Efnisyfirlit

• Title Page
• Copyright
• Contents
• Preface
• Acknowledgments
• Chapter 1 Introduction to Agile Project Management
  • The Chasm in Project Management Philosophies
  • The Evolution of Agile and Waterfall
    • Definition of waterfall
    • Definition of agile
    • Comparison of plan-driven and adaptive approaches
  • The Evolution of the Project Management Profession
    • The early history of project management
    • Transformation of the project management profession
    • What's driving this change, and why now?
  • Agile Project Management Benefits
  • Summary of Key Points
  • Discussion Topics
• Part 1 Fundamentals of Agile
  • Chapter 2 Agile History and the Agile Manifesto
    • Agile Early History
      • Dr. Winston Royce and the Waterfall model (1970)
      • Early iterative and incremental development methods (early 1970s)
      • Further evolution of iterative and incremental development (mid- to late 1970s)
      • Early agile development methods (1980s and 1990s)
    • Agile Manifesto (2001)
      • Agile Manifesto values
      • Agile Manifesto principles
    • Summary of Key Points
    • Discussion Topics
  • Chapter 3 Scrum Overview
    • Scrum Roles
      • Product owner role
      • Scrum Master role
      • Team role
      • Scrum framework
      • Sprint planning
      • Daily standup
      • Sprint review
      • Sprint retrospective
    • General Scrum/Agile Principles
      • Variability and uncertainty
      • Prediction and adaptation
      • Validated learning
      • Work in progress
      • Progress
      • Performance
    • Scrum Values
      • Commitment and focus
      • Openness
      • Respect
      • Courage
    • Summary of Key Points
    • Discussion Topics
  • Chapter 4 Agile Planning, Requirements, and Product Backlog
    • Agile Planning Practices
      • Rolling-wave planning
      • Planning strategies
      • Spikes
      • Progressive elaboration
      • Value-based functional decomposition
    • Agile Requirements Practices
      • The role of a business analyst in an agile project
      • "Just barely good enough"
      • Differentiating wants from needs and the "five whys"
      • MoSCoW technique
    • User Personas and Stories
      • User personas
      • User stories
      • Epics
    • Product Backlog
      • What is a product backlog?
      • Product backlog grooming
    • Summary of Key Points
    • Discussion Topics
  • Chapter 5 Agile Development, Quality, and Testing Practices
    • Agile Software Development Practices
      • Code refactoring
      • Continuous integration
      • Pair programming
      • Test-driven development
      • Extreme programming (XP)
    • Agile Quality Management Practices
      • Key differences in agile quality management practices
      • Definition of "done"
      • The role of QA testing in an agile project
    • Agile Testing Practices
      • Concurrent testing
      • Acceptance test driven development
      • Repeatable tests and automated regression testing
      • Value-driven and risk-based testing
    • Summary of Key Points
    • Discussion Topics
• Part 2 Agile Project Management
  • Chapter 6 Time-Boxing, Kanban, and Theory of Constraints
    • The Importance of Flow
    • Time-Boxing
      • Time-boxing advantages
      • Additional time-boxing productivity advantages
    • Kanban Process
      • Push and pull processes
      • What is a Kanban process?
      • Differences between Scrum and Kanban
      • Work-in-process limits in Kanban
      • Kanban boards
    • Theory of Constraints
    • Summary of Key Points
    • Discussion Topics
  • Chapter 7 Agile Estimation
    • Agile Estimation Overview
      • What's different about agile estimation?
      • Developing an estimation strategy
      • Management of uncertainty
    • Agile Estimation Practices
      • Levels of estimation
      • What is a story point?
      • How are story points used?
      • What is planning poker?
    • Velocity and Burn-Down/Burn-Up Charts
      • Velocity
      • Burn-down charts
      • Burn-up charts
    • Summary of Key Points
    • Discussion Topics
  • Chapter 8 Agile Project Management Role
    • Agile Project Management Shifts in Thinking
      • Emphasis on maximizing value versus control
      • Emphasis on empowerment and self-organization
      • Limited emphasis on documentation
      • Managing flow instead of structure
    • Potential Agile Project Management Roles
      • Making agile work at a team level
      • Hybrid agile project role
      • Enterprise-level implementation
      • Using agile concepts in non-agile projects
    • Agile and PMBOK®
      • The difference between explicit and tacit knowledge
      • Relationship to traditional project management functions
    • Summary of Key Points
    • Discussion Topics
  • Chapter 9 Agile Communications and Tools
    • Agile Communications Practices
      • Information radiators
      • Face-to-face communications
      • Daily standups
      • Distributed teams
    • Agile Project Management Tools
      • Benefits of agile project management tools
      • Characteristics of enterprise- level agile project management tools
    • Summary of Key Points
    • Discussion Topics
  • Chapter 10 VersionOne Tool Overview
    • Product/Project Planning
      • Product backlog management
      • Manage business initiatives with epics
      • Group your work items by feature groups or themes
      • Deliver according to business goals
    • Release and Sprint Planning
      • Release planning/sprint planning capabilities
      • Sprint detail planning
    • Sprint Tracking
      • Kanban boards
      • Burn-down charts
    • Summary of Key Points
    • Discussion Topics
  • Chapter 11 Understanding Agile at a Deeper Level
    • Systems Thinking
    • Influence of Total Quality Management (TQM)
      • Cease dependence on inspection
      • Emphasis on the human aspect of quality
      • The need for cross-functional collaboration and transformation
      • Importance of leadership
      • Ongoing continuous improvement
    • Influence of Lean Manufacturing
      • Customer value
      • Map the value stream
      • Pull
      • Flow
      • Respect for people
      • Perfection
    • Principles of Product Development Flow
    • Summary of Key Points
    • Discussion Topics
• Part 3 Making Agile Work for a Business
  • Chapter 12 Scaling Agile to an Enterprise Level
    • Enterprise-Level Agile Challenges
      • Differences in practices
      • Reinterpreting agile manifesto values and principles
    • Enterprise-Level Obstacles to Overcome
      • Collaborative and cross-functional approach
      • Organizational commitment
      • Risk and regulatory constraints
    • Enterprise-Level Implementation Considerations
      • Architectural planning and direction
      • Enterprise-level requirements definition and management
      • Release to production
    • Enterprise-Level Management Practices
      • Scrum-of-scrums approach
      • Project/program management approach
      • The role of a project management office (PMO)
      • Project/product portfolio management
    • Summary of Key Points
    • Discussion Topics
  • Chapter 13 Adapting an Agile Approach to Fit a Business
    • The Impact of Different Business Environments on Agile
      • Product-oriented companies
      • Technology-enabled businesses
      • Project-oriented businesses
      • Hybrid business model
      • Adapting an agile approach to a business
    • Typical Levels of Management
      • Overall business management level
      • Enterprise product/project portfolio management level
      • Product management level
      • Project management level
    • Corporate Culture and Values
      • The importance of corporate culture and values
      • Value disciplines
    • Summary of Key Points
    • Discussion Topics
  • Chapter 14 Enterprise-Level Agile Transformations
    • Planning an Agile Transformation
      • Define the goals you want to achieve
      • Becoming agile is a journey, not a destination
      • Develop a culture that is conducive to agile
      • Manage change
      • Don't throw the baby out with the bathwater
      • Tools can be very important
    • Adaptive Project Governance Model
      • Executive steering group
      • Project governance group
      • Working group forums
      • Project teams
    • Summary of Key Points
    • Discussion Topics
• Part 4 Enterprise-Level Agile Frameworks
  • Chapter 15 Scaled Agile Framework
    • Team Level
    • Program Level
    • Portfolio Level
    • Program Portfolio Management
  • Chapter 16 Managed Agile Development Framework
    • Managed Agile Development Overview
      • Macro-level
      • Micro-level
    • Objectives of Managed Agile Development
      • Plan-driven benefits
      • Agile benefits
      • Key differences from a typical waterfall approach
    • Framework Description
      • Project organization and work streams
      • High-level process overview
      • Requirements management approach
      • Project Scheduling Approach
      • Project management approach
      • Communications approach
    • Roles and Responsibilities
  • Chapter 17 Disciplined Agile Delivery Framework
    • Summary of Enterprise-Level Frameworks
• Part 5 Case Studies
  • Chapter 18 "Not-So-Successful" Case Studies
    • Company A
      • Background
      • The approach
      • What went wrong
      • Overall conclusions
    • Company B
      • Background
      • The approach
      • What went wrong
      • Overall conclusions
    • Company C
      • Background
      • The approach
      • What went wrong
      • Overall conclusions
  • Chapter 19 Case Study-Valpak
    • Background
    • Overview
      • Architectural Kanban
      • Portfolio Kanban
    • Project Management Approach
      • Tools, communication, and reporting
    • Challenges
      • Cultural and organizational challenges
      • Technical challenges
      • Other challenges
    • Key Success Factors
      • Top-down support coupled with bottom-up drive
      • Hiring an independent coach
      • Continued support each and every day
      • Senior management engagement/business ownership
    • Results and Conclusions
    • Lessons Learned
      • Forming projects around teams
      • Planning team capacity and developing a sustainable pace
      • Using sprint reviews and "science fairs"
  • Chapter 20 Case Study-Harvard Pilgrim Health Care
    • Background
    • Overview
      • Impact of outsourcing and vendor partnering
      • Role of the PMO
      • Project governance
      • Role of tools
      • Project methodology mix
      • Project portfolio management
    • Project Management Approach
      • Project methodology
      • Implementation package development
      • Implementation package refinement
      • Project reporting
      • Contractual relationship with Dell Services
    • Challenges
      • Cultural and organizational challenges
      • Contractual challenges
      • Technical challenges
      • Other challenges
    • Key Success Factors
    • Conclusions
    • Lessons Learned
      • Enormous culture shift
      • Adapting the methodology to fit the business
      • Release management
      • Assigning projects to teams
      • Architectural Design Planning
      • Estimating project schedules
      • QA testing
      • CIO retrospective
  • Chapter 21 Case Study-General Dynamics UK
    • Background
    • Overview
      • Requirements prioritization and management approach
      • Contract negotiation and payment terms
      • Planning approach
      • Personnel management
      • Communication
      • Management and leadership approach
    • Project Management Approach
      • DSDM overview
      • DSDM principles
    • Challenges
      • Cultural and organizational challenges
      • Contractual challenges
      • Technical challenges
    • Key Success Factors
    • Conclusions
    • Lessons Learned
  • Chapter 22 Overall Summary
• Appendices
  • Appendix A Additional Reading
  • Appendix B Glossary of Terms
  • Appendix C Example Project/ Program Charter Template
  • Appendix D Suggested Course Outline
• Index
• EULA

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