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Agile Project Management: Creating Innovative Products (2nd Edition) (Agile Software Development Series) [Kindle Edition]

Jim Highsmith

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Book 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

 

 

 

 



Product Description

From the Back Cover

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

 

 

 

 

About the Author

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.

 


Product details

  • Format: Kindle Edition
  • File Size: 3722 KB
  • Print Length: 432 pages
  • Simultaneous Device Usage: Up to 5 simultaneous devices, per publisher limits
  • Publisher: Addison-Wesley Professional; 2 edition (10 July 2009)
  • Sold by: Amazon Media EU S.à r.l.
  • Language: English
  • ASIN: B002HMJYAG
  • Text-to-Speech: Enabled
  • X-Ray:
  • Word Wise: Not Enabled
  • Amazon Bestsellers Rank: #372,562 Paid in Kindle Store (See Top 100 Paid in Kindle Store)
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Customer Reviews

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Most Helpful Customer Reviews on Amazon.com (beta)
Amazon.com: 4.4 out of 5 stars  21 reviews
53 of 56 people found the following review helpful
3.0 out of 5 stars Good content, irritating delivery 5 Feb. 2011
By Watcher - Published on Amazon.com
Format:Kindle Edition|Verified Purchase
This book provides a reasonable overview of employing agile project management. Hwever, I found it difficult to read because of the sheer volume of space it dedicated to discussing how superior agile project management is to traditional project management. And what the author thinks of as traditional project management is actually dysfunctional project management. He's clearly been involved in a number of traditional PM projects run in highly mismanaged organizations where bad process prevails and people spend a lot of time subverting useful best practices. OK, sure, this can happen. It can happen with Agile as well. But it's distracting when every page or two I'm thinking to myself, "that's not necessarily true, I've run traditional PM projects without that happening." I may well use agile in the future, but please, focus on the subject and not the endless preaching.
8 of 8 people found the following review helpful
5.0 out of 5 stars Get up to date on agile management in the large and in the small 6 Jan. 2010
By Masa K. Maeda - Published on Amazon.com
Format:Paperback
Jim Highsmith is one of those few people that have really been-there-done-that and continue to be a pleasure to meet, accessible and down-to-earth. But anyway, this review is about his new book and not about him so I'll get to it. From my perspective Agile Project Management has two accomplishments: It fills in the gaps left by other books on the same subject and brings us one step further on different ways to see and approach the way we manage agile projects, within and outside software development.

Chapter 1 contains one of the best introductory chapters I've seen in any book on management. It is both a great motivation to read the rest of the book with interesting real cases. This chapter also refreshes the audience on the basics of agile, including the declaration of interdependence, which is explained in detail throughout the book, and provides some lesser known and relatively recent basis such as the Agile Triangle (not the Agile Iron Triangle).

Chapters 2, 3 and 4 are a detailed study of leadership values: Value over Constraints, Teams over Tasks, and Adapting over conforming. Similar to the agile values in the manifesto, these invite a cultural change in the way we measure project performance, lead teams, and focus on customer needs. Highsmith explains how the quality of the product and the work environment is improved through these. He also emphasizes on the fact that fail-often-fail-early is of very hight value in building a successful agile organization.

Chapter 5 has two objectives, to introduce an agile enterprise framework consisting of four layers that is arguably more appealing to large organizations, and to introduce an agile delivery framework consisting of five phases. That Agile Delivery Framework is explained in higher detail within the following 5 chapters, one per phase: envision, speculate, explore, adapt, and close. The last part of this chapter provides important practical information on the delivery framework. Chapter 6 has one of the best prep work descriptions you might be able to find and includes a project data sheet and the Tradeoff Matrix, which you might find useful. Chapter 7 digs into the speculate phase. Its contents are useful for those new to agile but not necessarily for those familiar with its basics since it explains fundamentals such as the backlog and story cards. Chapter 8 is about release planning. It introduces some planning strategies and a product planning structure that goes from the roadmap to the iteration. I recommend everybody to read this chapter since it has a bundle of snippets of useful information. Chapter 9 explains the explore phase and includes iteration planning, estimating, management and monitoring. It also talks briefly about technical debt, continuous integration and refactoring at a level good for managers but too light for for technical people. A good portion of the chapter is dedicated to coaching, one of the best parts of the book. Chapter 10 deals with the last two phases: adapt and close. It discusses how diverse activities usually considered secondary are of great importance to successfully fulfill customer needs and rapidly adapt to add value, increase quality, improve performance, and have a realistic view of the project status.

Chapter 11 is about scaling agile projects. Scaling has been a hot topic within the agile community during the last couple of years and Highsmith takes the opportunity to introduce an agile scaling model within the software development organization (other areas of an organization are beyond the scope of the book). scaling is treated at both size and distance levels, which increase the level of uncertainty and complexity. The model has five components: business goals, agile values, the organization, the product backlog and processes. The last three of these are treated differently at product, project, and feature level. I recommend you to read this chapter even if you work with a small team because there is value in understanding what works in the small and what works in the large. It may help you improve what you do in the small.

Highsmith does a great job discussing on chapter 12 how to do governance within agile projects, an aspect most small companies might not have to worry about but most mid to large organizations have to. Chapter 13 is an overview of metrics at a high level. If you want to learn about this topic in technical detail you are better off reading other books such as the David J Anderson's book on agile management and conference proceedings. Chapter 14 is a rather motivational reading on the value of agile

In conclusion, this is a book of high value to get up to speed on agile project management and learn more, recent advances in agile that are useful beyond software development and both in the small and in the large. Although the book doesn't advocate a particular agile development framework it leans mostly towards scrum.
1 of 1 people found the following review helpful
5.0 out of 5 stars Agile Project Management 29 Mar. 2013
By MikeT - Published on Amazon.com
Format:Paperback|Verified Purchase
This is a great book and brilliant concept for those merging creative projects and commerce. Really help outline how to get products to market faster and ties together the creative process to the end user. Great for anyone interested in product life-cycles.
1 of 1 people found the following review helpful
5.0 out of 5 stars Good book 22 Feb. 2013
By Edward Castillo Solera - Published on Amazon.com
Format:Kindle Edition|Verified Purchase
I like this book since it goes beyond basics on agile and touches points on things to consider for project manager. It helped me in my process of transitioning from waterfall to agile.
5.0 out of 5 stars Now a name to what we learned through the School of Hard Knocks 1 Mar. 2013
By phaskitt - Published on Amazon.com
Format:Paperback|Verified Purchase
Excellent book by a renowned expert in the industry. At some point in our careers most of us have managed a multi-year, multi-million dollar project that used a strict waterfall methodology. Mine occurred about 15 years ago. We spent 1 year writing the specification (in collaboration with the customer I might add). We spent 2 years building the system and created a rigorous Acceptance Plan that demonstrated every single requirement. The customer's reaction was "You built exactly what I asked for; I hate it". Of course we got our money by clicking through the Acceptance Plan. The customer was unhappy; the users wouldn't use it. Never again!

So, now there is a name and guidance on how to do iterative (Agile) SW development.

Maybe this book will help others learn a better method before the pain of going over a waterfall in a barrel.
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