كتاب The Project MANAGER’S GUIDE TO MASTERING AGILE - Principles and Practices for an Adaptive Approach
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 كتاب The Project MANAGER’S GUIDE TO MASTERING AGILE - Principles and Practices for an Adaptive Approach

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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

كتاب The Project MANAGER’S GUIDE TO MASTERING AGILE - Principles and Practices for an Adaptive Approach  T_p_m_12
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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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