Agile Portfolio Management
Agile development processes foster better collaboration, innovation, and results. So why limit their use to software projects-when you can transform your entire business? Written by agile-mentoring expert Jochen Krebs, this book illuminates the opportunities-and rewards-of applying agile processes...
| Autor principal: | |
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| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Sebastopol :
Microsoft Press
2008.
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| Edición: | 1st edition |
| Colección: | Best practices Agile portfolio management
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| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009627277406719 |
Tabla de Contenidos:
- Cover; Copyright Page; Contents at a Glance; Table of Contents; Acknowledgments; Introduction; Part I: Agile for Managers; Part II: Defining, Planning, and Measuring Portfolios; Part III: Organization and Environment; Who Is This Book For?; Find Additional Content Online; Support for This Book; Questions and Comments; Part I: Agile for Managers; Chapter 1: Motivations; Managing Expectations; Late Changes; Requirements Paralysis; Ambiguity; Too Many Requirements; Too Few Requirements; Change Control Board; Time to Market; Innovation; Funding; Summary; Chapter 2: Agile Software Development
- DefinitionsWhat Is Agile?; Agile Processes; Agile Manifesto; Agile Alliance; Agile Project Leadership Network; Key Practices of Agile Development; Iterative-Incremental Development; Test-Driven Development; Continuous Integration; Face-to-Face Communication; Things You Observe in an Agile Project; Pair Programming; Daily Stand-Up Meetings; Stories About Requirements; Team Rooms; Frequent Releases; Self-Organized Teams; Summary; Chapter 3: Project Management; Traditional Project Management; Work-Breakdown Structures; Gantt Charts; Critical Path Analyses; Project Reports
- Summary About ChallengesAgile Project Management; Project Management Declaration of Interdependence; Roles and Responsibilities; Roles; Responsibilities; Summary; Part II: Defining, Planning, and Measuring Portfolios; Chapter 4: Foundation; Facts; Organization; Functional Organization; Projectized Organization; Matrix Organization; Composite Structure; Project Management Office; Terms and Definitions; Project; Program; Portfolio; Stakeholders; Goals; Too Many Projects; Projects Rarely Get Terminated; Not Enough Resources Are Available; Lack of Metrics; No Vision; Summary; Chapter 5: Metrics
- MetricsProgress (Velocity); Quality; Team Morale; Reporting; Status Report; Interpretation; Summary; Chapter 6: Return on Investment; Goals and Objectives; The Increment; Financial Models; Payback Period; Net Present Value (NPV); Internal Rate of Return; Cost-Benefit Analysis; Benefits Provided by Projects; Decreasing Benefits; Benefits Deadline; Increasing Benefits; Risks; Technology; Summary; Chapter 7: Project Portfolio Management; Balancing the Project Portfolio; Avoid Pursuing Too Many Projects at Once; Balance Your Portfolio with Risky and Rewarding Projects
- Balance a Portfolio with Visionary ProjectsAvoid Small Projects That Limit Vision and Impede Development; Initiating a Project; Implementing a Process for Collecting Ideas; Presenting the Business Case; Assessing a Business Case; Collecting and Managing Proposals; Competitive Projects: May the Best Project Win; Selecting a Project; Go/No-Go; Pausing a Project; Accelerating a Project; Summary; Chapter 8: Resource Portfolio Management; Balancing the Resource Portfolio; Lack of Vision; Too Many Projects and Not Enough Resources; Projects Require Different Skills; Lack of Feedback from Resources
- Roles and Resource Pools
