Download Agile Project Management: Managing for Success by James A. Crowder, Shelli Friess PDF

By James A. Crowder, Shelli Friess

This ebook introduces readers to the concept that of Agile venture administration and permits them to accommodate the calls for and complexities of recent, agile systems/software/hardware improvement groups. The booklet examines the project/program supervisor past the recommendations of management and goals to connect with employees' experience of id. The textual content examines human mental innovations reminiscent of “locus of control,” with a purpose to aid the chief comprehend their group members’ view and the way most sensible to control their “world” contributions. The authors conceal new administration instruments and philosophies for agile systems/software/hardware improvement groups, with a particular specialize in how this pertains to engineering and machine technological know-how. This publication additionally contains functional case studies.

* Discusses administration abilities wanted as they relate to the advances in software program improvement practices
* Examines how one can deal with an agile improvement workforce that incorporates groups throughout geographically, ethnically, and culturally various backgrounds
* Embraces all the points of recent administration and management

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Additional resources for Agile Project Management: Managing for Success

Sample text

The Agile Manager needs to understand the developer’s reasons for the lack of commitment, clarifying for the developer what is expected, clearing up any misconceptions the developer may have. In the end, if the Agile Manager does not feel they have dispelled the lack of commitment, the developer must be removed from the team or there is little hope for successful agile development. I know this sounds harsh, but agile only works if all parties have a buy-in to the agile development process. 4. Avoidance of Accountability: There may be issues getting developers to step up and take on rolls of responsibility within the agile teams because they are afraid that if they take responsibility for the team’s activities during a given Sprint and there are problems, they will be punished.

If the Agile Manager creates an environment of openness and trust, it is very possible to work together in 40 3 Understanding the Agile Team teams where you have different viewpoints: using those viewpoints to arrive at solutions none of the team could have created on their own. ” This is a fair question, as many experts in the field of agile development espouse that true collaboration can only happen if everyone is in the same place. And while this may be preferable, it is not always possible.

Agile development does not mean free-for-all, but allows the developers to be as productive as possible. Lastly, the organizational, physical, and IT environments must promote continual process and product improvement over the life cycle of the program/project. Quality characteristics and working software must be the Sprint teams’ central objectives. This provides the teams focus throughout the development process. Future productivity environments/systems that allow automation, collaboration, and inclusion of all aspects of product development may look similar to Fig.

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