Agile Project Management

Title Page
Copyright Page
Table of Contents
Introduction
	About This Book
	Foolish Assumptions
	Icons Used in This Book
	Beyond the Book
	Where to Go from Here
Part 1 Understanding Agility
	Chapter 1 Modernizing Project Management
		Project Management Needed a Makeover
			The origins of modern project management
			The problem with the status quo
		Introducing Agile Project Management
			How agile projects work
		Agile Project Management Is Becoming Agile Product Management
			Differences between managing a project versus developing a product
			Why agile product development works better
	Chapter 2 Applying the Agile Manifesto and Principles
		Understanding the Agile Manifesto
		Outlining the Four Values of the Agile Manifesto
			Value 1: Individuals and interactions over processes and tools
			Value 2: Working software over comprehensive documentation
			Value 3: Customer collaboration over contract negotiation
			Value 4: Responding to change over following a plan
		Defining the 12 Agile Principles
			Agile principles of customer satisfaction
			Agile principles of quality
			Agile principles of teamwork
			Agile principles of product development
		Adding the Platinum Principles
			Resisting formality
			Thinking and acting as a team
			Visualizing rather than writing
		Changes as a Result of Agile Values
		The Agile Litmus Test
	Chapter 3 Why Being Agile Works Better
		Evaluating Agile Benefits
		How Agile Approaches Beat Historical Approaches
			Greater flexibility and stability
			Reduced nonproductive tasks
			Higher quality, delivered faster
			Improved team performance
			Tighter control
			Faster and less costly failure
		Why People Like Being Agile
			Executives
			Product development and customers
			Management
			Development teams
	Chapter 4 Agility Is about Being Customer Focused
		Knowing Your Customers
			Common methods for identifying your customer
		Figuring Out the Problem Your Customer Needs to Solve
			Using the scientific method
			Failing early is a form of success
			Defining customer-focused business goals
			Story mapping
			Liberating structures — simple rules to unleash a culture of innovation
		Understanding Root Cause Analysis
			Pareto rule
			Five why’s
			Ishikawa (fishbone)
Part 2 Being Agile
	Chapter 5 Agile Approaches
		Diving under the Umbrella of Agile Approaches
		Reviewing the Big Three: Lean, Scrum, and Extreme Programming
			An overview of lean
			An overview of scrum
			An overview of extreme programming
		Putting It All Together
	Chapter 6 Agile Environments in Action
		Creating the Physical Environment
			Collocating the team
			Setting up a dedicated area
			Removing distractions
		Low-Tech Communicating
		High-Tech Communicating
		Choosing Tools
			The purpose of the tool
			Tools that encourage the success of forced team dislocation
			Organizational and compatibility constraints
	Chapter 7 Agile Behaviors in Action
		Establishing Agile Roles
			Product owner
			Development team member
			Scrum master
			Stakeholders
			Agile mentor
		Establishing New Values
			Commitment
			Focus
			Openness
			Respect
			Courage
		Changing Team Philosophy
			Dedicated team
			Cross-functionality
			Self-organization
			Self-management
			Size-limited teams
			Ownership
	Chapter 8 The Permanent Team
		Enabling Long-Lived Product Development Teams
			Leveraging long-term knowledge and capability
			Navigating Tuckman’s phases to performance
			Focusing on fundamentals
			Creating a working agreement
		Enabling Autonomy, Mastery, and Purpose
			Autonomy
			Mastery
			Purpose
			Highly aligned and highly autonomous teams
		Building Team Knowledge and Capability
Part 3 Agile Planning and Execution
	Chapter 9 Defining the Product Vision and Product Roadmap
		Agile Planning
			Progressive elaboration
			Inspect and adapt
		Defining the Product Vision
			Step 1: Developing the product objective
			Step 2: Creating a draft vision statement
			Step 3: Validating and revising the vision statement
			Step 4: Finalizing the vision statement
		Creating a Product Roadmap
			Step 1: Identifying product stakeholders
			Step 2: Establishing product requirements
			Step 3: Arranging product features
			Step 4: Estimating efforts and ordering requirements
			Step 5: Determining high-level time frames
			Saving your work
		Completing the Product Backlog
	Chapter 10 Planning Releases and Sprints
		Refining Requirements and Estimates
			What is a user story?
			Steps to create a user story
			Breaking down requirements
			Estimation poker
			Affinity estimating
		Release Planning
		Preparing for Release
			Preparing the product for deployment
			Prepare for operational support
			Preparing the organization
			Preparing the marketplace
		Sprint Planning
			The sprint backlog
			The sprint planning meeting
	Chapter 11 Working throughout the Day
		Planning Your Day: The Daily Scrum
		Tracking Progress
			The sprint backlog
			The task board
		Agile Roles in the Sprint
			Keys for daily product owner success
			Keys for daily development team member success
			Keys for daily scrum master success
			Keys for daily stakeholder success
			Keys for daily agile mentor success
		Creating Shippable Functionality
			Elaborating
			Developing
			Verifying
			Identifying roadblocks
		Information Radiators
		The End of the Day
	Chapter 12 Showcasing Work, Inspecting, and Adapting
		The Sprint Review
			Preparing to demonstrate
			The sprint review meeting
			Collecting feedback in the sprint review meeting
		The Sprint Retrospective
			Planning for retrospectives
			The retrospective meeting
			Inspecting and adapting
Part 4 Agility Management
	Chapter 13 Managing a Portfolio: Pursuing Value over Requirements
		Understanding the Differences in Agile Portfolio Management
			Should we invest?
			Factors for forecasting product investment returns
		Managing Agile Product Portfolios
			Should we continue investing?
			Inspecting and adapting to the next opportunity
	Chapter 14 Managing Scope and Procurement
		What’s Different about Agile Scope Management?
		Managing Agile Scope
			Understanding scope throughout product development
			Introducing scope changes
			Managing scope changes
			Using agile artifacts for scope management
		What’s Different about Agile Procurement?
		Managing Agile Procurement
			Determining need and selecting a vendor
			Understanding cost approaches and contracts for services
			Working with a vendor
			Closing a contract
	Chapter 15 Managing Time and Cost
		What’s Different about Agile Time Management?
		Managing Agile Schedules
			Introducing velocity
			Monitoring and adjusting velocity
			Managing scope changes from a time perspective
			Managing time by using multiple teams
			Using agile artifacts for time management
		What’s Different about Agile Cost Management?
		Managing Agile Budgets
			Creating an initial budget
			Creating a self-funding product
			Using velocity to determine long-range costs
			Using agile artifacts for cost management
	Chapter 16 Managing Team Dynamics and Communication
		What’s Different about Agile Team Dynamics?
		Managing Team Dynamics
			Becoming self-managing and self-organizing
			Supporting the team: The servant-leader
			Working with a dedicated team
			Working with a cross-functional team
			Reinforcing openness
			Limiting development team size
			Managing product development with dislocated teams
		What’s Different about Agile Communication?
		Managing Agile Communication
			Understanding agile communication methods
			Status and progress reporting
	Chapter 17 Managing Quality and Risk
		What’s Different about Agile Quality?
		Managing Agile Quality
			Quality and the sprint
			Proactive quality
			Quality through regular inspecting and adapting
			Automated testing
		What’s Different about Agile Risk Management?
		Managing Agile Risk
			Reducing risk inherently
			Identifying, prioritizing, and responding to risks early
Part 5 Ensuring Success
	Chapter 18 Building a Foundation
		Organizational and Individual Commitment
			Organizational commitment
			Individual commitment
			Getting commitment
			Can you make the transition?
			Timing the transition
		Choosing the Right Pilot Team Members
			The agile champion
			The agile transition team
			The product owner
			The development team
			The scrum master
			The stakeholders
			The agile mentor
		Creating an Environment That Enables Agility
		Support Agility Initially and Over Time
	Chapter 19 De-Scaling across Teams
		Multi-Team Agile Development
		Making Work Digestible through Vertical Slicing
			Scrum of scrums
		Multi-Team Coordination with LeSS
			LeSS, the smaller framework
			LeSS Huge framework
			Sprint review bazaar
			Observers at the daily scrum
			Component communities and mentors
			Multi-team meetings
			Travelers
		Aligning through Roles with Scrum@Scale
			The scrum master cycle
			The product owner cycle
			Synchronizing in one hour a day
		Joint Program Planning with SAFe
			Joint program increment planning
			Clarity for managers
		Disciplined Agile Toolkit
	Chapter 20 Being a Change Agent
		Becoming Agile Requires Change
		Why Change Doesn’t Happen on Its Own
		Strategic Approaches to Implementing and Managing Change
			Lewin
			ADKAR’s five steps to change
			Kotter’s eight steps for leading change
		Platinum Edge’s Change Roadmap
			Step 1: Conduct an agile audit to define an implementation strategy with success metrics
			Step 2: Build awareness and excitement
			Step 3: Form a transformation team and identify a pilot
			Step 4: Build an environment for success
			Step 5: Train sufficiently and recruit as needed
			Step 6: Kick off the pilot with active coaching
			Step 7: Execute the Roadmap to Value
			Step 8: Gather feedback and improve
			Step 9: Mature and solidify improvements
			Step 10: Progressively expand within the organization
		Leading by Example
			The role of a servant-leader in an agile organization
			Keys for successful servant leadership
		Avoiding Transformation Pitfalls
			Avoiding agile leadership pitfalls
		Signs Your Changes Are Slipping
Part 6 The Part of Tens
	Chapter 21 Ten Key Benefits of Agile Product Development
		Higher Customer Satisfaction
		Better Product Quality
		Reduced Risk
		Increased Collaboration and Ownership
		More Relevant Metrics
		Improved Performance Visibility
		Increased Investment Control
		Improved Predictability
		Optimized Team Structures
		Higher Team Morale
	Chapter 22 Ten Key Factors for Agile Product Development Success
		Dedicated Team Members
		Collocation
		Done Means Shippable
		Address What Scrum Exposes
		Clear Product Vision and Roadmap
		Product Owner Empowerment
		Developer Versatility
		Scrum Master Clout
		Leadership Support for Learning
		Transition Support
	Chapter 23 Ten Signs That You’re Not Agile
		A Non-Shippable Sprint Product Increment
		Long Release Cycles
		Disengaged Stakeholders
		Lack of Customer Contact
		Lack of Skill Versatility
		Automatable Processes Remain Manual
		Prioritizing Tools over the Work
		High Manager-to-Creator Ratio
		Working around What Scrum Exposes
		Practicing Faux Agile
	Chapter 24 Ten Valuable Resources for Agile Professionals
		Agile Project Management For Dummies Online Cheat Sheet
		Scrum For Dummies
		The Scrum Alliance
		The Agile Alliance
		International Consortium for Agile (ICAgile)
		Mind the Product and ProductTank
		Lean Enterprise Institute
		Extreme Programming
		The Project Management Institute Agile Community
		Platinum Edge
Index
EULA