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E-raamat: Agile for Project Managers

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For project managers in any industry, Canty, a project and risk management professional and software quality engineer, explains agile project management methodology, emphasizing industry standards, project management, and certifications. She describes agile concepts; popular agile methods, including Scrum, sprint artifacts, and extreme programming; agile tools; agile stakeholder engagement, documentation, and tracking and reporting; the agile project management process; agile value, risk management, people skills, teams, certifications, contracts, and change management; deciding which projects should be agile; and additional agile methods, such as Lean, Kanban, and rapid product development. Annotation ©2015 Ringgold, Inc., Portland, OR (protoview.com)

Agile project management is a proven approach for designing and delivering software with improved value to customers. Agility is all about self-directed teams, feedback, light documentation, and working software with shorter development cycles.

The role of the project manager with agile differs significantly from traditional project management in that there is minimal up-front planning.Agile for Project Managers will help project managers from any industry transition to agile project management.

The book examines the project management component of agility, concentrating on industry standards, certifications, and being agile. It also compares agile methods to traditional project management methods throughout to provide readers with a clear understanding of the differences between the two.

The book’s focus is in alignment with the Project Management Institute (PMI®) Agile Certified Practitioner (PMI-ACP®) credential—making it an ideal resource for anyone preparing for the PMI-ACP® exam. Coverage includes:

  • Agile as a project management methodology
  • Agile teams
  • Agile tools and techniques
  • Flavors of agile
  • Agile principles
  • Agile certifications

The book provides readers with the understanding required to decide which projects will benefit from agile. It also includes information that can help readers to assess their organizations’ readiness for agile methods.

Complete with a list of agile training providers, the book will help certified project managers make a smooth transition to agile project management and will provide newcomers with the basic knowledge needed to pass the PMI-ACP® exam, the first time around.

Acknowledgments xv
About the Author xvii
Introduction xix
Chapter 1 What Exactly Is Agile? 1(8)
Agile Is Faster
2(1)
Agile Changes Are Inherent
2(1)
Agile Is Value-Focused
3(1)
Agile Is Risk-Focused
4(1)
Agile Methods Support the Delivery of High-Quality Products
4(1)
Agile Manifesto
4(1)
Traditional Project Management
5(1)
Moving to Agile
6(1)
Chapter Summary
6(3)
Chapter 2 Agile Concepts 9(10)
Agile Values
9(2)
Recap
11(1)
Agile Guiding Principles
11(5)
Declaration of Interdependence
16(2)
Chapter Summary
18(1)
Chapter 3 The Most Popular Agile Methods 19(24)
Scrum Overview
22(9)
Scrum Transparency
23(1)
Adaptation
24(3)
Inspection
27(1)
Iterative and Incremental Development
28(1)
Time-Boxing
28(1)
Collaboration
28(1)
Self-Organization
29(1)
Scrum Management and Leadership Styles
29(1)
Scrum Roles and Responsibilities
29(2)
Product Owner
30(1)
ScrumMaster
30(1)
Scrum Team
31(1)
Scrum Planning
31(1)
Sprints
31(1)
Core Values of Scrum
32(1)
Sprint Artifacts (Deliverables)
33(2)
Product Vision
33(1)
Prioritized Product Backlog
33(1)
Sprint Goal
33(1)
Sprint Backlog
33(1)
Blocks List
34(1)
Sprint (Product) Increment
34(1)
Sprint Burndown Chart
34(1)
Scrum Board
35(1)
Recap of Scrum
35(1)
Extreme Programming (XP) Overview
35(6)
XP Core Values
36(1)
XP Roles and Responsibilities
37(1)
Customer
37(1)
Developer
37(1)
Tracker
37(1)
Coach
38(1)
XP Core Practices
38(2)
Recap of XP
40(1)
Chapter Summary
41(2)
Chapter 4 Agile Tools 43(8)
Agile Project Management Tools
43(7)
Tools Review and Analysis Process
44(3)
Agile Automated Tools
47(1)
Build Automation Tools
48(1)
Cameras
49(1)
Collaboration Tools
49(1)
Task Boards
50(1)
Chapter Summary
50(1)
Chapter 5 Agile Stakeholder Engagement 51(10)
Traditional Stakeholder Management
51(2)
Agile Stakeholder Management Concepts
53(3)
The Right People
53(1)
Stakeholder Management
53(1)
Vendor Management
54(1)
Ensuring Stakeholder Engagement
55(1)
Stakeholder Tools and Techniques
56(3)
Agile Modeling
57(1)
Personas
57(1)
Website Wireframe
57(1)
User Stories
58(1)
Stakeholder Communications Management
58(1)
Information Displays
59(1)
Chapter Summary
59(2)
Chapter 6 Agile Documentation? 61(8)
Agile Documentation Best Practices
61(7)
Selecting What to Document
61(2)
Stable Information
63(1)
Simple Documentation
63(1)
Minimal Document Overlap
63(1)
Proper Place for Documents
63(1)
Publicly Displayed Information
64(1)
Create Documentation with a Purpose
64(1)
Focus on Customer Needs
64(1)
Let the Customer Determine Document Value
65(1)
Iterative Documentation
66(1)
Better Ways to Communicate
66(1)
Current Documents
66(1)
When to Update Documents
66(1)
Documentation Requirements
67(10)
Require Justification for Documentation
67(1)
Required Documentation
67(1)
Writing Experience Required
68(1)
Chapter Summary
68(1)
Chapter 7 Agile Tracking and Reporting 69(8)
Earned Value on Agile Projects
71(3)
Cumulative Flow Diagrams
74(1)
Work in Progress (WIP)
74(1)
Chapter Summary
75(2)
Chapter 8 Agile Project Management Process 77(26)
Agile Project Management
77(1)
Project Feasibility
77(3)
Create Business Case
78(1)
Project Vision
79(1)
Agile Project Initiation
80(9)
Create Agile Charter
80(2)
Assign Project Staff
82(1)
Develop Project Backlog
83(1)
Create Estimates
83(4)
Affinity Estimation
83(4)
Cost Estimation
87(1)
Develop Road Map with Story Mapping
88(1)
Plan Release
89(2)
Breakdown Epics
89(1)
Estimate Stories with Poker Planning
90(1)
Create Release Plan
91(1)
Iteration 0
91(3)
Architectural Spikes
92(1)
Prepare for Iteration 1 during Iteration 0
93(1)
Iteration Planning 1-N (Where N Is the Total Number of Iterations in a Release)
94(7)
Iteration R
95(1)
Coding
95(1)
Execute Acceptance Tests
96(1)
Create Test Cases
97(1)
Execute Automated Testing
97(1)
Definition of "Done"
97(1)
Answer Client's Questions for Sign-Off
98(1)
Prepare Stories for Next Iteration
98(1)
Daily Standup Meeting
99(1)
Update Burndown/Burnup Charts
99(1)
Iteration Retrospective
99(2)
Close-Out Actions
101(1)
Chapter Summary
101(2)
Chapter 9 Agile Value 103(8)
Calculating Value
103(1)
Plan Value
104(1)
Adaptability and Value
104(2)
Adaptive Planning
104(1)
Agile versus Traditional Changes
105(1)
Minimally Marketable Features
105(1)
Tailoring and Value
105(1)
Deliver Value
106(1)
Using Software or Task Boards to Deliver Value
107(1)
Analyzing and Determining Value
107(1)
Value Prioritization
108(1)
Confirm Value
109(1)
Track and Report Value
110(1)
Chapter Summary
110(1)
Chapter 10 Agile Risk Management 111(8)
Mitigating Risks with Agile Methods
116(1)
Risk Management for Agile versus Traditional Project Management
116(1)
Chapter Summary
117(2)
Chapter 11 Agile People Skills 119(10)
Listening
119(1)
Negotiating
120(1)
Addressing and Resolving Conflict
120(1)
Utilizing Emotional Intelligence
121(1)
Conducting Effective Meetings
122(1)
Embracing Diversity
123(1)
Leading and Managing Effectively
123(4)
Adaptive Leadership
125(1)
Servant Leadership
125(2)
Embodying the PMI Code of Ethics
127(1)
Chapter Summary
128(1)
Chapter 12 Agile Teams 129(14)
Agile Team Characteristics
130(1)
Agile Team Magic
131(4)
Collaboration
132(2)
Collaborative Agile Games
133(1)
Communication
134(1)
Commitment
135(1)
Agile Team Size
135(1)
Motivating the Agile Team
135(1)
Aligning the Agile Team
136(1)
Coaching the Agile Team
137(1)
Problem Resolution
137(1)
Problem Detection
138(3)
Cycle Time
138(1)
Quality
139(1)
V & V
139(1)
Continuous Integration
140(1)
Problem Solving
140(1)
Chapter Summary
141(2)
Chapter 13 Agile Certifications 143(12)
Project Management Institute Agile Certified Practitioner (PMI-ACP)
143(1)
Scrum Alliance Certified ScrumMaster (CSM)
144(2)
Scrum Alliance Certified Scrum Coach (CSC)
146(1)
Scrum Alliance Certified Scrum Product Owner (CSPO)
147(1)
Scrum Alliance Certified Scrum Developer (CSD)
147(1)
Scrum Alliance Certified Scrum Professional (CSP)
148(1)
Scrum Alliance Certified Scrum Trainer (CST)
149(1)
SCRUMstudy Scrum Developer Certified (SDC)
150(1)
SCRUMstudy ScrumMaster Certified (SMC)
150(1)
SCRUMstudy Agile Expert Certified (AEC)
151(1)
SCRUMstudy Scrum Product Owner Certified (SPOC)
151(1)
SCRUMstudy Expert ScrumMaster (ESM)
152(1)
SCRUMstudy Certified Trainer (SCT)
152(1)
Chapter Summary
153(2)
Chapter 14 Agile Contracts 155(8)
Story Point Billing Model
156(2)
Money for Nothing and Change for Free
158(2)
Fixed Price Contracts
160(1)
Chapter Summary
161(2)
Chapter 15 Which Projects Should Be Agile? 163(18)
Agile versus Waterfall
163(3)
Agile Not a Fit
166(2)
Agile Fit or Misfit?
168(2)
Limitations of Agile Software Processes
170(2)
Agile Challenges
172(2)
Is Agile Suitable?
174(2)
Agile Suitability Construct
174(2)
Agile Implementation: Risks and Issues
176(4)
Agile Adoption Decision Model
176(3)
WAINGE Model
179(1)
Attitude Value toward Agile (AVA)
179(1)
Risk Factors for Agile Adoption
179(1)
Mitigation Amplification Factor (MAF)
179(1)
Final Decisional Value
180(1)
Chapter Summary
180(1)
Chapter 16 Agile Change Management 181(6)
Agile Change Management Process
181(4)
Reasons That Requirements Change
182(1)
Importance of Agile Change Management
182(3)
Nonstop Risk Management
185(1)
Chapter Summary
185(2)
Chapter 17 Additional Agile Methods 187(14)
Dynamic Systems Development Method (DSDM)
187(2)
Crystal Methods
189(1)
Agile Modeling (AM)
189(2)
Lean Development
191(1)
Adaptive Software Development (ASD)
192(1)
Kanban
193(1)
Just-In-Time (JIT)
194(1)
Rapid Product Development (RPD)
194(2)
Feature-Driven Development (FDD)
196(1)
Future Implications for Agile Methods
196(2)
Project Management
197(1)
Software Development Life Cycles
197(1)
Abstract Principles versus Concrete Guidance
198(1)
Universally Predefined versus Situation Appropriate
198(1)
Empirical Support
198(1)
Chapter Summary
198(3)
Chapter 18 Starting Your Agile Journey 201(4)
Starting the Agile Journey as an Individual
201(1)
Starting the Agile Journey as an Organization
202(3)
Stop
202(1)
Transform
202(1)
Expand
203(1)
Perfect
204(1)
References 205(6)
Index 211
Denise Canty is a Project Management Professional (PMP), a PMI Risk Management Professional (PMI-RMP), a Certified Software Quality Engineer (CSQE), and a Certified Scrum Master (CSM). She holds three degrees from the University of Maryland University College (UMUC):









Master of Business Administration (MBA), 2013

Master of Science in IT Project Management (MS), 2012

Bachelor of Science in Computer Science (BS), 1998



Canty has over 20 years of experience in information technology. She has resided in the Washington, DC metropolitan area since 1986.
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