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| موضوع: كتاب The Project MANAGER’S GUIDE TO MASTERING AGILE - Principles and Practices for an Adaptive Approach السبت 23 ديسمبر 2023, 11:50 am | |
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أخواني في الله أحضرت لكم كتاب The Project MANAGER’S GUIDE TO MASTERING AGILE - Principles and Practices for an Adaptive Approach Second Edition Charles G. Cobb Agile Project Management Academy
و المحتوى كما يلي :
CONTENTS P R E FA C E xvii A C K N O W L E D G M E N T S xxiii Introduction to Agile Project Management 1 The Chasm in Project Management Philosophies 2 What’s Driving These Changes? 3 The Impact on the Project Management Profession 4 The Evolution of Agile and Waterfall 6 Definition of Waterfall 7 Definition of Agile 7 Comparison of Predictive (Plan-Driven) and Adaptive (Value-Driven) Approaches 8 Which Approach Is Better? 10 The Evolution of the Project Management Profession 11 The Early History of Project Management 12 Transformation of the Project Management Profession 13 What’s Driving This Change, and Why Now? 14 Agile Project Management Benefits 17 Summary of Key Points 19 Discussion Topics 20 Notes 21 Part 1 Fundamentals of Agile Agile History and the Agile Manifesto 25 Agile Early History 25 Dr. Winston Royce and the Waterfall Model (1970) 26 Early Iterative and Incremental Development Methods (Early 1970s) 28 Further Evolution of Iterative and Incremental Development (Mid-to-Late 1970s) 28 Early Agile Development Methods (1980s and 1990s) 29 Agile Manifesto (2001) 30 Agile Manifesto Values 30 Agile Manifesto Principles 33 Summary of Key Points 39 Discussion Topics 40 Notes 41 1 2vi C O N T E N T S Scrum Overview 43 Scrum Framework 44 Sprints 45 Product Backlog 45 Scrum Meetings 47 Scrum Roles 50 Product Owner Role 50 Scrum Master Role 51 Team Role 53 Scrum Values 54 Commitment and Focus 55 Openness 56 Respect 57 Courage 58 General Scrum/Agile Principles 58 Variability and Uncertainty 59 Prediction and Adaptation 60 Validated Learning 61 Work in Progress 62 Progress 63 Performance 64 Summary of Key Points 66 Discussion Topics 66 Notes 67 Agile Planning, Requirements, and Product Backlog 69 Agile Planning Practices 69 Planning Strategies 70 Capacity-Based Planning 72 Spikes 73 Progressive Elaboration 74 Value-Based Functional Decomposition 74 Agile Requirements Practices 75 The Role of a Business Analyst in an Agile Project 75 “Just Barely Good Enough” 77 Differentiating Wants from Needs and the “Five Whys” 77 MoSCoW Technique 78 User Personas and User Stories 79 User Personas 79 User Stories 80 Epics 82 Product Backlog 83 What Is a Product Backlog? 83 Product Backlog Grooming (Refinement) 84 Summary of Key Points 86 Discussion Topics 88 Notes 89 Part 2 Agile Project Management Overview Agile Development, Quality, and Testing Practices 95 Agile Software Development Practices 96 Code Refactoring 96 Continuous Integration 97 3 4 5C O N T E N T S vii Pair Programming 98 Test-Driven Development 99 Extreme Programming (XP) 100 Agile Quality Management Practices 100 Key Differences in Agile Quality Management Practices 100 Definition of “Done” 101 The Role of Quality Assurance (QA) Testing in an Agile Project 102 Agile Testing Practices 103 Concurrent Testing 103 Acceptance Test-Driven Development 103 Repeatable Tests and Automated Regression Testing 104 Value-Driven and Risk-Based Testing 104 Summary of Key Points 104 Discussion Topics 107 Time-Boxing, Kanban, and Theory of Constraints 109 The Importance of Flow 111 Small Batch Sizes 111 Just-In-Time Production 111 Concurrent Processing 111 Time-Boxing 112 Time-Boxing Advantages 112 Additional Time-Boxing Productivity Advantages 113 The Kanban Process 113 Push and Pull Processes 114 What Is a Kanban Process? 115 Differences Between Scrum and Kanban 116 Work-In-Process (WIP) Limits in Kanban 117 Kanban Boards 118 Theory of Constraints 119 Summary of Key Points 122 Discussion Topics 123 Notes 123 Agile Estimation 125 Agile Estimation Overview 125 What’s Different about Agile Estimation? 125 Developing an Estimation Strategy 127 Management of Uncertainty 127 Agile Estimation Practices 129 Levels of Estimation 129 Story Points 130 Other Relative Sizing Techniques 133 What Is Planning Poker? 134 More Sophisticated Agile Estimation Techniques 134 Velocity and Burn-Down/Burn-Up Charts 135 Velocity 135 Burn-Down Charts 135 Burn-Up Charts 137 Summary of Key Points 138 Discussion Topics 139 Notes 141 6 7viii C O N T E N T S Agile Project Management Role 143 Agile Project Management Shifts in Thinking 145 Emphasis on Maximizing Value Versus Control 145 Emphasis on Empowerment and Self-Organization 147 Limited Emphasis on Documentation 148 Managing Flow Instead of Structure 149 Potential Agile Project Management Roles 149 Making Agile Work at a Team Level 150 Hybrid Agile Project Role 151 Enterprise-Level Implementation 152 Using Agile Concepts in Non-Agile Projects 155 AGILE, PMI, AND PMBOK 156 Prior PMBOK Versions 156 What’s Different about PMBOK Version 7? 157 The Difference Between Explicit and Tacit Knowledge 159 Summary of Key Points 160 Discussion Topics 161 Notes 161 Agile Communications and Tools 163 Agile Communications Practices 163 Information Radiators 163 Face-to-Face Communications 165 Daily Scrum Meetings 166 Distributed Teams 166 Agile Project Management Tools 167 Benefits of Agile Project Management Tools 168 Characteristics of Enterprise-Level Agile Project Management Tools 169 Summary of Key Points 172 Discussion Topics 173 Notes 173 Learning to See the Big Picture 175 Systems Thinking 175 What Is Systems Thinking? 175 How Is Systems Thinking Used in Organizations? 176 Complex Adaptive Systems 177 What Are Complex Adaptive Systems? 177 Characteristics of Complex Adaptive Systems 179 Summary of Key Points 182 Discussion Topics 183 Notes 184 The Roots of Agile 185 Influence of Total Quality Management (TQM) 185 Cease Dependence on Inspection 186 Emphasis on the Human Aspect of Quality 188 The Need for Cross-functional Collaboration and Transformation 189 8 9 10 11C O N T E N T S ix Importance of Leadership 190 Ongoing Continuous Improvement 191 Influence of Lean Manufacturing 192 Customer Value 195 Map the Value Stream 196 Pull 196 Flow 200 Respect for People 203 Perfection 204 Principles of Product Development Flow 205 1. Economics 205 2. Queues: Actively Manage Queues 205 3. Variability: Understand and Exploit Variability 206 4. Batch Size: Reduce Batch Size 206 5. WIP Constraints: Apply WIP Constraints 206 6. Control Flow Under Uncertainty: Cadence and Synchronization 207 7. Fast Feedback: Get Feedback as Fast as Possible 207 8. Decentralize Control 207 Summary of Key Points 208 Discussion Topics 209 Notes 210 Part 3 Agile Project Management Planning and Management Hybrid Agile Models 217 Why Would You Use a Hybrid Agile Approach? 218 Fit for Purpose 218 As a Transition to a Full Agile Approach 218 What Are the Benefits of a Hybrid Agile Approach? 219 General Benefits of a Hybrid Agile Approach 219 Other Benefits of a Hybrid Agile Approach 219 What’s Different About a Hybrid Agile Approach? 220 Key Differences from a Plan-driven (Waterfall) Approach 221 Key Differences from an Agile Approach 222 Choosing the Right Approach 223 Most Important Factors to Consider 223 Other Factors to Consider 224 Summary of Key Points 224 Discussion Topics 225 Notes 225 Value-Driven Delivery 227 Value-Driven Delivery Overview 227 What’s Different about ValueDriven Delivery? 228 What Are the Advantages of ValueDriven Delivery? 229 Principles of Value-Driven Delivery 230 Focus on Customer Needs Rather Than Solutions 231 The Pareto Rule 232 Customer-Value Prioritization Overview 233 12 13x C O N T E N T S Levels of Prioritization 233 Factors to Consider in Prioritization 234 MoSCoW Prioritization 234 Value-Driven Delivery Tools 235 Minimum Viable Product 235 Minimum Marketable Feature 235 Summary of Key Points 236 Discussion Topics 238 Notes 239 Adaptive Planning 241 Rolling-Wave Planning 242 Overview of Rolling-Wave Planning 242 Comparison of Planning Approaches 244 Progressive Elaboration and Multilevel Planning 247 Progressive Elaboration 247 Multilevel Planning 248 Summary of Key Points 251 Discussion Topics 253 Notes 253 Agile Planning Practices and Tools 255 Product/Project Vision 255 What Is a Product/Project Vision? 255 Product/Project Vision Examples 256 Tips for Creating a Compelling Vision 257 Product Roadmaps 258 What Are the Benefits of a Product Roadmap? 258 Tips for Creating a Product Roadmap 258 Exploratory 360 Assessment 259 Agile Functional Decomposition 261 Relationship of Functional Decomposition to Agile 261 Functional Decomposition Examples 262 Project Charter 264 Summary of Key Points 265 Discussion Topics 268 Notes 269 Agile Stakeholder Management and Agile Contracts 271 What Is a Stakeholder? 272 Internal Stakeholders 272 External Stakeholders 272 Why Is Stakeholder Management Important? 273 Stakeholder Management Can Be Difficult 273 What Can Go Wrong? 273 Common Stakeholder Management Mistakes 274 Stakeholder Management Process 275 Identify and Analyze Stakeholders 275 Prioritize Stakeholders 276 What’s Different About Agile Stakeholder Management? 277 14 15 16C O N T E N T S xi Advantages of an Agile Stakeholder Management Approach 277 Agile Stakeholders Have Rights and Responsibilities 278 Responsibility for Stakeholder Management in an Agile Environment 278 Eight Tips for Agile Stakeholder Management 278 Agile Contracts 280 How Would an Agile Contract Work? 280 Types of Agile Contracts 280 An Agile Contracting Example 282 Summary of Key Points 283 Discussion Topics 284 Notes 285 Distributed Project Management in Agile 287 What Is Distributed Project Management? 287 Distributed Project Management Roles 290 Developer Project Management Responsibilities 291 Product Owner Project Management Responsibilities 292 Scrum Master Project Management Responsibilities 295 Summary of Key Points 295 Discussion Topics 297 Note 298 Part 4 Making Agile Work for a Business Scaling Agile to an Enterprise Level 301 Enterprise-Level Agile Challenges 302 Differences in Enterprise-Level Agile Practices 302 Reinterpreting Agile Manifesto Values and Principles 303 Enterprise-Level Obstacles to Overcome 307 Collaborative and Cross-Functional Approach 307 Organizational Commitment 308 Risk and Regulatory Constraints 309 Enterprise-Level Implementation Considerations 310 Architectural Planning and Direction 310 Enterprise-Level Requirements Definition and Management 311 Development Team Integration 313 Release to Production 314 Enterprise-Level Management Practices 315 Project/Program Management Approach 316 The Role of a Project Management Office (PMO) 317 Project/Product Portfolio Management 319 Summary of Key Points 321 Discussion Topics 323 Notes 323 17 18xii C O N T E N T S Scaling Agile for Multiple-Team Projects 325 Scrum-of-Scrums Approach 325 Large-Scale Scrum (LeSS) 327 Nexus 328 Scrum at Scale 329 Summary of Key Points 330 Discussion Topics 331 Notes 331 Adapting an Agile Approach to Fit a Business 333 The Impact of Different Business Environments on Agile 334 Product-Oriented Companies 334 Technology-Enabled Businesses 335 Project-Oriented Businesses 336 Hybrid Business Model 337 Adapting an Agile Approach to a Business 337 Typical Levels of Management 338 Overall Business Management Level 338 Enterprise Product/Project Portfolio Management Level 342 Product Management Level 344 Project Management Level 344 Corporate Culture and Values 345 The Importance of Corporate Culture and Values 345 Value Disciplines 347 Summary of Key Points 352 Discussion Topics 353 Notes 353 Enterprise-Level Agile Transformations 355 Planning an Agile Transformation 355 Define the Goals You Want to Achieve 355 Becoming Agile Is a Journey, Not a Destination 356 Develop a Culture That Is Conducive to Agile 357 Manage Change 359 Don’t Throw the Baby Out with the Bathwater 361 Tools Can Be Very Important 362 Adaptive Project Governance Model 364 Executive Steering Group 365 Project Governance Group 366 Working Group Forums 366 Project Teams 366 Summary of Key Points 366 Discussion Topics 368 Notes 369 Part 5 Enterprise-Level Agile Frameworks Scaled Agile Framework 373 SAFe Competency Areas 373 SAFe Core Values 377 Lean Agile Mindset in SAFe 378 SAFe Lean Agile Principles 379 SAFe Artifacts and Supporting Capabilities 380 Summary of Key Points 380 19 20 21 22C O N T E N T S xiii Discussion Topics 382 Notes 383 Disciplined Agile Delivery (DAD) 385 DA Life Cycles 386 Life Cycle Summary 387 DA Roles 387 Primary DA Roles 387 Supporting DA Roles 390 DA Mindset 391 DA Principles 391 DA Promises 392 DA Guidelines 392 DA Tool Kit 392 Summary of Key Points 393 Discussion Topics 395 Notes 395 Managed Agile Development Framework 397 Managed Agile Development Overview 398 The Macro-Level 399 The Micro-Level 399 Objectives of Managed Agile Development 399 Plan-Driven Benefits 399 Agile Benefits 400 Key Differences from a Typical Waterfall Approach 400 Framework Description 403 Project Organization and Work Streams 403 High-Level Process Overview 403 Requirements Management Approach 408 Project Scheduling Approach 411 Project Management Approach 411 Communications Approach 412 Roles and Responsibilities 414 Summary of Key Points 418 Discussion Topics 422 Summary of EnterpriseLevel Frameworks 423 High-Level Comparison 423 How These Frameworks Have Evolved 424 Discussion Topics 424 Part 6 Case Studies “Not-So-Successful” Case Studies 427 Company A 428 Background 428 The Approach 428 What Went Wrong 428 Overall Conclusions 428 Company B 430 Background 430 The Approach 431 What Went Wrong 431 23 24 25 26xiv C O N T E N T S Overall Conclusions 432 Company C 436 Background 436 The Approach 436 What Went Wrong 436 Overall Conclusions 441 Discussion Topics 441 Notes 441 Case Study: Valpak 443 Background 443 Valpak Stakeholders 443 Valpak Franchisees 444 Consumers 444 Merchants 444 Corporate 444 The Role of Technology at Valpak 445 Overview 445 Scaled Agile Framework Implementation 445 Project Management Approach 451 Tools, Communication, and Reporting 452 Challenges 453 Cultural and Organizational Challenges 453 Technical Challenges 457 Other Challenges 459 Overall Summary 461 Key Success Factors 461 Results and Conclusions 463 More Strategic Management Focus 463 Management of IT Resources 464 Time-to-Market 464 Alignment and Collaboration 465 Employee Productivity and Morale 465 Delivering More Frequent Value to Customers 465 Openness and Transparency 465 Responsiveness and Adaptivity 465 Software Quality 465 Lessons Learned 466 Forming Projects Around Teams 466 Planning Team Capacity and Developing a Sustainable Pace 466 Using Sprint Reviews and “Science Fairs” 467 Discussion Topics 467 Notes 467 Case Study: Harvard Pilgrim Health Care 469 Background 469 Overview 470 Impact of Outsourcing and Vendor Partnering 472 Role of the PMO 473 Project Governance 474 Role of Tools 476 Project Methodology Mix 476 Project Portfolio Management 477 Project Management Approach 478 Project Methodology 478 Implementation Package Development 480 27 28C O N T E N T S xv Implementation Package Refinement 480 Project Reporting 481 Contractual Relationship with Dell Services 482 Challenges 483 Cultural and Organizational Challenges 483 Contractual Challenges 486 Technical Challenges 489 Other Challenges 491 Key Success Factors 493 Conclusions 494 Lessons Learned 494 Discussion Topics 497 Notes 497 Case Study: General Dynamics, UK 499 Background 499 Overview 500 Requirements Prioritization and Management Approach 500 Contract Negotiation and Payment Terms 501 Planning Approach 501 Personnel Management 502 Communication 502 Management and Leadership Approach 503 Project Management Approach 503 DSDM Overview 504 DSDM Principles 505 Challenges 507 Cultural and Organizational Challenges 507 Contractual Challenges 507 Technical Challenges 508 Overall Summary 509 Key Success Factors 509 Conclusions 510 Lessons Learned 512 Tailor the Agile Delivery Technique as Part of Early Project Planning 512 Agile Techniques Can Be Applied to New Project Environments 512 Discussion Topics 512 Notes 512 Agile Hardware Development 513 Agile Hardware Development Overview 514 Hardware Development Challenges 514 The Speed of Change Is What Is Important 515 How to Put This Into Practice 516 How It’s Done at Tesla 518 The Tesla Approach 519 Overall Summary 522 The Trade-Off Associated with Creativity and Innovation 522 29 30xvi C O N T E N T S Does the Tesla Agile Hardware Development Model Work for All Companies? 522 Discussion Topics 523 Notes 523 Non-Software Case Studies 525 Agile Home Remodeling 525 Background 525 Why Was This Project So Difficult? 526 Project Planning and Inception 526 Project Scope 526 Contractor Selection 527 How Did the Project Work Out? 529 What Were the Results? 529 Overall Conclusions and Lessons Learned 529 Agile Book Publishing 530 How Was the Agile Approach Different? 530 Lessons Learned 531 Why Do People Have Trouble with This? 532 Discussion Topics 533 Overall Summary 535 Evolution of the Project Management Profession 535 The Future of Project Management 535 What Does It Take to Become a Good Agile Project Manager in This New Environment? 537 What to Do Differently 538 General Recommendations 540 Appendices Appendix A Additional Reading and Resources 545 Appendix B Glossary of Terms 547 Appendix C Example Project/ Program Charter Template 557 Appendix D Suggested Course Outline 563 INDEX 571 INDEX A Acceptance test driven development, 103, 106 Accountability, 54, 55, 454, 463, 493, 520 Adapting an agile approach to fit your business, 333–353 Adapting the methodology to fit the business, 495 Adaptive project management, 17, 155, 564 Adaptivity, 213, 229–230, 237, 242, 280, 288, 371, 402, 419, 465, 527–529, 539 Agile aligning with a business, 335 communications practices, 163–167, 172 development practices, 98–100, 302, 321 documentation, 31–32, 65, 79, 148–149, 155, 160, 264, 277, 279, 305 estimation, 92, 112, 125–141 planning practices, 69–75, 86, 88, 214, 241, 255–269 QA testing, 102–103, 106, 120, 121, 210, 307, 496, 551–552 scaling to an enterprise level, 300–324, 564 team-level implementation, 6, 150–151, 274, 299, 428 testing practices, 91, 95–107 Agile contracts, 152, 214, 271–285 Agile culture shift, 456, 462 Agile estimation, 92, 112, 125–141 levels of estimation, 129–130 Agile Manifesto principles, 7, 23, 33–40, 164, 303–306, 342, 473, 547 values, 7, 23, 30–33, 40, 168, 303–306, 342 Agile project leaders, 445, 451, 461 Agile Project Management benefits, 17–20, 168–169 enterprise-level role, 152–155, 160, 315–320, 323, 564 hybrid Agile project role, 151–152 potential roles, 149–156, 160 role, 143–161 shifts in thinking, 145–149, 160 team-level role, 150–151 tools, 92, 164, 167–172 Agile Project Management stereotypes, 2, 5, 19, 144 Agile Project Management tools benefits, 168–169 characteristics, 169–171 Agile transformation, 153, 300, 345, 355–369, 371, 441, 444, 445, 462, 466, 472, 473, 497, 563, 564 Alignment and collaboration (Valpak), 465 Appelo, Jurgen, 339572 I n d e x Architectural design planning, 495 Architectural Kanban, 446, 448–449 Architectural Kanban board, 449 Architectural planning, 311, 439 Architectural planning and direction, 310–311 Architecture planning, 310, 311, 439 Architecture role/involvement, 458 Assigning projects to teams, 495 Automated regression testing, 104, 106, 490, 496 B Batch sizes, 62, 111, 200, 201, 206, 379 Becoming Agile is a journey, 356–357, 367 Build process (Valpak), 458 Burn-down Charts. See VersionOne Business analyst, 46, 51, 54, 290–292, 296, 344, 430, 431, 474 Agile project role, 75–77, 86–87 Business environments, 40, 58, 59, 66, 153, 176, 179, 183, 204, 299, 300, 302, 309, 333–338, 343–345, 347–349, 352, 356, 357, 364, 365, 371, 397, 428, 530, 543, 557, 563, 564 Business involvement, 147, 485 Business management, 299, 334, 339, 352 Business ownership, 463 Business process owner, 414 Business sponsor, 35, 51, 154, 163, 172, 221, 222, 227, 272, 397, 400–402, 419 C Change is essential, 430 Change Management, 222–223, 309, 361, 365, 367, 410 Charter, 261, 264–265, 268, 399, 404, 411, 420, 421, 543, 557–561 CIO retrospective, 496–497 Coaching and mentoring, 150, 509 Code refactoring, 96–97, 105, 548 Collaboration, 1, 32, 35, 38, 58, 77, 86, 163, 165, 169–170, 172, 189–190, 277, 289, 305, 325, 363, 450, 451, 454–455, 460, 464, 465, 472–474, 478, 483, 487, 515, 528 Collaborative approach to contract management, 510–511 Commit resources to teams, 429 Communication, 31, 36, 38, 48, 134, 163, 165–167, 264, 275, 277, 326, 402, 431, 452–453, 472, 497, 502–503, 549, 552 Compensation, billing, and multidisciplinary roles, 489 Concurrent processing, 111–112, 203 Conflict management, 510 Continuous integration, 97–99, 105, 363, 445, 457, 515–517, 521 Continuous integration (Valpak), 445 Contracting approach, 32, 280, 284, 308, 488, 494 Contract management, 499, 510–511 Contract negotiation, 32, 305, 472, 501 Contracts, Agile, 152, 214, 271–284, 494 Contractual challenges, 486–489, 507–508 Cooks and Chefs analogy, 17, 538 Covey, Stephen, 345, 350 CPM, 12 Cross-functional, 39, 52–54, 57, 66, 91, 95, 100, 102, 104, 154, 179, 189–190, 203, 208, 220, 222, 307, 322, 339, 346, 355, 365, 401–402, 419, 487I n d e x 573 Cross-team dependencies, 452, 453, 473, 474 Cultural change, 308, 322, 428, 484, 493, 496 Culture, 113, 153, 154, 159, 176, 177, 279, 300, 308, 309, 319, 334, 338, 339, 345–352, 356–359, 361, 367, 373, 377, 380, 393, 394, 440, 445, 456, 462, 493, 502, 505, 510, 514, 516, 518, 539, 541 Customer intimacy, 349, 350 Customer value, 193–196, 208, 214, 227, 232–238 D Daily Standup, 48, 164, 167, 250, 325, 549 Decomposing stories, 459 Definition of “Done,” 101–102, 106, 137, 408, 421, 554 Deming, W. Edwards, 14, 15, 25, 185, 186, 358 Differentiating wants from needs, 77–78, 87 Disciplined Agile Delivery Framework (DAD), 371, 385–396 Distributed teams, 36, 48, 164, 166–167, 172, 316, 541, 669 DSDM. See Dynamic Systems Development Method (DSDM) DSDM Atern, 504, 505 DSDM Principles, 501, 505–506 Dynamic Systems Development Method (DSDM), 426, 500–505, 509–512, 549 E Employee productivity (Valpak), 465 Empowerment and self-organization, 147, 160, 536 Enterprise level Agile, 153, 154, 156, 168, 169, 300, 302–306, 311, 321–323, 345, 355–369 Enterprise-level architecture planning, 490 Epics, 75, 76, 82, 83, 86, 88, 233, 243, 246, 249, 261–263, 266, 267, 313, 320, 449–453, 480 Epics (SAFe), 448 Estimating project schedules, 495–496 Explicit and tacit knowledge, 159 Extreme Programming (XP), 7, 100, 105, 279, 548, 549, 554 F Face-to-face communications, 36, 75, 81, 165–166, 172, 400, 506 Five Why’s, 239 Flow, 62, 73, 76, 81, 84–86, 92, 104, 109, 111–113, 116, 118–122, 139, 149, 160, 163, 168, 172, 199–203, 205–209, 377, 379, 398, 449, 518, 536, 550 Forming projects around teams, 466 G General Dynamics UK, 78, 152, 426, 499, 500, 507–509, 512 Government contracting, 32, 426, 499, 501 Government regulatory requirements, 492 H Harvard Pilgrim Health Care, 153, 312, 314, 336, 426, 469–498 High-performance teams, 57, 209, 378, 541 History of Project Management, 12–13 Hybrid Business Model, 337, 342574 I n d e x I Information Radiators, 163–165, 168, 172 Investment Themes (SAFe), 379 Iterative approach, 27, 29, 34, 38, 70, 159, 222, 231, 357, 387, 398, 399, 402–403, 419, 530, 532 J Just barely good enough, 38, 77, 87 Just-in-time, 25, 61, 85, 111, 117, 198, 202–203, 208 K Kanban definition, 113, 115–116 Scrum differences, 116–117 work-in-process limits, 117–118 Kanban Boards, 116, 118–119, 122, 155 Kanban systems (SAFe), 117 Kotter, John, 360, 369 L Leadership, 14, 15, 31, 36, 53, 95, 148, 149, 151, 153, 158, 186, 190–191, 208, 279, 291, 307–309, 338, 340, 348–351, 355, 357, 376, 378, 445, 446, 450, 452, 462, 478, 493, 499, 502, 503, 514, 522, 540 Lean customer value, 195, 196, 208 flow, 200–203, 208 Lean manufacturing, 25, 37, 93, 111, 122, 185, 192–195, 198, 204, 205, 208–210, 550 pull, 196–200, 208 value stream, 196, 208 Lean Startup, 320–321, 340–342, 387 Lean systems engineering, 193 Learning organization, 176, 177, 358, 373 Leffingwell, Dean, 301, 310, 312, 371, 448, 449 Levels of management, 299, 315, 333, 338–345, 374, 441 M Managed Agile Development Framework, 343, 371, 372, 397–421 Management of IT resources, 464 Management of uncertainty, 70, 127–128, 138 Managing stakeholders, 456 Morale (Valpak), 465 MoSCoW, 78–79, 87, 234–235, 237, 500, 504 O Office Space, 492 Openness, 56–57, 163, 164, 172, 378, 465 Operational excellence, 339, 348, 350, 376 Outsourcing, 472–473 P Pair programming, 98–99, 105, 551 Partnership, 11, 18, 32, 34, 35, 77, 92, 126, 138, 163–165, 172, 221, 223, 264, 277, 278, 280, 283, 284, 289, 290, 308, 378, 381, 400–401, 419, 432, 434, 435, 443, 464, 470, 494, 499, 528, 530, 540, 541I n d e x 575 Perfection, 179, 195, 204–205, 209, 526, 529 Personnel management, 502 PERT, 12, 109, 110, 143, 149, 167, 551 Pipelining, 202 Pivotal tracker, 452, 453, 455, 460 Planning an agile transformation, 355–363 Planning poker, 134 PMBOK, 70, 156–161, 264, 536 PMO, 155, 301, 312, 316–320, 323, 362, 368, 433, 456, 473, 474, 477, 478, 483, 488, 492, 497 Portfolio Kanban, 446, 449–452, 454, 551 Portfolio layer (SAFe), 446 Portfolio management, 155, 160, 258, 299, 300, 304, 318–321, 335–338, 342–344, 352, 363, 376, 385, 386, 397, 476–478, 551 Portfolio Management Team (SAFe), 376 Predicting release dates, 461 Product backlog definition, 45–47 grooming, 46, 47, 76, 84–85, 88, 132 Product leadership, 348–350 Product management, 197, 202, 344, 386, 396, 430 Product Owner, 4, 35, 46–51, 76, 81, 84, 86, 87, 102, 117, 131, 132, 135, 143, 147–149, 151, 164, 214, 222, 261, 271, 278, 290–298, 302, 312, 316, 326, 328–330, 375. 387–390, 411, 412, 416, 417, 421, 436, 451–456, 459, 461–466, 474, 475, 477, 481, 488, 489, 497, 513, 518, 520, 551 Program layer (SAFe), 446 Program management, 153–154, 171, 316–317, 445 Progressive elaboration, 74, 86, 241, 242, 247–248, 251–252, 402, 408, 421 Project Communications Management, 157 Project Cost Management, 157 Project governance, 364–366, 368, 432, 433, 437, 474–475, 541 Project Human Resource Management, 157 Project methodology, 95, 318–319, 435, 476–479, 488 Project metrics, 503–504 Project negotiations, 504 Project portfolio management, 299, 300, 303, 304, 321, 336–338, 342–345, 352, 397, 477–478, 485 Project Procurement Management, 157 Project Quality Management, 157 Project Risk Management, 157, 293 Project scheduling, 411, 421, 422 Project Scope Management, 157 Project Stakeholder Management, 157 Project startup, 11, 503 Project Time Management, 157 Pull, 114–115, 117, 122, 194, 196–200, 208, 444, 451, 518 Q QA testing, 102–103, 106, 120, 121, 307, 438, 496, 551–552 Quality assurance, 10, 18, 120, 307, 540 R Real-time decision-making, 8, 504, 552 Regression testing, 104, 106, 490576 I n d e x Regulatory requirements, 152, 193, 309, 492 Release management, 202, 446, 473 Repeatable tests, 104, 106 Reporting, 150, 164, 168–171, 296, 317, 318, 336, 363, 452–453, 473, 476–478, 481–482 Requirements management, 79, 202, 363, 408, 410–411, 421 Requirements prioritization and management, 500 Respect for people, 18, 203–205, 209, 345 Ries, Eric, 235, 340 Risk management, 220, 224, 293–294, 297, 510, 530, 550 Roadmap, 243, 249, 250, 258–259, 266, 293, 297, 380, 382, 386, 451, 514, 552 Rolling wave planning, 69–70, 72, 74, 84, 86, 222, 241–248, 252, 402, 411, 419, 421 S Scaled Agile Framework (SAFe), 171, 371, 373–384, 397, 418, 424, 445–451 Scaling Agile, 155, 224, 299–331, 564 Scrum, 8, 23, 31, 34, 35, 39, 43–67, 100, 105, 113, 116–118, 122, 151, 159, 166, 167, 177, 180, 199, 200, 220, 221, 242, 282, 300, 301, 314, 329–330, 362, 375, 381, 386, 387, 389, 390, 397, 423, 426, 445, 446, 449–453, 470, 472–477, 482, 513, 514, 518–521, 525, 531, 533, 541, 552 Scrum/Agile principles prediction and adaptation, 60–61 validated learning, 61 variability and uncertainty, 59–60 work in progress, 62–63 Scrum Master, 4, 46–48, 51–53, 84, 148, 151, 290, 295, 297, 326, 329, 375, 389, 403, 453, 467, 474, 478, 486, 513, 520 Scrum-of-Scrums, 316, 325–327, 330 Scrum roles Product Owner role, 50–51, 387 Scrum Master role, 51–53 team role, 53–54 Senior management engagement, 461, 463 Service-oriented architecture, 426, 471, 489 Software quality, 465 Software release process, 491 Spikes, 73–74, 86, 260 Sprint planning, 47–48, 55, 132, 291, 327, 330, 451, 452, 466, 520 Sprint Retrospective, 49–50, 61, 291, 330, 520 Sprint Review, 48–49, 61, 291, 296, 327, 330, 453, 467, 520 Sprints, 10, 18, 34, 44–46, 50, 73, 83, 85, 88, 112, 117, 122, 133, 135, 139, 262, 431, 450–452, 459, 481, 521 Stakeholder, 35, 47, 49, 51, 52, 77, 102, 154, 158, 164, 180, 214, 223, 224, 233, 236, 259–261, 264, 266, 268, 271–285, 312, 316, 317, 322, 357, 362–365, 368, 390, 393, 408, 412, 431, 443–444, 446, 448, 450, 451, 453, 456, 462, 463, 465, 467, 480, 482, 504–506, 511, 526, 529, 554, 558, 559I n d e x 577 Stereotypes. See Agile Project Management stereotypes Story pipelining, 202 Story point, 47, 81, 130–137, 139, 252, 404, 420, 460, 553 Strategic management focus, 463–464 Sustainable pace, 459, 466, 532 Systems thinking, 93, 175–177, 182–183, 376, 378, 379, 381 T Team assignments and resource sharing, 487 Team capacity, 47, 466 Team collaboration, 460 Team layer (SAFe), 445, 446 Teams co-located teams, 163, 166, 167, 224, 316, 363, 502 distributed teams, 36, 48, 164, 166–167, 169, 172, 316, 363, 368, 377, 541 Team structure, 392, 503, 504 Teamwork, 31, 54, 98, 102, 154, 164, 169, 172, 314, 346, 366, 509–510 Test-driven development (TDD), 99–100, 103, 105, 106, 445, 465, 553 Testing risk-based, 104, 106 value-driven, 104, 106 Theme, 169, 233, 249, 259, 261, 262, 267 Theory of constraints, 92, 109–123, 339 Time-Boxing, 74, 92, 109–123, 503, 511 Time-to-market (Valpak), 464–465 Tools, 4, 12, 17, 31, 60, 79, 92, 96, 98, 104, 109, 118, 149, 151, 163–173, 199, 214, 235–236, 238, 255–269, 303, 304, 309, 313, 318, 319, 343, 362–363, 368, 432, 435, 440, 444, 445, 452–453, 460, 473, 474, 476, 481, 493, 541, 551, 563, 564 Total Quality Management (TQM) continuous improvement, 191, 205, 208, 553 cross-functional collaboration, 189–190 dependence on inspection, 186–187 human aspect of quality, 188–189 leadership, 15, 190–191, 208 Traceability, 152, 262, 309, 363 Treacy, Michael, 347–349 U User personas, 79–80, 87, 554 User stories, 45, 46, 49, 65, 75, 76, 80–83, 86–88, 100, 133, 139, 166, 198, 199, 201, 206, 221, 234, 255, 256, 262, 263, 279, 291, 313, 363, 368, 401, 404, 405, 408, 420, 431, 476, 482, 549, 554, 558 V Valpak, 320, 338, 425–426, 443–467 Value-based functional decomposition, 74–75, 86, 89 Value disciplines, 347–351 Vendor partnering, 472–473 VersionOne, 169 Vision, 5, 19, 39, 69, 74–75, 86, 91, 92, 143–145, 208, 243, 246, 249, 255–259, 265–266, 277, 329, 357, 361, 380, 382, 386, 390, 410, 411, 421, 445, 480, 511, 519, 557–558578 I n d e x W Waste, 38, 62, 85, 111, 113, 131, 193, 196, 200, 201, 204, 205, 208–210, 241, 251, 539, 550 Waterfall, 2, 6–11, 18–20, 26–27, 31, 33, 36, 70, 86, 114, 117, 125, 144, 151, 197, 217, 221–222, 244, 277, 346, 362, 398, 400–403, 419, 430, 431, 441, 451, 452, 471, 473, 504, 515, 520, 528, 552, 554–555 Work-in-process limits. See Kanban, work-in-process limits
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