321658395, 6/18/09