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Project Management the Agile Way, Second Edition

Project Management the Agile Way, Second Edition

Making it Work in the Enterprise
By John C. Goodpasture, PMP
Hardcover, 6 X 9, 392 pages
ISBN: 978-1-60427-115-7
October 2015

Availability: In stock

Retail Price: $59.95
Direct Price: $54.95
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Read the Reviews

“…a well written and content rich book. From a teacher's perspective, using this book in an advanced project management seminar challenges students to understand the application of these concepts.” 
Alexander Walton, PMP, IT consultant to the University of California at Berkeley

“…a readable treat. It clarifies and presents a common-sense approach to agile for those who are interested in understanding how agile and traditional project management stack up.”
—Paul Shaltry, PMP, Principal, Catalyst Management Consulting


About the Item

Widely acclaimed as one of the top agile books in its first edition, Project Management the Agile Way has now been updated and redesigned by popular demand. This second edition is in a modular format to facilitate training and advanced course instruction, and provides new coverage of agile, such as hybrid agile methods, the latest public sector practices, and a chapter dedicated to transitioning to agile. It discusses the “grand bargain” between project management and business; the shift in dominance from plans to product and from input to output; and introduces new concepts such as return on benefit.

Experienced practitioners and students that want to learn how to make agile work effectively in the enterprise should read this book.

Individuals preparing for the PMI Agile Certified Practitioner (PMI-ACP)® examination, and training providers developing courses, will find this second edition quite helpful.

Key Features
  • Provides a modular sprint-like format, with module themes, learning objectives, project tips, and discussion questions to facilitate training and course instruction
  • Presents a review of popular agile and iterative methodologies for project and program management
  • Explains how to transition to agile and how to scale agile methods for enterprise projects
  • Discusses agile as a hybrid with traditional waterfall methods and supplies practical tips and application advice for how to harmonize agile with mainstream project processes
  • WAVTM offers a new discussion and instruction guide that can be customized to meet the needs of the individual trainers or instructors, essay type answers to critical thinking questions raised in the book, and new white papers—available from the Web Added ValueTM Download Resource Center at www.jrosspub.com
  • About the Author(s)

    John C. Goodpasture, PMP, is a leading expert and program management practitioner, coach, author, and consulting manager for technology projects. Mr. Goodpasture is an accomplished quantitative risk manager, expert in cost/schedule estimating, and contract and sub-contract management. He is an experienced instructor of Agile methods, risk management, PMP prep, and quantitative methods. John is a skilled speaker, and published author of several books, and numerous magazine and journal articles and papers. He has engineering degrees from both Georgia Tech University and the University of Maryland. He is currently the Managing Principal at Square Peg Project Management Consulting and he gained his previous practitioner experience as a strategic project office director and systems engineering program director for Harris Corporation, as a program manager for the U.S. Department of Defense, and as vice president of a large document imaging company.

    Table of Contents

    CHAPTER 1: A QUICK READ

    Module 1: History, Background, and the Manifesto

    Module 2: Traditional Lifecycle

    Module 3—Objectives

    Module 4: Scaling for Enterprise Agile

    Module 5: Four Agile Methodologies

    CHAPTER 2: THE AGILE BUSINESS CASE

    Module 1: The Business Case

    Module 1—Objectives

    Module 2: Business Value Models

    Module 3: Project Balance Sheet

    Module 4: Building the Business Case by Levels

    CHAPTER 3: QUALITY IN THE AGILE SPACE

    Module 1: Quality Values and Principles

    Module 2: Thought Leaders and Agile Quality

    Module 3—Objectives

    CHAPTER 4: AGILE IN THE WATERFALL

    Module 1: First Principles and Requisite Conditions

    Module 2: The Black Box, Interfaces, and Connectivity

    Module 3: Governing

    CHAPTER 5: DEVELOPING THE SCOPE AND REQUIREMENTS

    Module 1: Agile Scope

    Module 2: Envisioning

    Module 3: Requirements

    Module 4: Planning at a Distance

    CHAPTER 6: PLANNING AND SCHEDULING

    Module 1: Planning in the Enterprise Context

    Module 2: Scheduling

    Module 3: Other Plans in the Enterprise Agile Project

    CHAPTER 7: ESTIMATING COST AND SCHEDULE

    Module 1: The Nature of Estimates

    Module 2: Drivers on Cost and Schedule

    Module 3: Building Estimates

    CHAPTER 8: TEAMS ARE EVERYTHING

    Module 1: The Social Unit

    Module 2: Principle and Values Guide Teams

    Module 3: Teams Are Building Blocks

    Module 4: Some Teams Work; Others Do Not

    Module 5: Matrix Management in the Agile Space

    CHAPTER 9: GOVERNANCE

    Module 1: Governance Is Built on Quality Principles

    Module 2: Governance Verifies Compliance

    CHAPTER 10: MANAGING VALUE

    Module 1: Defining and Accounting for Value

    Module 2: Burn-down Charts and Value Scorecards

    CHAPTER 11: SCALING UP AND CONTRACTING

    Module 1: Scale Amplifies Every Problem

    Module 2: Networks Enable Large Scale

    Module 3: Virtual Teams Expand Throughput

    Module 4: Agile-by-contract Enables Scale

    CHAPTER 12 TRANSITIONING TO AGILE

    Module 1: Business Leadership Transition

    Module 1—Discussion for Critical Thinking

    Module 2: Customer Relationship Transition

    Module 3: Project Management Transition

    Module 4: Portfolio Management Transition

    Module 5: Agile Transition in the Public Sector

    Appendix I: Methodologies

    Appendix II: Glossary

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