Agile Project Management: Creating Innovative Products (Agile Software Development) Paperback – 10 Jul 2009
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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.
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Top customer reviews
Whilst agile principles are quite simple, they require much discipline and skill to implement. Highsmith successfully conveys this as he discusses the human factors involved in managing teams of skilled people creating inovative products. The idea of reliable vs repeatable process is nicely expored which exposes many home truths that technical people have known for a long time, but their managers seem to overlook!
I must confess to getting a bit bored by the middle as Highsmith seemed to redescribe agile practices such as the product backlog, features and iterations but each with a kind of obscure slant that suggests he's proffering up something new; he is not.
If you're new to Agile and looking for a how-to-get-started, then this is not it. The lack of examples and non-specific narrative will leave you wondering what's it's all about. Instead I'd recommend Ken Schwaber's Project Management with Scrum. However, if you're an Agile pioneer in your organisation or you know agile and are looking to develop your agile awareness, then this makes a good - albeit long - read.
Most helpful customer reviews on Amazon.com
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.
The agile approach is not a set of specific tools and techniques but an extremely effective strategy to use a carefully selected subset of them based on a powerful set of guiding principles.
The responsibility of managing the development of a new product suddenly fell upon me, and Jim Highsmith's book has given me abundant guidance and pointed at all right directions to face happily and confidently this new challenge. Besides leading us to review and improve all previous practices.
If you have only heard of the agile approach and want to know what is it about -which was my case- this book fulfils the expectations generously. And if you already have a good notion of APM, I believe that the orderly, deep and complete presentation of the subjects will definitely help to refresh the knowledge.
And if you are in the software development business and just want to do your job better, forget the name `agile' and read it. It explains valuable concepts such as exploration factor, technical debt, first feasible deployment, anticipation, adaptivity, opportunistic refactoring that are universally valuable.
It is most definitely a 5-star piece of literature.
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