Agile project management creating innovative products
Please note - there is now a second edition of this book available, with the ISBN of 0321658396. “Jim Highsmith is one of a few modern writers who are helping us understand the new nature of work in the knowledge economy.” —Rob Austin, Assistant Professor, Harvard Business School “This is the projec...
| Autor principal: | |
|---|---|
| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Boston :
Addison-Wesley
c2004.
|
| Edición: | 1st edition |
| Colección: | Agile software development series
Safari tech books online. |
| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009627067506719 |
Tabla de Contenidos:
- Cover
- Contents
- Preface
- Introduction
- Chapter 1: The Agile Revolution
- Innovative Product Development
- Reliable Innovation
- Continuous Innovation
- Product Adaptability
- Reduced Delivery Schedules
- People and Process Adaptability
- Reliable Results
- Core Agile Values
- Responding to Change
- Working Products
- Customer Collaboration
- Individuals and Interactions
- Agile Project Management
- Agility Defined
- The APM Framework
- Thriving in a Chaordic World
- Our Journey
- Chapter 2: Guiding Principles: Customers and Products
- Herman and Maya
- The Guiding Principles of Agile Project Management
- Deliver Customer Value
- Innovation and Adaptability
- Planning and Control to Execution
- Delivery versus Compliance
- Employ Iterative, Feature-Based Delivery
- Creating a Better Product
- Producing Earlier Benefits
- Progressive Risk Reduction
- Champion Technical Excellence
- Customers and Products
- Chapter 3: Guiding Principles: Leadership-Collaboration Management
- Management Style
- The Business of APM
- Reliable, Not Repeatable
- Progress Reporting
- Leadership-Collaboration Management
- Encourage Exploration
- Shared Space
- Encouragement Isn't Enough
- Build Adaptive (Self-Organizing, Self-Disciplined) Teams
- Getting the Right People
- Articulating the Product Vision
- Encouraging Interaction
- Participatory Decision Making
- Insisting on Accountability
- Steering, Not Controlling
- Self-Discipline
- Simplify
- Generative Rules
- Barely Sufficient Methodology
- Principles to Practices
- Chapter 4: An Agile Project Management Model
- Principles and Practices
- An Agile Process Framework
- Phase: Envision
- Phase: Speculate
- Phase: Explore
- Phase: Adapt
- Phase: Close
- Judgment Required
- Project Size
- Agile Practices
- Chapter 5: The Envision Phase.
- Get the Right People
- Phase: Envision
- Practice: Product Vision Box and Elevator Test Statement
- Objective
- Discussion
- Practice: Product Architecture
- Objective
- Discussion
- Guiding Principles
- Practice: Project Data Sheet
- Objective
- Discussion
- Tradeoff Matrix
- Exploration Factor
- Practice: Get the Right People
- Objective
- Discussion
- Practice: Participant Identification
- Objective
- Discussion
- Practice: Customer Team-Developer Team Interface
- Objective
- Discussion
- Practice: Process and Practice Tailoring
- Objective
- Discussion
- Self-Organization Strategy
- Process Framework Tailoring
- Practice Selection and Tailoring
- Early Planning
- Envision Summary
- Chapter 6: The Speculate Phase
- Scope Evolution
- Phase: Speculate
- Practice: Product Feature List
- Objective
- Discussion
- Practice: Feature Cards
- Objective
- Discussion
- Practice: Performance Requirements Cards
- Objective
- Discussion
- Practice: Release, Milestone, and Iteration Plan
- Objective
- Discussion
- Iteration 0
- Iterations 1-N
- Next Iteration Plan
- First Feasible Deployment
- Estimating
- Scope Evolution
- Risk Analysis and Mitigation
- Speculate Summary
- Chapter 7: The Explore Phase
- Individual Performance
- Phase: Explore
- Practice: Workload Management
- Objective
- Discussion
- Practice: Low-Cost Change
- Objective
- Discussion
- Technical Debt
- Simple Design
- Frequent Integration
- Ruthless Testing
- Opportunistic Refactoring
- Practice: Coaching and Team Development
- Objective
- Discussion
- Focusing the Team on Delivering Results
- Molding a Group of Individuals into a Team
- Developing Each Individual's Capabilities
- Providing the Team with Required Resources and Removing Roadblocks
- Coaching the Customers
- Orchestrating Team Rhythm.
- Practice: Daily Team Integration Meetings
- Objective
- Discussion
- Practice: Participatory Decision Making
- Objective
- Discussion
- Decision Framing
- Decision Making
- Decision Retrospection
- Leadership and Decision Making
- Set- and Delay-Based Decision Making
- Practice: Daily Interaction with the Customer Team
- Objective
- Discussion
- Stakeholder Coordination
- Explore Summary
- Chapter 8: The Adapt and Close Phases
- Progress
- Phase: Adapt
- Practice: Product, Project, and Team Review and Adaptive Action
- Objective
- Discussion
- Customer Focus Groups
- Technical Reviews
- Team Performance Evaluations
- Project Status Reports
- Adaptive Action
- Phase: Close
- Adapt and Close Summary
- Chapter 9: Building Large Adaptive Teams
- An Achilles' Heel?
- The Scaling Challenge
- A Scaled Adaptive Framework
- A Hub Organizational Structure
- Self-Organization Extensions
- Team Self-Discipline
- The Commitment-Accountability Protocol
- Is It Working?
- Structure and Tools
- Summary
- Chapter 10: Reliable Innovation
- The Agile Vision
- The Changing Face of New Product Development
- Agile People and Processes Deliver Agile Products
- Implementing the Vision
- Reliable Innovation
- The Value-Adding Project Manager
- Conviction
- Bibliography
- Index.
