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E-raamat: Agile Beyond IT: How to develop agility in project management in any sector

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  • Formaat: 232 pages
  • Ilmumisaeg: 20-Jun-2022
  • Kirjastus: Practical Inspiration Publishing
  • Keel: eng
  • ISBN-13: 9781788603287
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Agile Beyond IT: How to develop agility in project management in any sectorSuurem pilt
  • Formaat: 232 pages
  • Ilmumisaeg: 20-Jun-2022
  • Kirjastus: Practical Inspiration Publishing
  • Keel: eng
  • ISBN-13: 9781788603287
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** Business Book Awards 2023 Finalist **

If you have an interest in agility but youre not working specifically in IT, this book is for you.

It shows how agile principles can be adapted and applied in almost any sector to manage projects more effectively. It explains what agility looks like for ALL aspects of the management of projects - from leadership, roles and responsibilities through planning, implementation, change control, risk management and more.

Whether youre a new or seasoned project professional, or an executive or senior manager seeking to generate value by bringing agility beyond the IT department, Adrian Pyne shows you how an organization can become agile for projects, and what that journey looks like.

Based on over 30 years experience and drawing on case studies from multiple sectors, this is the essential guide to managing projects more effectively at a time when agility and sustainability matter more than ever.

A project professional for over 30 years, Adrian Pyne has led change in 11 industries and in the public sector, in the UK and abroad. The author of books on programme management and agile governance and assurance, he has contributed to the evolution of programme, portfolio and PMO standards and is a regular speaker, visiting lecturer, blogger and researcher.

Muu info

Short-listed for British Book Awards 2023.
List of figures
xi
Foreword xiii
Preface xv
Introduction 1(6)
How is the book structured?
4(2)
What this book is built on
6(1)
Chapter 1 Adapting the principles of agility to projects
7(14)
How does agility deliver value}
7(2)
The Agile Manifesto - the foundation of agile
9(4)
Adapting the Agile Manifesto to projects
13(8)
Chapter 2 Setting the scene for project agility
21(10)
Lean vs. agile
21(1)
People, Process and Tools
22(4)
Project and organization
26(3)
How far should an organization go to accommodate projects?
29(1)
There is nothing wrong with `traditional' project management
29(2)
Chapter 3 The five most dangerous assumptions about project agility
31(14)
Scrum isn't project management
32(2)
Agile projects must be iterative
34(2)
Agile means leaving stuff out
36(4)
C-suite does not `get' agile
40(3)
Senior management are insufficiently engaged
43(2)
Chapter 4 Conditions for being agile
45(12)
Organizational culture - the project and agility killer - or enabler
46(3)
Organizational culture - the agility killer
49(1)
Organizational culture - when it enables projects to thrive
50(3)
Organizational project management and the project economy
53(2)
Avoiding the governance vs. assurance confusion
55(2)
Chapter 5 Adapting project management for agility - People
57(48)
Setting the scene
57(1)
Agility means integration
58(3)
Culture and behaviour
61(3)
Changing the culture for agility
64(3)
Leadership and professionalism
67(1)
Agile leaders' mindset
67(3)
Hands-off leadership
70(7)
Virtual leadership
77(5)
Agility in project teams
82(5)
The self model
87(2)
Roles and responsibilities
89(1)
Agility and creativity
89(2)
Stakeholder management and communications
91(10)
Resourcing and talent management
101(2)
A talent for agility
103(2)
Chapter 6 Adapting project management for agility - Process
105(46)
Governance
105(1)
Strategy and business planning
106(2)
Approvals
108(1)
Oversight
109(1)
Planning, monitoring and reporting
109(8)
Risk and issue management and problem solving
117(9)
Change control
126(3)
Business case and financial control
129(5)
Financial control
134(2)
Resource management
136(2)
Third party management and agile contracts
138(8)
Quality management
146(3)
Roles and responsibilities
149(2)
Chapter 7 Adapting project management for agility - Tools and AI
151(6)
The journey to AI
151(1)
Spoilt for choice - choosing software tools
152(1)
Tools and project management maturity
153(1)
Single or multiple tools?
154(1)
Tools, reporting and communication
155(2)
Chapter 8 Adapting project management for agility - Portfolios and programmes
157(20)
Agility and programme management
157(1)
Facing outwards - the programme and organization
157(2)
Facing inwards
159(1)
Programme shaping
160(1)
Programme delivery
161(2)
Agility and portfolio management
163(1)
Organizational agility and portfolio management
163(1)
Permanent portfolios
164(1)
Portfolios and the business planning cycle
165(1)
Building an agile portfolio
166(4)
Managing an agile portfolio
170(4)
Agility and the PMO
174(3)
Chapter 9 Becoming agile at projects
177(14)
How agile are you prepared to be?
177(1)
Vision, mission and strategy for project agility
178(1)
Winning the C-suite and other stakeholders
179(2)
Avoiding the pitfalls
181(1)
Not throwing the baby out with the bathwater
182(1)
An agile project management maturity model
183(5)
Roadmap to agility
188(3)
Chapter 10 Conclusions
191(2)
Appendix 193(1)
Learn more about lean vs. agile 193(4)
Acknowledgements 197(2)
About the author 199(2)
Glossary 201(4)
Notes 205(2)
Index 207
A project professional for over 30 years, Adrian Pyne has led change in 11 industries and in the public sector, in the UK and abroad. The author of books on programme management and agile governance and assurance, he has contributed to the evolution of programme, portfolio and PMO standards and is a regular speaker, visiting lecturer, blogger and researcher.
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