Agile project management for dummies (engelsk)

Intro -- Title Page -- Copyright Page -- Table of Contents -- Introduction -- About This Book -- Foolish Assumptions -- Icons Used in This Book -- Beyond the Book -- Where to Go from Here -- Part 1 Understanding Agility -- Chapter 1 Modernizing Project Management -- Project Management Needed a Makeover -- The origins of modern project management -- The problem with the status quo -- Introducing Agile Project Management -- How agile projects work -- Agile Project Management Is Becoming Agile Product Management -- Differences between managing a project versus developing a product -- Why agile product development works better -- Chapter 2 Applying the Agile Manifesto and Principles -- Understanding the Agile Manifesto -- Outlining the Four Values of the Agile Manifesto -- Value 1: Individuals and interactions over processes and tools -- Value 2: Working software over comprehensive documentation -- Value 3: Customer collaboration over contract negotiation -- Value 4: Responding to change over following a plan -- Defining the 12 Agile Principles -- Agile principles of customer satisfaction -- Agile principles of quality -- Agile principles of teamwork -- Agile principles of product development -- Adding the Platinum Principles -- Resisting formality -- Thinking and acting as a team -- Visualizing rather than writing -- Changes as a Result of Agile Values -- The Agile Litmus Test -- Chapter 3 Why Being Agile Works Better -- Evaluating Agile Benefits -- How Agile Approaches Beat Historical Approaches -- Greater flexibility and stability -- Reduced nonproductive tasks -- Higher quality, delivered faster -- Improved team performance -- Tighter control -- Faster and less costly failure -- Why People Like Being Agile -- Executives -- Product development and customers -- Management -- Development teams -- Chapter 4 Agility Is about Being Customer Focused ; Knowing Your Customers -- Common methods for identifying your customer -- Figuring Out the Problem Your Customer Needs to Solve -- Using the scientific method -- Failing early is a form of success -- Defining customer-focused business goals -- Story mapping -- Liberating structures - simple rules to unleash a culture of innovation -- Understanding Root Cause Analysis -- Pareto rule -- Five why's -- Ishikawa (fishbone) -- Part 2 Being Agile -- Chapter 5 Agile Approaches -- Diving under the Umbrella of Agile Approaches -- Reviewing the Big Three: Lean, Scrum, and Extreme Programming -- An overview of lean -- An overview of scrum -- An overview of extreme programming -- Putting It All Together -- Chapter 6 Agile Environments in Action -- Creating the Physical Environment -- Collocating the team -- Setting up a dedicated area -- Removing distractions -- Low-Tech Communicating -- High-Tech Communicating -- Choosing Tools -- The purpose of the tool -- Tools that encourage the success of forced team dislocation -- Organizational and compatibility constraints -- Chapter 7 Agile Behaviors in Action -- Establishing Agile Roles -- Product owner -- Development team member -- Scrum master -- Stakeholders -- Agile mentor -- Establishing New Values -- Commitment -- Focus -- Openness -- Respect -- Courage -- Changing Team Philosophy -- Dedicated team -- Cross-functionality -- Self-organization -- Self-management -- Size-limited teams -- Ownership -- Chapter 8 The Permanent Team -- Enabling Long-Lived Product Development Teams -- Leveraging long-term knowledge and capability -- Navigating Tuckman's phases to performance -- Focusing on fundamentals -- Creating a working agreement -- Enabling Autonomy, Mastery, and Purpose -- Autonomy -- Mastery -- Purpose -- Highly aligned and highly autonomous teams -- Building Team Knowledge and Capability ; Part 3 Agile Planning and Execution -- Chapter 9 Defining the Product Vision and Product Roadmap -- Agile Planning -- Progressive elaboration -- Inspect and adapt -- Defining the Product Vision -- Step 1: Developing the product objective -- Step 2: Creating a draft vision statement -- Step 3: Validating and revising the vision statement -- Step 4: Finalizing the vision statement -- Creating a Product Roadmap -- Step 1: Identifying product stakeholders -- Step 2: Establishing product requirements -- Step 3: Arranging product features -- Step 4: Estimating efforts and ordering requirements -- Step 5: Determining high-level time frames -- Saving your work -- Completing the Product Backlog -- Chapter 10 Planning Releases and Sprints -- Refining Requirements and Estimates -- What is a user story? -- Steps to create a user story -- Breaking down requirements -- Estimation poker -- Affinity estimating -- Release Planning -- Preparing for Release -- Preparing the product for deployment -- Prepare for operational support -- Preparing the organization -- Preparing the marketplace -- Sprint Planning -- The sprint backlog -- The sprint planning meeting -- Chapter 11 Working throughout the Day -- Planning Your Day: The Daily Scrum -- Tracking Progress -- The sprint backlog -- The task board -- Agile Roles in the Sprint -- Keys for daily product owner success -- Keys for daily development team member success -- Keys for daily scrum master success -- Keys for daily stakeholder success -- Keys for daily agile mentor success -- Creating Shippable Functionality -- Elaborating -- Developing -- Verifying -- Identifying roadblocks -- Information Radiators -- The End of the Day -- Chapter 12 Showcasing Work, Inspecting, and Adapting -- The Sprint Review -- Preparing to demonstrate -- The sprint review meeting -- Collecting feedback in the sprint review meeting ; The Sprint Retrospective -- Planning for retrospectives -- The retrospective meeting -- Inspecting and adapting -- Part 4 Agility Management -- Chapter 13 Managing a Portfolio: Pursuing Value over Requirements -- Understanding the Differences in Agile Portfolio Management -- Should we invest? -- Factors for forecasting product investment returns -- Managing Agile Product Portfolios -- Should we continue investing? -- Inspecting and adapting to the next opportunity -- Chapter 14 Managing Scope and Procurement -- What's Different about Agile Scope Management? -- Managing Agile Scope -- Understanding scope throughout product development -- Introducing scope changes -- Managing scope changes -- Using agile artifacts for scope management -- What's Different about Agile Procurement? -- Managing Agile Procurement -- Determining need and selecting a vendor -- Understanding cost approaches and contracts for services -- Working with a vendor -- Closing a contract -- Chapter 15 Managing Time and Cost -- What's Different about Agile Time Management? -- Managing Agile Schedules -- Introducing velocity -- Monitoring and adjusting velocity -- Managing scope changes from a time perspective -- Managing time by using multiple teams -- Using agile artifacts for time management -- What's Different about Agile Cost Management? -- Managing Agile Budgets -- Creating an initial budget -- Creating a self-funding product -- Using velocity to determine long-range costs -- Using agile artifacts for cost management -- Chapter 16 Managing Team Dynamics and Communication -- What's Different about Agile Team Dynamics? -- Managing Team Dynamics -- Becoming self-managing and self-organizing -- Supporting the team: The servant-leader -- Working with a dedicated team -- Working with a cross-functional team -- Reinforcing openness -- Limiting development team size ; Managing product development with dislocated teams -- What's Different about Agile Communication? -- Managing Agile Communication -- Understanding agile communication methods -- Status and progress reporting -- Chapter 17 Managing Quality and Risk -- What's Different about Agile Quality? -- Managing Agile Quality -- Quality and the sprint -- Proactive quality -- Quality through regular inspecting and adapting -- Automated testing -- What's Different about Agile Risk Management? -- Managing Agile Risk -- Reducing risk inherently -- Identifying, prioritizing, and responding to risks early -- Part 5 Ensuring Success -- Chapter 18 Building a Foundation -- Organizational and Individual Commitment -- Organizational commitment -- Individual commitment -- Getting commitment -- Can you make the transition? -- Timing the transition -- Choosing the Right Pilot Team Members -- The agile champion -- The agile transition team -- The product owner -- The development team -- The scrum master -- The stakeholders -- The agile mentor -- Creating an Environment That Enables Agility -- Support Agility Initially and Over Time -- Chapter 19 De-Scaling across Teams -- Multi-Team Agile Development -- Making Work Digestible through Vertical Slicing -- Scrum of scrums -- Multi-Team Coordination with LeSS -- LeSS, the smaller framework -- LeSS Huge framework -- Sprint review bazaar -- Observers at the daily scrum -- Component communities and mentors -- Multi-team meetings -- Travelers -- Aligning through Roles with Scrum@Scale -- The scrum master cycle -- The product owner cycle -- Synchronizing in one hour a day -- Joint Program Planning with SAFe -- Joint program increment planning -- Clarity for managers -- Disciplined Agile Toolkit -- Chapter 20 Being a Change Agent -- Becoming Agile Requires Change -- Why Change Doesn't Happen on Its Own ; Strategic Approaches to Implementing and Managing Change