Managing Agile Projects (Paperback)
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Table of Contents:
Prelude–Project Phoenix–An APM Fable of Revival.
Foreword By Alistair - Cockburn.
Foreword by Robert C. Martin.
1. Agile Project Management Defined.
What Is Agility?
What Is Agile Project Management?
2. The Agile Manager.
What Is the Agile Manager’s Role?
Leadership of Management — What Does it Take?
Other Management Roles.
The Agile Manager’s Profile.
Leadership Skills–Dealing with Change.
Management Skills–Dealing with Complexity.
3. Organic Teams-Part 1.
Formal Team Structure.
The Organic Complex Adaptive Systems Model.
Activity: Identify the Project Community.
Activity: Design a Holographic Formal Structure.
Activity: Get Self-Disciplined Team Players.
4. Organic teams-Part 2.
Activity: Promote Software Craftsmanship.
Activity: Foster Team Collaboration.
Activity: Form a Guiding Coalition.
Activity: Cultivate Informal communities of Practice.
Activity: Propose an Adaptive IT Enterprise.
5. Guiding Vision.
Activity: Evolve a Team Vision.
Activity: Align the Team.
Activity: Envision a Bold Future.
Activity: Create and Maintain Shared Expectations.
Activity: Discover Business Outcomes.
Activity: Clearly Delineate Scope.
Activity: Estimate Project Effort.
Activity: Design a Vision Box.
Activity: Develop an Elevator Statement.
6. Simple Rules.
Customizing the Rules to the Environment.
Activity: Assess the Status Quo.
Activity: Customize Methodology.
Activity: Enlist the Team for Change.
Implementing the Rules.
Activity: Develop a Release Plan/Feature Backlog.
Activity: Develop Iteration Plans/Task Backlogs.
Activity: Facilitate Software Design, Coding, Testing and Deployment.
Activity: Conduct Acceptance Testing.
Activity: Manage the Software Release.
Activity: Focus on Business Value.
7. Open Information.
Activity: Collocate Team Members.
Activity: Negotiate a Customer Representative Onsite.
Activity: Practice Pairing.
Activity: Encourage the Use of Information Radiators.
Activity: Conduct a Stand-Up Meeting Daily.
Information Cycle Time.
Activity: Map the Project’s Value Stream.
Activity: Encourage Feedback.
Activity: Build Trust.
Activity: Link Language with Action.
8. Light Touch.
Activity: Decentralize Control.
Activity: Establish a Pull Task Management System.
Activity: Manage the Flow.
Activity: Use Action Sprints.
Activity: Fit Your Style to the Situation.
Activity: Support Roving Leadership.
Activity: Learn to Go with the Flow.
Activity: Maintain Quality of Work Life.
Activity: Build on Personal Strengths.
Activity: Manage Commitments through Personal Interactions.
9. Adaptive Leadership.
Activity: Get Plus-Delta Feedback Daily.
Activity: Monitor and Adapt the Simple Rules.
Activity: Monitor the APM Practices.
Activity: Conduct Regular Project Reflections.
Activity: Conduct Scenario Planning.
Activity: Cultivate an Embodied Presence.
Activity: Practice Embodied Learning.
10. Transitioning from the Familiar.
Principle 1: Foster Alignment and Cooperation.
Transition: Recognize That People Are the Longer-Term Project.
Transition: Use the Organic CAS Model for Stability and Flexibility.
Transition: Replace Software Engineering with Software Craftsmanship.
Transition: Focus on Project Context, Not Content.
Transition: Use Feature Breakdown Structures Instead of Work Breakdown Structures.
Principle 2: Encourage Emergence and Self-Organization.
Transition: Acknowledge That the Perfect Plan Is a Myth.
Transition: Replace Predictive Planning with Adaptive Planning.
Transition: Use Release Plans Instead of Gantt Charts.
Transition: Stress Execution over Planning.
Transition: Practice Time Pacing, Not Event Pacing.
Transition: Practice Participatory, Not Authoritarian Decision Making.
Transition: Coordinate Work Execution Through Commitments, Not Commands.
Transition: Increase Personal Interactions, Especially Across Organizational Stovepipes.
Principle 3: Institute Learning and Adaptation.
Transition: Respond to Change with Adaptive, Not Corrective Action.
Transition: Move from Lessons Learned to Project Reflections.
Transition: Lead through Presence, Not Power.