Making Sense of Agile Project Management
Business & Economics/Project Management
The essential primer to successfully implementing agile project management into an overall business strategy
For a project to be truly successful, its management strategy must be flexible enough to adapt to dynamic and rapidly evolving business needs. Making Sense of Agile Project Management 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. Making Sense of Agile Project Management:
* Focuses on how agile project management fits with other more traditional project management models to provide a more effective strategy
* Includes many cases taken from real-world companies illustrating good and bad agile implementation
* Provides coverage that is balanced and objective with discussion of both agile and non-agile methodologies
Making Sense of Agile Project Management 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.
Inhoudsopgave
Preface.
Who Should Read This Book?
Brief Overview of the Book.
Why I Wrote This Book.
How to Use This Book.
Acknowledgments.
Part I. Overview.
1 Introduction.
2 Agile Values, Principles, and Practices.
3 Becoming More Agile.
4 Part I Summary and Action Plan.
5 Case Studies.
Part II. Overview.
6 Agile Project Management.
7 Fundamental Principles behind SDLC Models.
8 Software Development Life Cycles.
9 Part II Summary and Action Plan.
Part III Appendices.
Appendix A Overview of Agile Development Practices.
Appendix B Overview of Agile Project Delivery Frameworks.
Index.
Over de auteur
CHARLES G. (CHUCK) COBB, PMP, 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.
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