Agile Project Management: Creating Innovative Products

Agile Project Management: Creating Innovative Products

Paperback Agile Software Development

By (author) Jim Highsmith

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  • Publisher: Addison-Wesley Educational Publishers Inc
  • Format: Paperback | 432 pages
  • Dimensions: 183mm x 226mm x 25mm | 726g
  • Publication date: 1 August 2009
  • Publication City/Country: New Jersey
  • ISBN 10: 0321658396
  • ISBN 13: 9780321658395
  • Edition: 2, Revised
  • Edition statement: 2nd Revised edition
  • Sales rank: 70,233

Product description

Best practices for managing projects in agile environments-now updated with new techniques for larger projects Today, the pace of project management moves faster. Project management needs to become more flexible and far more responsive to customers. Using Agile Project Management (APM), project managers can achieve all these goals without compromising value, quality, or business discipline. In Agile Project Management, Second Edition, renowned agile pioneer Jim Highsmith thoroughly updates his classic guide to APM, extending and refining it to support even the largest projects and organizations. Writing for project leaders, managers, and executives at all levels, Highsmith integrates the best project management, product management, and software development practices into an overall framework designed to support unprecedented speed and mobility. The many topics added in this new edition include incorporating agile values, scaling agile projects, release planning, portfolio governance, and enhancing organizational agility. Project and business leaders will especially appreciate Highsmith's new coverage of promoting agility through performance measurements based on value, quality, and constraints. This edition's coverage includes: * Understanding the agile revolution's impact on product development * Recognizing when agile methods will work in project management, and when they won't * Setting realistic business objectives for Agile Project Management* Promoting agile values and principles across the organization* Utilizing a proven Agile Enterprise Framework that encompasses governance, project and iteration management, and technical practices* Optimizing all five stages of the agile project: Envision, Speculate, Explore, Adapt, and Close* Organizational and product-related processes for scaling agile to the largest projects and teams* Agile project governance solutions for executives and management * The "Agile Triangle": measuring performance in ways that encourage agility instead of discouraging it* The changing role of the agile project leader

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Author information

Jim Highsmith directs Cutter Consortium's agile consulting practice. He has over 30 years experience as an IT manager, product manager, project manager, consultant, and software developer. Jim is the author of Agile Project Management: Creating Innovative Products, Addison Wesley 2004; Adaptive Software Development: A Collaborative Approach to Managing Complex Systems, Dorset House 2000 and winner of the prestigious Jolt Award, and Agile Software Development Ecosystems, Addison Wesley 2002. Jim is the recipient of the 2005 international Stevens Award for outstanding contributions to systems development. He is also co-editor, with Alistair Cockburn, of the Agile Software Development Series of books from Addison Wesley. Jim is a coauthor of the Agile Manifesto, a founding member of The Agile Alliance, coauthor of the Declaration Interdependence for project leaders, and cofounder and first president of the Agile Project Leadership Network. A frequent speaker at conferences worldwide, Jim has published dozens of articles in major industry publications. Jim has consulted with IT and product development organizations and software companies in the U.S., Europe, Canada, South Africa, Australia, Japan, India, and New Zealand to help them adapt to the accelerated pace of development in increasingly complex, uncertain environments. Jim's areas of consulting include the areas of Agile Software Development, Project Management, and Collaboration. He has held technical and management positions with software, computer hardware, banking, and energy companies. Jim holds a B.S. in electrical engineering and an M.S. in management.

Back cover copy

Best practices for managing projects in agile environments--now updated with new techniques for larger projects Today, the pace of project management moves faster. Project management needs to become more flexible and far more responsive to customers. Using Agile Project Management (APM), project managers can achieve all these goals without compromising value, quality, or business discipline. In Agile Project Management, Second Edition, renowned agile pioneer Jim Highsmith thoroughly updates his classic guide to APM, extending and refining it to support even the largest projects and organizations. Writing for project leaders, managers, and executives at all levels, Highsmith integrates the best project management, product management, and software development practices into an overall framework designed to support unprecedented speed and mobility. The many topics added in this new edition include incorporating agile values, scaling agile projects, release planning, portfolio governance, and enhancing organizational agility. Project and business leaders will especially appreciate Highsmith's new coverage of promoting agility through performance measurements based on value, quality, and constraints. This edition's coverage includes: Understanding the agile revolution's impact on product developmentRecognizing when agile methods will work in project management, and when they won'tSetting realistic business objectives for Agile Project Management Promoting agile values and principles across the organizationUtilizing a proven Agile Enterprise Framework that encompasses governance, project and iteration management, and technical practicesOptimizing all five stages of the agile project: Envision, Speculate, Explore, Adapt, and CloseOrganizational and product-related processes for scaling agile to the largest projects and teamsAgile project governance solutions for executives and management The "Agile Triangle" measuring performance in ways that encourage agility instead of discouraging itThe changing role of the agile project leader

Table of contents

Introduction 1 Conventions 2 The Agile Software Development Series 2 Chapter 1: The Agile Revolution 5 Agile Business Objectives 10 Continuous Innovation 10 Product Adaptability 10 Improved Time-to-Market 11 People and Process Adaptability 11 Reliable Results 12 Agility Defined 12 Agile Leadership Values 14 Agile Performance Measurement 19 The APM Framework 21 Performance Possibilities 22 Final Thoughts 25 Chapter 2: Value over Constraints 27 Continuous Flow of Customer Value 28 Innovation 30 Execution 32 Lean Thinking 33 Iterative, Feature-Based Delivery 34 Technical Excellence 37 Simplicity 40 Generative Rules 40 Barely Sufficient Methodology 42 Delivery versus Compliance 43 Final Thoughts 45 Chapter 3: Teams over Tasks 47 Leading Teams 47 Building Self-Organizing (Self-Disciplined) Teams 51 Get the Right People 52 Insist on Accountability 53 Foster Self-Discipline 54 Encourage Collaboration 55 Participatory Decision Making 56 Shared Space 58 Customer Collaboration 59 No More Self-Organizing Teams? 60 Final Thoughts 61 Chapter 4: Adapting over Conforming 63 The Science of Adaptation 65 Exploring 68 Responding to Change 70 Product, Process, People 71 Barriers or Opportunities 72 Reliable, Not Repeatable 73 Reflection and Retrospective 75 Principles to Practices 75 Final Thoughts 76 Chapter 5: An Agile Project Management Model 77 An Agile Enterprise Framework 78 Portfolio Governance Layer 78 Project Management Layer 79 Iteration Management Layer 80 Technical Practices Layer 80 An Agile Delivery Framework 80 Phase: Envision 83 Phase: Speculate 83 Phase: Explore 84 Phase: Adapt 84 Phase: Close 85 Not a Complete Product Lifecycle 85 Selecting and Integrating Practices 86 Judgment Required 87 Project Size 88 An Expanded Agile Delivery Framework 88 Final Thoughts 89 Chapter 6: The Envision Phase 91 A Releasable Product 93 Envisioning Practices 94 Product Vision 96 Product Architecture 101 Guiding Principles 104 Project Objectives and Constraints 105 Project Data Sheet 105 Tradeoff Matrix 108 Exploration Factor 109 Project Community 112 Participant Identification 115 Product Team-Development Team Interaction 118 Delivery Approach 122 Self-Organization Strategy 123 Process Framework Tailoring 124 Practice Selection and Tailoring 125 Final Thoughts 127 Chapter 7: The Speculate Phase 129 Speculating on Product and Project 130 Product Backlog 133 What Is a Feature, a Story? 134 The Focus of Stories 135 Story Cards 137 Creating a Backlog 140 Release Planning 142 Scope Evolution 144 Iteration 0 147 Iterations 1-N 148 First Feasible Deployment 152 Estimating 153 Other Card Types 155 Final Thoughts 156 Chapter 8: Advanced Release Planning 157 Release (Project) Planning 157 Wish-based Planning (Balancing Capacity and Demand) 159 Multi-Level Planning 161 A Complete Product Planning Structure 163 Capabilities 166 Capability Cases 167 Creating a Product Backlog and Roadmap 168 An Optimum Planning Structure 169 Value Point Analysis 171 Value Point Determination: Roles and Timing 173 Calculating Relative Value Points 174 Calculating Monetary Value Points 176 Non-Customer-Facing Stories 177 Value and Priority 177 Release Planning Topics 178 Planning Themes and Priorities 179 Increasing Productivity 181 Risk Analysis and Mitigation 182 Planning and Scanning 186 Timeboxed Sizing 188 Other Story Types 190 Work-in-Process versus Throughput 194 Emerging Practices 197 Kanban 197 Consolidated Development 198 Hyper-development and Release 200 Final Thoughts 201 Chapter 9: The Explore Phase 203 Agile Project Leadership 205 Iteration Planning and Monitoring 206 Iteration Planning 206 Workload Management 212 Monitoring Iteration Progress 213 Technical Practices 215 Technical Debt 216 Simple Design 218 Continuous Integration 220 Ruthless Automated Testing 222 Opportunistic Refactoring 223 Coaching and Team Development 225 Focusing the Team 227 Molding a Group of Individuals into a Team 228 Developing the Individual's Capabilities 232 Moving Rocks, Hauling Water 233 Coaching the Customers 233 Orchestrating Team Rhythm 235 Participatory Decision Making 236 Decision Framing 238 Decision Making 240 Decision Retrospection 244 Leadership and Decision Making 245 Set- and Delay-Based Decision Making 246 Collaboration and Coordination 248 Daily Stand-Up Meetings 248 Daily Interaction with the Product Team 250 Stakeholder Coordination 251 Final Thoughts 251 Chapter 10: The Adapt and Close Phases 253 Adapt 254 Product, Project, and Team Review and Adaptive Action 256 Customer Focus Groups 256 Technical Reviews 259 Team Performance Evaluations 259 Project Status Reports 261 Adaptive Action 268 Close 268 Final Thoughts 270 Chapter 11: Scaling Agile Projects 271 The Scaling Challenge 272 Scaling Factors 273 Up and Out 275 Uncertainty and Complexity 276 An Agile Scaling Model 276 Building Large Agile Teams 278 Organizational Design 279 Collaboration/Coordination Design 281 Decision-Making Design 284 Knowledge Sharing and Documentation 287 Self-Organizing Teams of Teams 291 Team Self-Discipline 293 Process Discipline 294 Scaling Up-Agile Practices 294 Product Architecture 295 Roadmaps and Backlogs 296 Multi-level Release Plans 297 Maintaining Releasable Products 298 Inter-team Commitment Stories 299 Tools 302 Scaling Out-Distributed Projects 302 Final Thoughts 304 Chapter 12: Governing Agile Projects 307 Portfolio Governance 308 Investment and Risk 309 Executive-Level Information Requirements 311 Engineering-Level Information Generation 313 An Enterprise-Level Governance Model 316 Using the Agile Governance Model 320 Portfolio Management Topics 321 Designing an Agile Portfolio 321 Agile Methodology "Fit" 323 Final Thoughts 325 Chapter 13: Beyond Scope, Schedule, and Cost: Measuring Agile Performance 327 What Is Quality? 329 Planning and Measuring 333 Adaptive Performance-Outcomes and Outputs 335 Measurement Issues 336 Measurement Concepts 339 Beyond Budgeting 339 Measuring Performance in Organizations 342 Outcome Performance Metrics 346 Constraints 347 Community Responsibility 348 Improving Decision Making 349 Planning as a Guide 350 Output Performance Metrics 351 Five Core Metrics 351 Outcomes and Outputs 354 Shortening the Tail 355 Final Thoughts 357 Chapter 14: Reliable Innovation 359 The Changing Face of New Product Development 360 Agile People and Processes Deliver Agile Products 362 Reliable Innovation 364 The Value-Adding Project Leader 366 Final Thoughts 367 Bibliography 369 Index 379 TOC, 9780321658395, 6/18/09