Download e-book for iPad: Agile Project Management: Managing for Success by James A. Crowder, Shelli Friess

By James A. Crowder, Shelli Friess

ISBN-10: 3319090186

ISBN-13: 9783319090184

This publication introduces readers to the concept that of Agile undertaking administration and permits them to house the calls for and complexities of contemporary, agile systems/software/hardware improvement groups. The publication examines the project/program supervisor past the suggestions of management and goals to hook up with employees' experience of identification. The textual content examines human mental suggestions resembling “locus of control,” on the way to aid the executive comprehend their group members’ view and the way most sensible to regulate their “world” contributions. The authors conceal new administration instruments and philosophies for agile systems/software/hardware improvement groups, with a selected concentrate on how this pertains to engineering and machine technology. This e-book additionally comprises sensible case studies.

* Discusses administration talents wanted as they relate to the advances in software program improvement practices
* Examines the way to deal with an agile improvement staff that incorporates groups throughout geographically, ethnically, and culturally various backgrounds
* Embraces all the features of contemporary administration and management

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Additional info for Agile Project Management: Managing for Success

Sample text

In Fig. 4 we see the typical Sprint rhythm of initiating, planning, and execution of agile Sprints during the agile development process. Again, the length of the Sprints is dependent on the program/project, the complexity of the software, total duration, and team membership. The duration of the Sprints is not relevant to this discussion. One of the big advantages to agile development is due to the adaptive nature of the Sprints. If a problem is discovered it can be rolled into the next and subsequent Sprint planning sessions and rolled into the schedules and does not require a major replan of the entire project, the way it does in classical development.

Identify Products and Milestones 6. Set Time-Phased Budget 7. Record Direct Costs 8. Determine Variances 9. Sum Data and Variances 10. Manage Action Plans 11. A. Crowder, S. 1007/978-3-319-09018-4_5 49 50 5 Measuring Success in an Agile World: Agile EVMS Fig. 1 Classical waterfall program/project high-level execution By the late 1980s and early 1990s, the EVMS became a mainstay tool for managing, measuring, and executing programs/projects among the Department of Defense (DoD) and their respective Defense Contractors, Department of Energy (DoE), and NASA [21].

This program/project development cycle has been used for many decades. Requirements are allocated and/or derived, program plans are made, budgets and schedules established, and you march forward. For this development cycle, change is bad, for it causes rework of the entire development cycle, driving up cost and schedule. And, the farther into the development cycle you are when you discover problems, or changes happen (new or changing requirements), the costlier they are to “fix” both from a cost and schedule perspective.

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


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