Breaking the addiction to process : an introduction to agile project management.
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Companies using traditional development methods are finding it increasingly difficult to maintain profitable business relationships in today's climate. Agile is a flexible, adaptable system and this book will help you implement it for maximum impact and success for your business. With Agile you can deliver the results your clients want, with the results you want too! Introduction Clinging to the old ways Why do projects fail? There's a better way to run projects Breaking the addiction to process Chapter 1: Satisfy the Customer Through Early and Continuous Delivery The failure of traditional project management Welcome to the flexible world of Agile Delivering in increments Chapter 2: Welcome Changing Requirements No plan survives contact with the enemy This is the way it used to happen Planning in an Agile world How is Agile planning implemented? Tasks are estimated collaboratively essential to get the backlog right Why we went Agile Chapter 3: Deliver Working Software Frequently Produce code increments during a sprint How much work has your team done? Sprint retrospective Transitioning a company to Agile Chapter 4: Business People and Developers Work Together Daily A continuous conversation Collaborative management Chapter 5: Build Projects Around Motivated Individuals Engineers choose their own work Giving up control Management must be serious about Agile Chapter 6: Convey Information via Face-to-Face Conversation Jargon Blitz The Agile answer to death by PowerPoint(R) Where does the scrum fit in the Agile world? The location of teams Chapter 7: Working Software is the Primary Measure of Progress Measuring results Not so many bottlenecks in Agile Ways to implement the new approach Chapter 8: Maintain a Constant Pace Indefinitely Projects don't have to be perfect Managing time in Agile mode Shorten the time between planning and delivery Chapter 9: Give Continuous Attention to Technical Excellence Test-driven development There might still be last-minute panic Other areas need continuous attention too Chapter 10: Simplify - Maximise the Amount of Work Not Done Minimal engineering Remove activity that adds no value Reduce bureaucracy Chapter 11: Teams Self-Organise The office is a social environment Don't manage like it's 1959 Simplify decision making Chapter 12: Teams Retrospect and Tune Their Behaviours Sprint retrospectives Working to the same heartbeat Change isn't easy ITG Resources
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