Introduction | p. 1 |
About This Book | p. 1 |
Foolish Assumptions | p. 1 |
Conventions Used in This Book | p. 2 |
How This Book Is Organized | p. 3 |
Understanding Agile | p. 3 |
Being Agile | p. 3 |
Working in Agile | p. .3 |
Managing in Agile | p. 3 |
Ensuring Agile Success | p. 4 |
The Part of Tens | p. 4 |
Icons Used in This Book | p. 4 |
Where to Go from Here | p. 5 |
Understanding Agile | p. 7 |
Modernizing Project Management | p. 9 |
Project Management Needed Makeover | p. 9 |
The origins of modern project management | p. 10 |
The problem with the status quo | p. 11 |
Introducing Agile Project Management | p. 13 |
How agile projects work | p. 15 |
Why agile projects work better | p. 17 |
The Agile Manifesto and Principles | p. 19 |
Understanding the Agile Manifesto | p. 19 |
Outlining the Four Values of the Agile Manifesto | p. 21 |
Value 1: Individuals and interactions over processes and tools | p. 21 |
Value 2: Working software over comprehensive documentation | p. 23 |
Value 3: Customer collaboration over contract negotiation | p. 25 |
Value 4: Responding to change over following a plan | p. 26 |
Defining the 12 Agile Principles | p. 27 |
Agile principles of customer satisfaction | p. 28 |
Agile principles of quality | p. 31 |
Agile principles of teamwork | p. 32 |
Agile principles of project management | p. 34 |
Adding the Platinum Principles | p. 37 |
Resisting formality | p. 37 |
Thinking and acting as a team | p. 38 |
Visualizing rather than writing | p. 38 |
Changes as a Result of Agile | p. 39 |
The Agile Litmus Test | p. 41 |
Why Agile Works Better | p. 43 |
Evaluating Agile Benefits | p. 43 |
How Agile Approaches Beat Historical Approaches | p. 47 |
Greater flexibility and stability | p. 48 |
Reduced nonproductive tasks | p. 51 |
Higher quality, delivered faster | p. 53 |
Improved team performance | p. 53 |
Tighter project control | p. 55 |
Faster and less costly failure | p. 55 |
Why People Like Agile | p. 56 |
Executives | p. 56 |
Product development and customers | p. 57 |
Management | p. 58 |
Development teams | p. 59 |
Being Agile | p. 61 |
Agile Frameworks | p. 63 |
Diving Under the Umbrella of Agile Approaches | p. 63 |
Reviewing the Big Three: Lean, Extreme Programming, and Scrum | p. 67 |
An overview of lean | p. 67 |
An overview of extreme programming | p. 69 |
An overview of scrum | p. 70 |
Putting It All Together | p. 74 |
Putting Agile into Action: The Environment | p. 77 |
Creating the Physical Environment | p. 78 |
Collocating the team | p. 78 |
Setting up a dedicated area | p. 79 |
Removing distractions | p. 80 |
Going mobile | p. 81 |
Low-Tech Communicating | p. 82 |
High-Tech Communicating | p. 84 |
Choosing Tools | p. 85 |
The purpose of the tool | p. 85 |
Organizational and compatibility constraints | p. 86 |
Putting Agile into Action: The Behaviors | p. 87 |
Establishing Agile Roles | p. 87 |
Development team | p. 89 |
Product owner | p. 90 |
Scrum master | p. 92 |
Stakeholders | p. 94 |
Agile mentor | p. 95 |
Establishing New Values | p. 95 |
Commitment | p. 96 |
Focus | p. 97 |
Openness | p. 98 |
Respect | p. 98 |
Courage | p. 99 |
Changing Team Philosophy | p. 100 |
Cross-functionality | p. 100 |
Self-organization | p. 102 |
Self-management | p. 103 |
Size-limited teams | p. 104 |
Mature behavior | p. 105 |
Working in Agile | p. 107 |
Defining the Product Vision and Product Roadmap | p. 109 |
Planning in Agile | p. 110 |
Planning as necessary | p. 112 |
Inspect and adapt | p. 113 |
Defining the Product Vision | p. 113 |
Step 1: Developing the product objective | p. 114 |
Step 2: Creating a draft vision statement | p. 115 |
Step 3: Validating and revising the vision statement | p. 117 |
Step 4: Finalizing the vision statement | p. 118 |
Creating a Product Roadmap | p. 118 |
Step 1: Identifying product requirements | p. 119 |
Step 2: Arranging product features | p. 121 |
Step 3: Estimating and ordering the product's features | p. 123 |
Step 4: Determining high-level time frames | p. 126 |
Saving your work | p. 126 |
Planning Releases and Sprints | p. 127 |
Refining Requirements and Estimates | p. 127 |
What is a user story? | p. 128 |
Steps to create a user story | p. 129 |
Breaking down requirements | p. 133 |
Estimation poker | p. 134 |
Affinity estimating | p. 137 |
Release Planning | p. 138 |
Completing the product backlog | p. 139 |
Creating the release plan | p. 141 |
Sprint Planning | p. 142 |
The sprint backlog | p. 143 |
The sprint planning meeting | p. 144 |
Working Through the Day | p. 151 |
Planning the Day: The Daily Scrum | p. 151 |
Tracking Progress | p. 154 |
The sprint backlog | p. 154 |
The task board | p. 158 |
Agile Roles Within the Sprint | p. 159 |
Creating Shippable Functionality | p. 161 |
Elaborating | p. 162 |
Developing | p. 162 |
Verifying | p. 163 |
Identifying roadblocks | p. 164 |
The End of the Day | p. 167 |
Showcasing Work and Incorporating Feedback | p. 169 |
The Sprint Review | p. 169 |
Preparing to demonstrate | p. 170 |
The sprint review meeting | p. 171 |
Collecting feedback in the sprint review meeting | p. 173 |
The Sprint Retrospective | p. 174 |
Planning for retrospectives | p. 175 |
The retrospective meeting | p. 175 |
Inspecting and adapting | p. 177 |
Preparing for Release | p. 179 |
Preparing the Product for Deployment: The Release Sprint | p. 179 |
Preparing the Organization for Product Deployment | p. 182 |
Preparing the Marketplace for Product Deployment | p. 183 |
Managing in Agile. | p. 185 |
Managing Scope and Procurement | p. 187 |
What's Different About Scope in Agile | p. 187 |
How to Manage Scope in Agile | p. 190 |
Understanding scope throughout the project | p. 190 |
Introducing scope changes | p. 192 |
Managing scope changes | p. 193 |
Using agile artifacts for scope management | p. 195 |
What's Different About Procurement in Agile | p. 195 |
How to Manage Procurement in Agile | p. 197 |
Determining need and selecting a vendor | p. 198 |
Contracts and cost approaches for services | p. 199 |
Organizational considerations for procurement | p. 202 |
Working with a vendor | p. 204 |
Closing a contract | p. 205 |
Managing Time and Cost | p. 207 |
What's Different About Time in Agile | p. 207 |
How to Manage Time in Agile | p. 209 |
Introducing velocity | p. 209 |
Monitoring and adjusting velocity | p. 210 |
Managing scope changes from a time perspective | p. 215 |
Managing time by using multiple teams | p. 216 |
Using agile artifacts for time management | p. 219 |
What's Different About Cost in Agile | p. 220 |
How to Manage Cost in Agile | p. 221 |
Creating an initial budget | p. 222 |
Creating a self-funding project | p. 223 |
Using velocity to determine long-range costs | p. 224 |
Using agile artifacts for cost management | p. 226 |
Managing Team Dynamics and Communication | p. 227 |
What's Different About Team Dynamics in Agile | p. 227 |
How to Manage Team Dynamics in Agile | p. 228 |
Becoming self-managing and self-organizing | p. 229 |
Supporting the team: The servant-leader | p. 234 |
Working with a dedicated team | p. 235 |
Working with a cross-functional team | p. 237 |
Establishing an agile environment | p. 238 |
Limiting development team size | p. 240 |
Managing projects with dislocated teams | p. 241 |
What's Different About Communication in Agile | p. 243 |
How to Manage Communication in Agile | p. 245 |
Understanding agile communication methods | p. 245 |
Status and progress reporting | p. 248 |
Managing Quality and Risk | p. 251 |
What's Different About Quality in Agile | p. 251 |
How to Manage Quality in Agile | p. 254 |
Quality and the sprint | p. 254 |
Proactive quality | p. 256 |
Quality through regular inspecting and adapting | p. 261 |
Automated testing | p. 262 |
What's Different About Risk in Agile | p. 264 |
How to Manage Risk in Agile | p. 266 |
Reducing risk inherently | p. 266 |
Identifying, prioritizing, and responding to risks | p. 271 |
Ensuring Agile Success | p. 275 |
Building a Foundation | p. 277 |
Commitment of the Organization and of Individuals | p. 277 |
Organizational commitment | p. 278 |
Individual commitment | p. 279 |
How to get commitment | p. 279 |
Will it be possible to make the transition? | p. 280 |
What is the best timing for moving to agile? | p. 281 |
Choosing the Right Project Team Members | p. 282 |
The development team | p. 282 |
The scrum master | p. 283 |
The product owner | p. 283 |
The agile champion | p. 284 |
The agile mentor | p. 284 |
The project stakeholders | p. 285 |
Creating an Environment That Works for Agile | p. 286 |
Support Agile Initially and Over Time | p. 288 |
Being a Change Agent | p. 289 |
Making Agile Work in Your Organization | p. 289 |
Step 1: Conduct an implementation strategy | p. 289 |
Step 2: Establish a transformation team | p. 290 |
Step 3: Build awareness and excitement | p. 290 |
Step 4: Identify a pilot project | p. 291 |
Step 5: Identify success metrics | p. 293 |
Step 6: Train sufficiently | p. 294 |
Step 7: Develop a product strategy | p. 295 |
Step 8: Develop the product roadmap, the product backlog, and estimates | p. 295 |
Step 9: Running your first sprint | p. 295 |
Step 10: Make mistakes, gather feedback, and improve | p. 297 |
Step 11: Mature | p. 297 |
Step 12: Scale virally | p. 299 |
Avoiding Pitfalls | p. 299 |
Questions to Prevent Problems | p. 303 |
The Part of Tens | p. 307 |
Ten Key Benefits of Agile Project Management | p. 309 |
Better Product Quality | p. 309 |
Higher Customer Satisfaction | p. 310 |
Higher Team Morale | p. 310 |
Increased Collaboration and Ownership | p. 311 |
Customized Team Structures | p. 312 |
More Relevant Metrics | p. 313 |
Improved Performance Visibility | p. 314 |
Increased Project Control | p. 314 |
Improved Project Predictability | p. 315 |
Reduced Risk | p. 315 |
Ten Key Metrics for Agile Project Management | p. 317 |
Sprint Goal Success Rates | p. 317 |
Defects | p. 318 |
Total Project Duration | p. 319 |
Time to Market | p. 319 |
Total Project Cost | p. 320 |
Return on Investment | p. 320 |
New Requests Within ROI Budgets | p. 324 |
Capital Redeployment | p. 324 |
Satisfaction Surveys | p. 325 |
Team Member Turnover | p. 326 |
Ten Key Resources for Agile Project Management | p. 327 |
Agile Project Management For Dummies Online Cheat Sheet | p. 327 |
The Agile Alliance | p. 328 |
The Scrum Alliance | p. 328 |
The Project Management Institute Agile Community | p. 328 |
Agile Leadership Network | p. 329 |
Scrum Development Yahoo! Group | p. 329 |
InfoQ | p. 329 |
Lean Essays | p. 330 |
What Is Extreme Programming? | p. 330 |
Platinum Edge | p. 330 |
Index | p. 331 |
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