Addison wesley the software project managers bridge to agility may 2008 ISBN 0321502752

The Software Project Manager's Bridge to Agility by Michele Sliger; Stacia Broderick Publisher: Addison Wesley Professional Pub Date: May 21, 2008 Print ISBN-10: 0-321-50275-2 Print ISBN-13: 978-0-321-50275-9 eText ISBN-10: 0-321-57278-5 eText ISBN-13: 978-0-321-57278-3 Pages: 384 Table of Contents | Index Overview When software development teams move to agile methods, experienced project managers often struggle–doubtful about the new approach and uncertain about their new roles and responsibilities In this book, two long-time certified Project Management Professionals (PMPRs) and Scrum trainers have built a bridge to this dynamic new paradigm They show experienced project managers how to successfully transition to agile by refocusing on facilitation and collaboration, not "command and control." The authors begin by explaining how agile works: how it differs from traditional "plan-driven" methodologies, the benefits it promises, and the real-world results it delivers Next, they systematically map the Project Management Institute's classic, methodology-independent techniques and terminology to agile practices They cover both process and project lifecycles and carefully address vital issues ranging from scope and time to cost management and stakeholder communication Finally, drawing on their own extensive personal experience, they put a human face on your personal transition to agile covering the emotional challenges, personal values, and key leadership traits you'll need to succeed Coverage includes Relating the PMBOKR Guide ideals to agile practices: similarities, overlaps, and differences Understanding the role and value of agile techniques such as iteration/release planning and retrospectives Using agile techniques to systematically and continually reduce risk Implementing quality assurance (QA) where it belongs: in analysis, design, defect prevention, and continuous improvement Learning to trust your teams and listen for their discoveries Procuring, purchasing, and contracting for software in agile, collaborative environments Avoiding the common mistakes software teams make in transitioning to agile Coordinating with project management offices and nonagile teams "Selling" agile within your teams and throughout your organization For every project manager who wants to become more agile Part I An Agile Overview 7 Chapter 1 What is "Agile"? 9 Chapter 2 Mapping from the PMBOKR Guide to Agile 25 Chapter 3 The Agile Project Lifecycle in Detail 37 Part II The Bridge: Relating PMBOKR Guide Practices to Agile Practices 49 Chapter 4 Integration Management 51 Chapter 5 Scope Management 67 Chapter 6 Time Management 83 Chapter 7 Cost Management 111 Chapter 8 Quality Management 129 Chapter 9 Human Resources Management 143 Chapter 10 Communications Management 159 Chapter 11 Risk Management 177 Chapter 12 Procurement Management 197 Part III Crossing the Bridge to Agile 215 Chapter 13 How Will My Responsibilities Change? 217 Chapter 14 How Will I Work with Other Teams Who Aren't Agile? 233 Chapter 15 How Can a Project Management Office Support Agile? 249 Chapter 16 Selling the Benefits of Agile 265 Chapter 17 Common Mistakes 285 Appendix A Agile Methodologies 295 Appendix B Agile Artifacts 301 Glossary 321 Bibliography 327 Index 333 The Software Project Manager's Bridge to Agility by Michele Sliger; Stacia Broderick Publisher: Addison Wesley Professional Pub Date: May 21, 2008 Print ISBN-10: 0-321-50275-2 Print ISBN-13: 978-0-321-50275-9 eText ISBN-10: 0-321-57278-5 eText ISBN-13: 978-0-321-57278-3 Pages: 384 Table of Contents | Index Copyright The Agile Software Development Series Preface Acknowledgments About the Authors Introduction: How One Project Manager Crossed the Bridge Part I: An Agile Overview Chapter 1 What Is "Agile"? What Are the Origins of Agile? What Is the Agile Manifesto? What Are the Agile Principles That Guide Teams? Summary Endnotes Chapter 2 Mapping from the PMBOK® Guide to Agile The Project Management Institute and the PMBOK® Guide Project Lifecycle Project Management Processes Summary Endnotes Chapter 3 The Agile Project Lifecycle in Detail What Does an Agile Project Lifecycle Look Like? Agile Project Agile Release Agile Iteration Daily Work How Is Agile Different from a Plan-Driven Approach? Summary Endnotes Part II: The Bridge: Relating PMBOK® Guide Practices to Agile Practices Chapter 4 Integration Management Develop the Project Charter and Preliminary Scope Statement Develop Project Management Plan Direct and Manage Project Execution and Monitor and Control Project Work Integrated Change Control Close Project Summary Endnotes Chapter 5 Scope Management Scope Planning Summary Endnotes Chapter 6 Time Management Strategic Versus Tactical Planning Release Planning: Developing the Schedule at the Strategic Level Iteration Planning: Developing the Schedule at the Tactical Level Summary Endnotes Chapter 7 Cost Management Cost Estimating Cost Budgeting Cost Control Summary Endnotes Chapter 8 Quality Management Quality Planning Quality Assurance Summary Endnotes Chapter 9 Human Resources Management Human Resource Planning Acquiring a Project Team Develop the Project Team Manage the Project Team Summary Endnotes Chapter 10 Communications Management Communications Planning Communicating Basic Project Information—The Who, What, When, Where, and How Information Distribution Performance Reporting Manage Stakeholders Summary Endnotes Chapter 11 Risk Management Organic Risk Management in Agile Risk Management Planning Risk Identification Risk Analysis Risk Response Planning Risk Monitoring and Controlling Summary Endnotes Chapter 12 Procurement Management Plan Purchases and Acquisitions Plan Contracting Request Seller Responses Select Sellers Contract Administration Contract Closure Summary Endnotes Part III: Crossing the Bridge to Agile Chapter 13 How Will My Responsibilities Change? Allows Teams to Self-Manage and Adapt Their Process Empirically Assumes Different Leadership Styles for Different Stages of Team Formation Leads by Serving Possesses Self-Awareness Partners with Managers for the Good of the Team Relinquishes the Inner Taskmaster Facilitates Collaboration Removes Impediments Summary Endnotes Chapter 14 How Will I Work with Other Teams Who Aren't Agile? Working as an Agile Team in a Waterfall Enterprise Working as Part of a Multiteam Project where Your Team Is Agile and Others Aren't Clearing the Hurdles in a Waterfall Enterprise Summary Endnotes Chapter 15 How Can a Project Management Office Support Agile? An Extension of Product Management Project Initiation Are We Compliant? Resourcing Backlog Control Versus Change Control Project Metrics The PMO as Educator and Coach Keepers of the Retrospective Who Is the Agile PMO? Do You Really Need an Agile PMO? Summary Endnotes Chapter 16 Selling the Benefits of Agile Some General Ideas about Selling Selling to the Team Selling to Management Selling to Customers/Product Owners Selling to Other Departments in the Organization Other Ways to Sell Agile Summary Endnotes Chapter 17 Common Mistakes Thinking That Agile Means "No Documentation" and "Cowboy Coding" Thinking That You Can Piecemeal Agile Practices and Gain All the Benefits Thinking That Agile Stops at the Engineering Teams and Won't Affect the Rest of the Organization Not Having a Champion Having the Wrong People Lead the Effort and/or the Teams Hanging On to the Death March as a Solution Allowing the Team to Say, "You'll Get It when You Get It We're Agile Now and Only Plan One Iteration at a Time." Allowing the Agile Team Leader to Say, "You're SelfOrganizing—You Figure It Out." Lack of Participation by the Business Not Bothering with the Retrospective A Values Mismatch Summary Appendix A Agile Methodologies Scrum XP DSDM Crystal Methods Lean Software Development Feature-Driven Development Adaptive Systems Management Agile Unified Process Endnotes Appendix B Agile Artifacts Project Initiation Working in the Iteration The End of the Iteration Summary Glossary Bibliography Index facilitating collaboration flexibility/adaptability leading by serving overview partnering with skill managers relinquishing inner taskmaster removing impediments self-awareness Project Scope Management Plans change list for scope management overview scope control scope definition daily stand-up meetings iteration planning product roadmap product vision release planning traditional versus agile approaches scope verification WBSs project teams [See teams.] projects [See also PMOs (Project Management Offices).] charters traditional versus agile approach vision meetings closure tasks product backlogs release burndown charts retrospective notes velocity logs communications management change list for communications management communicating basic project information communications planning information distribution overview performance reporting stakeholders cost management change list for cost management cost budgeting cost control cost estimating overview execution human resources management acquiring project teams developing project teams human resources planning managing project teams overview initiation 2nd iteration planning meetings iteration plans product overview documents release planning meetings release plans integration management change list for controlling and monitoring project work handoff iteration integrated change control iteration planning meetings overview project charter development project closeout activities project execution project management plans iterations hardening iterations iteration backlogs iteration burndown charts iteration burnup charts iteration demo and review meetings iteration planning 2nd 3rd 4th iteration retrospective iteration review locking down overview metrics procurement management change list for procurement management contract administration contract closure overview plan contracting plan purchases and acquisitions requesting seller responses seller selection quality management change list for quality management overview quality assurance quality control quality planning risk management change list for risk management intrinsic schedule flaws overview personnel loss productivity variation risk analysis risk identification risk management planning risk monitoring and controlling risk response planning scope creep specification breakdown time management change list for time management iteration planning overview release planning Punished by Rewards purchases push-hard approach Index [A] [B] [C] [D] [E] [F] [G] [H] [I] [J] [K] [L] [M] [N] [O] [P] [Q] [R] [S] [T] [U] [V] [W] [X] QA (quality assurance) demo, review, and retrospective meetings overview traditional versus agile approaches quality management change list for quality management overview quality assurance demo, review, and retrospective meetings overview traditional versus agile approaches quality control quality planning Index [A] [B] [C] [D] [E] [F] [G] [H] [I] [J] [K] [L] [M] [N] [O] [P] [Q] [R] [S] [T] [U] [V] [W] [X] Rational Unified Process realistic cost estimates "Reconciling Differences" (article) refining cost estimates regression release backlog release burndown charts release planning 2nd overview release planning meetings 2nd 3rd schedule control schedule development releases release backlog release planning 2nd overview release planning meetings 2nd 3rd schedule control schedule development removing impediments reports performance reporting waterfall enterprises requesting seller responses reserve analysis resistance to agile development resource estimating resource management resourcing responding to change response to risk retrospectives 2nd 3rd definition importance of PMOs (Project Management Offices) retrospective notes revising plans risk management change list for risk management intrinsic schedule flaws overview personnel loss productivity variation risk analysis risk identification risk management planning risk monitoring and controlling risk response planning scope creep specification breakdown roadmaps 2nd rolling wave planning Royce, Winston rugby approach Index [A] [B] [C] [D] [E] [F] [G] [H] [I] [J] [K] [L] [M] [N] [O] [P] [Q] [R] [S] [T] [U] [V] [W] [X] Sarbanes-Oxley (SOX) 2nd Satir, Virginia Scaling Software Agility schedules, intrinsic schedule flaws Schwaber, Ken 2nd 3rd 4th scientific management scope creep 2nd scope management change list for scope management overview scope control scope creep 2nd scope definition daily stand-up meetings iteration planning product roadmap product vision release planning traditional versus agile approaches scope statements traditional versus agile approach vision meetings scope verification WBSs Scrum 2nd 3rd 4th Scrum-of-Scrums model selecting sellers self-awareness self-management self-transcendence sellers requesting seller responses selecting selling agile development to customers/product owners to management to other departments overview to teams tips sequencing activities The Servant as Leader servant leaders Shewhart, Walter A Shine Technologies simplicity situational leadership Smits, Hubert Snowden, David J Snyder, James Software Development: An Agile Toolkit Southwest Airlines SOX (Sarbanes-Oxley) 2nd specification breakdown Stacey, Ralph staff, loss of staged contracts stakeholders informing of cost changes involvement managing storming strategic planning sustainable pace, maintaining Sutherland, Jeff Index [A] [B] [C] [D] [E] [F] [G] [H] [I] [J] [K] [L] [M] [N] [O] [P] [Q] [R] [S] [T] [U] [V] [W] [X] Tabaka, Jean tactical planning Takeuchi, Hirotaka Talese, Gay Taylor, Frederick 2nd team working agreements teams acquiring allowing to self-manage conformity pressure delivery teams 2nd developing behaviors traditional versus agile approaches values forming geographically dispersed teams leading by serving managing selling agile development to working agreements technical debt technical planning Theory of Evolution Theory X Theory Y time estimates time management change list for time management iteration planning activity definition activity duration estimating activity resource estimating activity sequencing overview schedule control overview release planning overview schedule control schedule development strategic versus tactical planning tooling top-down cost estimating Toyota plan purchases and acquisitions TPS (Toyota Production System) transforming ideas transitioning to agile development Tuckman, Bruce Tzu, Sun Index [A] [B] [C] [D] [E] [F] [G] [H] [I] [J] [K] [L] [M] [N] [O] [P] [Q] [R] [S] [T] [U] [V] [W] [X] Udall, Morris United States Department of Defense (DoD) Index [A] [B] [C] [D] [E] [F] [G] [H] [I] [J] [K] [L] [M] [N] [O] [P] [Q] [R] [S] [T] [U] [V] [W] [X] values values mismatch variation in productivity velocity 2nd velocity logs vendors verification of scope virtual stand-up meetings vision overview 2nd vision meetings design-the-box example elevator statement Index [A] [B] [C] [D] [E] [F] [G] [H] [I] [J] [K] [L] [M] [N] [O] [P] [Q] [R] [S] [T] [U] [V] [W] [X] Waltzing with Bears 2nd war rooms waterfall enterprises agile teams in auditors and assessors communications cost accounting and reporting culture facilities and tooling integrating traditional process requirements at-end integrating traditional process requirements in tandem integrating traditional process requirements upfront management resistance multiteam projects overview resource management vendors and contracting waterfall model WBS (work breakdown structure) 2nd "Where Do You Start in Building a Risk Standard?" (article) work breakdown structure (WBS) working agreements (teams) working software Index [A] [B] [C] [D] [E] [F] [G] [H] [I] [J] [K] [L] [M] [N] [O] [P] [Q] [R] [S] [T] [U] [V] [W] [X] XP (Extreme Programming) 2nd 3rd 4th ... Most importantly, I had to learn that the people doing the work know the work the best and will figure out the best way to get from point A to Z All they really needed me for was to clear the path They knew this... Selling the Benefits of Agile Some General Ideas about Selling Selling to the Team Selling to Management Selling to Customers/Product Owners Selling to Other Departments in the Organization Other Ways to Sell Agile... within a development team and with the customer Agile software developers draw on the strengths of customers, users, and developers, finding just enough process to balance quality and agility The books in The Agile Software Development Series focus on