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Project Management the Agile Way

Project Management the Agile Way

Making it Work in the Enterprise
By John C. Goodpasture, PMP
Hardcover, 6 x 9, 320 pages
ISBN: 978-1-60427-027-3
January 2010

Availability: In stock

Retail Price: $59.95
Direct Price: $54.95
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About the Item

Project Management the Agile Way is an agile project management book written for experienced project managers, architects and systems analysts who are comfortable in traditional methods of project management but now need to learn about agile methods for software projects and understand how to make agile work effectively in the enterprise. The methodologies included under the agile umbrella go by many names, such as Scrum, XP, Crystal and EVO, to name a few. Project managers will gain practical day-to-day tips and advice on how to apply these practices to mainstream projects and how to integrate these methods with other methodologies used in the enterprise.

Key Features
  • Offers a review of most of the popular agile and iterative methodologies for project management
  • Presents practical tips and application advice for how to harmonize agile and iterative methods with mainstream project processes
  • Describes how earned value can work with non-traditional methods
  • Explains how to scale agile and iterative methods for enterprise projects
  • Shows the means to contract and outsource with agile and iterative methods
  • Provides guidance to build a business case and track post-project benefits
  • WAV offers downloadable whitepapers that discuss the dynamic systems development method, agile quality drivers, the applicability of agile on DoD projects, and an agile slide presentation — available  from the Web Added Value™ Download Resource Center at www.jrosspub.com
  • About the Author(s)
    John C Goodpasture, PMP, has engineering degrees from both Georgia Tech and the University of Maryland and broad practical experience in executive management, project management, systems engineering, and operations analysis. Mr. Goodpasture 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 at a large document imaging company. He is a sought-after speaker and author of the one-of-a-kind book, Quantitative Methods in Project Management.
    Table of Contents

    Chapter 1: A Quick Read 
        A short history provides context
        Agile Manifesto and Agile Principles set up Agile methods
        The Project Development Life Cycle covers the business case to business delivery
        Some terminology to make the reading easier
        Plan-driven provides lessons learned
        Agile Methods are outcome focused
        The Spiral methodology is a risk reducer
        Summary and take-away points

    Chapter 2: The Agile Business Case
        The business case adds value to the project
        Business value models are the set-up for the business case
        The Project Balance Sheet helps communicate with the business decision-makers
        The Agile Business Case is built by levels
        Summary and take-away points

    Chapter 3: Quality in the Agile Space
        Quality is built around values, principles, and practices
        Thought leaders set up Agile quality values and principles
        Quality values and principles are planned into the Agile methods
        Summary and take-away points

    Chapter 4: Managing Test
        Principles and Practices guide Testing-in Quality
        Test-Driven-Design is the starting point
        Test planning is essential to good test metrics
        Testing by sampling conserves time and money
        Testing a hypothesis builds confidence
        Summary and take-away points

    Chapter 5: Developing the Scope and Requirements
        The most affordable scope is a best value
        Vision is the beginning
        An Agile partnership with the customer is built on rights and responsibilities
        There is a process for requirements
        Teams work with stories, models, and prototypes
        The WBS is a tool for organizing scope
        Manage scope emergence with the planning horizon
        Summary and take-away points

    Chapter 6: Planning Cost and Schedule
        It’s Agile! Why plan? 
        Make Agile plans for Agile projects
        Time-boxes are the building blocks of schedules in the agile space
        Summary and take-away points

    Chapter 7: Estimating Cost and Schedule
        The character of estimates affect predictability
        Scope, complexity, and velocity drive all estimates
        Summary and take-away points

    Chapter 8: Teams Are Everything
        Principles and Values guide teams
        Teams are building blocks in the Agile project
        Some teams work; others don’t
        Matrix Management manages resources in the Agile space
        Agile teams recruit their members
        Summary and take-away points

    Chapter 9: Governance
        Governance is built on quality principles
        Governance empowers
        Some mechanics are necessary
        Governance verifies compliance
        Summary and take-away points

    Chapter 10: Earning Value
        Earned value is earning the worth of the opportunity
        Value is earned at every Agile release
        Plan, do, check, and act at every release
        Summary and take-away points

    Chapter 11: Scaling Up and Contracting
        Scale amplifies every problem
        Networks enable large scale
        Virtual teams expand throughput
        Agile-by-contract enables scale
        Contracting in the Agile space shares risk
        Summary and take-away points

    Chapter 12: Benefit Realization
        Benefits are part of the plan
        Driving for benefits
        Measuring results drives improvements
        Summary and take-away points

    Appendix I: Methodologies
        The SCRUM methodology is management-centric
        Extreme Programming is disciplined. 
        The Crystal Methodology is human powered. 
        The EVO Methodology is PDCA centric
        Summary and take-away points

    Appendix II: Glossary

    Index

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