By Michele Sliger,Stacia Broderick
while software program improvement groups circulate to agile tools, skilled undertaking managers usually struggle—doubtful concerning the new process and unsure approximately their new roles and tasks. during this publication, long-time qualified venture administration pros (PMPRs) and Scrum running shoes have equipped a bridge to this dynamic new paradigm. They convey skilled venture managers easy methods to effectively transition to agile by means of refocusing on facilitation and collaboration, now not “command and control.” The authors commence through explaining how agile works: the way it differs from conventional “plan-driven” methodologies, the advantages it can provide, and the real-world effects it can provide. subsequent, they systematically map the venture administration Institute’s vintage, methodology-independent concepts and terminology to agile practices. They conceal either procedure and undertaking lifecycles and punctiliously deal with very important matters starting from scope and time to price administration and stakeholder conversation. ultimately, drawing all alone vast own adventure, they positioned a human face in your own transition to agile--covering the emotional demanding situations, own values, and key management features you’ll have to be triumphant. insurance comprises touching on the PMBOKR consultant beliefs to agile practices: similarities, overlaps, and adjustments figuring out the position and price of agile concepts akin to iteration/release making plans and retrospectives utilizing agile concepts to systematically and continuously lessen threat enforcing caliber insurance (QA) the place it belongs: in research, layout, disorder prevention, and non-stop development studying to belief your groups and hear for his or her discoveries buying, procuring, and contracting for software program in agile, collaborative environments warding off the typical error software program groups make in transitioning to agile Coordinating with venture administration workplaces and non-agile groups “Selling” agile inside of your groups and all through your company for each venture supervisor who desires to turn into extra agile. half I An Agile evaluation 7 bankruptcy 1 What is "Agile"? nine bankruptcy 2 Mapping from the PMBOKR advisor to Agile 25 bankruptcy 3 The Agile venture Lifecycle intimately 37 half II The Bridge: concerning PMBOKR advisor Practices to Agile Practices forty nine bankruptcy 4 Integration administration fifty one bankruptcy 5 Scope administration sixty seven bankruptcy 6 Time administration eighty three bankruptcy 7 Cost administration 111 bankruptcy 8 Quality administration 129 bankruptcy 9 Human assets administration 143 bankruptcy 10 Communications administration 159 bankruptcy 11 Risk administration 177 bankruptcy 12 Procurement administration 197 half III Crossing the Bridge to Agile 215 bankruptcy 13 How Will My duties swap? 217 bankruptcy 14 How Will I paintings with different groups Who will not be Agile? 233 bankruptcy 15 How Can a undertaking administration place of work aid Agile? 249 bankruptcy 16 Selling some great benefits of Agile 265 bankruptcy 17 Common error 285 Appendix A Agile Methodologies 295 Appendix B Agile Artifacts 301 thesaurus 321 Bibliography 327 Index 333
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The Software Project Manager's Bridge to Agility (Agile Software Development Series) by Michele Sliger,Stacia Broderick
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