MARC details
| 000 -LEADER |
|---|
| fixed length control field |
15288nam a22002657a 4500 |
| 005 - DATE AND TIME OF LATEST TRANSACTION |
|---|
| control field |
20220704113237.0 |
| 008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION |
|---|
| fixed length control field |
220704b ||||| |||| 00| 0 eng d |
| 020 ## - INTERNATIONAL STANDARD BOOK NUMBER |
|---|
| International Standard Book Number |
9781119676997 |
| 082 ## - DEWEY DECIMAL CLASSIFICATION NUMBER |
|---|
| Classification number |
005.1068 |
| Item number |
LAY |
| 100 ## - MAIN ENTRY--PERSONAL NAME |
|---|
| Personal name |
Layton, Mark C. |
| 245 ## - TITLE STATEMENT |
|---|
| Title |
Agile project management for dummies |
| 250 ## - EDITION STATEMENT |
|---|
| Edition statement |
3rd |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. (IMPRINT) |
|---|
| Name of publisher, distributor, etc. |
John Wiley & Sons, Inc. |
| Place of publication, distribution, etc. |
New Jersey |
| Date of publication, distribution, etc. |
2020 |
| 300 ## - PHYSICAL DESCRIPTION |
|---|
| Extent |
xv, 470 p. |
| 365 ## - TRADE PRICE |
|---|
| Price type code |
USD |
| Price amount |
29.95 |
| 504 ## - BIBLIOGRAPHY, ETC. NOTE |
|---|
| Bibliography, etc. note |
TABLE OF CONTENTS<br/>Introduction 1<br/><br/>About This Book 1<br/><br/>Foolish Assumptions 1<br/><br/>Icons Used in This Book 2<br/><br/>Beyond the Book 2<br/><br/>Where to Go from Here 3<br/><br/>Part 1: Understanding Agility 5<br/><br/>Chapter 1: Modernizing Project Management 7<br/><br/>Project Management Needed a Makeover 8<br/><br/>The origins of modern project management 8<br/><br/>The problem with the status quo 9<br/><br/>Introducing Agile Project Management 11<br/><br/>How agile projects work 14<br/><br/>Agile Project Management is Becoming Agile Product Management 16<br/><br/>Differences between managing a project versus developing a product 16<br/><br/>Why agile product development works better 18<br/><br/>Chapter 2: Applying the Agile Manifesto and Principles 21<br/><br/>Understanding the Agile Manifesto 21<br/><br/>Outlining the Four Values of the Agile Manifesto 24<br/><br/>Value 1: Individuals and interactions over processes and tools 25<br/><br/>Value 2: Working software over comprehensive documentation 26<br/><br/>Value 3: Customer collaboration over contract negotiation 28<br/><br/>Value 4: Responding to change over following a plan 29<br/><br/>Defining the 12 Agile Principles 30<br/><br/>Agile principles of customer satisfaction 32<br/><br/>Agile principles of quality 34<br/><br/>Agile principles of teamwork 36<br/><br/>Agile principles of product development 38<br/><br/>Adding the Platinum Principles 42<br/><br/>Resisting formality 42<br/><br/>Thinking and acting as a team 43<br/><br/>Visualizing rather than writing 44<br/><br/>Changes as a Result of Agile Values 45<br/><br/>The Agile Litmus Test 47<br/><br/>Chapter 3: Why Being Agile Works Better 49<br/><br/>Evaluating Agile Benefits 49<br/><br/>How Agile Approaches Beat Historical Approaches 54<br/><br/>Greater flexibility and stability 55<br/><br/>Reduced nonproductive tasks 57<br/><br/>Higher quality, delivered faster 60<br/><br/>Improved team performance 61<br/><br/>Tighter control 62<br/><br/>Faster and less costly failure 63<br/><br/>Why People Like Being Agile 64<br/><br/>Executives 64<br/><br/>Product development and customers 65<br/><br/>Management 66<br/><br/>Development teams 67<br/><br/>Chapter 4: Agility is about Being Customer Focused 69<br/><br/>Knowing Your Customers 69<br/><br/>Common methods for identifying your customer 71<br/><br/>Figuring Out the Problem Your Customer Needs to Solve 79<br/><br/>Using the scientific method 79<br/><br/>Failing early is a form of success 81<br/><br/>Defining customer-focused business goals 82<br/><br/>Story mapping 83<br/><br/>Liberating structures — simple rules to unleash a culture of innovation 83<br/><br/>Understanding Root Cause Analysis 84<br/><br/>Pareto rule 85<br/><br/>Five why’s 86<br/><br/>Ishikawa (fishbone) 87<br/><br/>Part 2: Being Agile 89<br/><br/>Chapter 5: Agile Approaches 91<br/><br/>Diving under the Umbrella of Agile Approaches 91<br/><br/>Reviewing the Big Three: Lean, Scrum, and Extreme Programming 95<br/><br/>An overview of lean 95<br/><br/>An overview of scrum 100<br/><br/>An overview of extreme programming 105<br/><br/>Putting It All Together 107<br/><br/>Chapter 6: Agile Environments in Action 109<br/><br/>Creating the Physical Environment 110<br/><br/>Collocating the team 110<br/><br/>Setting up a dedicated area 112<br/><br/>Removing distractions 113<br/><br/>Low-Tech Communicating 114<br/><br/>High-Tech Communicating 116<br/><br/>Choosing Tools 118<br/><br/>The purpose of the tool 119<br/><br/>Tools that encourage the success of forced team dislocation 119<br/><br/>Organizational and compatibility constraints 121<br/><br/>Chapter 7: Agile Behaviors in Action 123<br/><br/>Establishing Agile Roles 123<br/><br/>Product owner 124<br/><br/>Development team member 128<br/><br/>Scrum master 130<br/><br/>Stakeholders 132<br/><br/>Agile mentor 134<br/><br/>Establishing New Values 134<br/><br/>Commitment 135<br/><br/>Focus 136<br/><br/>Openness 137<br/><br/>Respect 138<br/><br/>Courage 138<br/><br/>Changing Team Philosophy 139<br/><br/>Dedicated team 140<br/><br/>Cross-functionality 141<br/><br/>Self-organization 143<br/><br/>Self-management 144<br/><br/>Size-limited teams 146<br/><br/>Ownership 147<br/><br/>Chapter 8: The Permanent Team 149<br/><br/>Enabling Long-Lived Product Development Teams 149<br/><br/>Leveraging long-term knowledge and capability 150<br/><br/>Navigating Tuckman’s phases to performance 151<br/><br/>Focusing on fundamentals 153<br/><br/>Creating a working agreement 154<br/><br/>Enabling Autonomy, Mastery, and Purpose 155<br/><br/>Autonomy 155<br/><br/>Mastery 155<br/><br/>Purpose 156<br/><br/>Highly aligned and highly autonomous teams 157<br/><br/>Building Team Knowledge and Capability 157<br/><br/>Part 3: Agile Planning and Execution 159<br/><br/>Chapter 9: Defining the Product Vision and Product Roadmap 161<br/><br/>Agile Planning 162<br/><br/>Progressive elaboration 164<br/><br/>Inspect and adapt 165<br/><br/>Defining the Product Vision 165<br/><br/>Step 1: Developing the product objective 167<br/><br/>Step 2: Creating a draft vision statement 167<br/><br/>Step 3: Validating and revising the vision statement 169<br/><br/>Step 4: Finalizing the vision statement 170<br/><br/>Creating a Product Roadmap 171<br/><br/>Step 1: Identifying product stakeholders 172<br/><br/>Step 2: Establishing product requirements 173<br/><br/>Step 3: Arranging product features 175<br/><br/>Step 4: Estimating efforts and ordering requirements 176<br/><br/>Step 5: Determining high-level time frames 180<br/><br/>Saving your work 180<br/><br/>Completing the Product Backlog 180<br/><br/>Chapter 10: Planning Releases and Sprints 183<br/><br/>Refining Requirements and Estimates 183<br/><br/>What is a user story? 184<br/><br/>Steps to create a user story 186<br/><br/>Breaking down requirements 190<br/><br/>Estimation poker 192<br/><br/>Affinity estimating 195<br/><br/>Release Planning 197<br/><br/>Preparing for Release 200<br/><br/>Preparing the product for deployment 201<br/><br/>Prepare for operational support 201<br/><br/>Preparing the organization 203<br/><br/>Preparing the marketplace 204<br/><br/>Sprint Planning 205<br/><br/>The sprint backlog 206<br/><br/>The sprint planning meeting 207<br/><br/>Chapter 11: Working throughout the Day 215<br/><br/>Planning Your Day: The Daily Scrum 215<br/><br/>Tracking Progress 219<br/><br/>The sprint backlog 219<br/><br/>The task board 222<br/><br/>Agile Roles in the Sprint 224<br/><br/>Keys for daily product owner success 225<br/><br/>Keys for daily development team member success 226<br/><br/>Keys for daily scrum master success 227<br/><br/>Keys for daily stakeholder success 228<br/><br/>Keys for daily agile mentor success 228<br/><br/>Creating Shippable Functionality 229<br/><br/>Elaborating 230<br/><br/>Developing 230<br/><br/>Verifying 231<br/><br/>Identifying roadblocks 234<br/><br/>Information Radiators 235<br/><br/>The End of the Day 236<br/><br/>Chapter 12: Showcasing Work, Inspecting, and Adapting 239<br/><br/>The Sprint Review 239<br/><br/>Preparing to demonstrate 240<br/><br/>The sprint review meeting 241<br/><br/>Collecting feedback in the sprint review meeting 244<br/><br/>The Sprint Retrospective 245<br/><br/>Planning for retrospectives 247<br/><br/>The retrospective meeting 248<br/><br/>Inspecting and adapting 250<br/><br/>Part 4: Agility Management 251<br/><br/>Chapter 13: Managing a Portfolio: Pursuing Value over Requirements 253<br/><br/>Understanding the Differences in Agile Portfolio Management 254<br/><br/>Should we invest? 255<br/><br/>Factors for forecasting product investment returns 256<br/><br/>Managing Agile Product Portfolios 261<br/><br/>Should we continue investing? 266<br/><br/>Inspecting and adapting to the next opportunity 267<br/><br/>Chapter 14: Managing Scope and Procurement 269<br/><br/>What’s Different about Agile Scope Management? 270<br/><br/>Managing Agile Scope 272<br/><br/>Understanding scope throughout product development 273<br/><br/>Introducing scope changes 275<br/><br/>Managing scope changes 275<br/><br/>Using agile artifacts for scope management 277<br/><br/>What’s Different about Agile Procurement? 278<br/><br/>Managing Agile Procurement 280<br/><br/>Determining need and selecting a vendor 280<br/><br/>Understanding cost approaches and contracts for services 282<br/><br/>Working with a vendor 285<br/><br/>Closing a contract 286<br/><br/>Chapter 15: Managing Time and Cost 287<br/><br/>What’s Different about Agile Time Management? 287<br/><br/>Managing Agile Schedules 289<br/><br/>Introducing velocity 289<br/><br/>Monitoring and adjusting velocity 291<br/><br/>Managing scope changes from a time perspective 297<br/><br/>Managing time by using multiple teams 298<br/><br/>Using agile artifacts for time management 298<br/><br/>What’s Different about Agile Cost Management? 299<br/><br/>Managing Agile Budgets 300<br/><br/>Creating an initial budget 301<br/><br/>Creating a self-funding product 302<br/><br/>Using velocity to determine long-range costs 303<br/><br/>Using agile artifacts for cost management 306<br/><br/>Chapter 16: Managing Team Dynamics and Communication 307<br/><br/>What’s Different about Agile Team Dynamics? 307<br/><br/>Managing Team Dynamics 309<br/><br/>Becoming self-managing and self-organizing 310<br/><br/>Supporting the team: The servant-leader 314<br/><br/>Working with a dedicated team 316<br/><br/>Working with a cross-functional team 317<br/><br/>Reinforcing openness 319<br/><br/>Limiting development team size 320<br/><br/>Managing product development with dislocated teams 321<br/><br/>What’s Different about Agile Communication? 324<br/><br/>Managing Agile Communication 325<br/><br/>Understanding agile communication methods 325<br/><br/>Status and progress reporting 328<br/><br/>Chapter 17: Managing Quality and Risk 331<br/><br/>What’s Different about Agile Quality? 331<br/><br/>Managing Agile Quality 334<br/><br/>Quality and the sprint 335<br/><br/>Proactive quality 335<br/><br/>Quality through regular inspecting and adapting 341<br/><br/>Automated testing 342<br/><br/>What’s Different about Agile Risk Management? 345<br/><br/>Managing Agile Risk 348<br/><br/>Reducing risk inherently 348<br/><br/>Identifying, prioritizing, and responding to risks early 353<br/><br/>Part 5: Ensuring Success 355<br/><br/>Chapter 18: Building a Foundation 357<br/><br/>Organizational and Individual Commitment 357<br/><br/>Organizational commitment 358<br/><br/>Individual commitment 359<br/><br/>Getting commitment 360<br/><br/>Can you make the transition? 361<br/><br/>Timing the transition 362<br/><br/>Choosing the Right Pilot Team Members 363<br/><br/>The agile champion 363<br/><br/>The agile transition team 364<br/><br/>The product owner 365<br/><br/>The development team 366<br/><br/>The scrum master 366<br/><br/>The stakeholders 367<br/><br/>The agile mentor 367<br/><br/>Creating an Environment That Enables Agility 368<br/><br/>Support Agility Initially and Over Time 371<br/><br/>Chapter 19: De-Scaling across Teams 373<br/><br/>Multi-Team Agile Development 374<br/><br/>Making Work Digestible through Vertical Slicing 376<br/><br/>Scrum of scrums 376<br/><br/>Multi-Team Coordination with LeSS 380<br/><br/>LeSS, the smaller framework 380<br/><br/>LeSS Huge framework 381<br/><br/>Sprint review bazaar 382<br/><br/>Observers at the daily scrum 383<br/><br/>Component communities and mentors 383<br/><br/>Multi-team meetings 383<br/><br/>Travelers 384<br/><br/>Aligning through Roles with Scrum@Scale 384<br/><br/>The scrum master cycle 385<br/><br/>The product owner cycle 387<br/><br/>Synchronizing in one hour a day 388<br/><br/>Joint Program Planning with SAFe 388<br/><br/>Joint program increment planning 391<br/><br/>Clarity for managers 392<br/><br/>Disciplined Agile Toolkit 392<br/><br/>Chapter 20: Being a Change Agent 395<br/><br/>Becoming Agile Requires Change 395<br/><br/>Why Change Doesn’t Happen on Its Own 396<br/><br/>Strategic Approaches to Implementing and Managing Change 397<br/><br/>Lewin 398<br/><br/>ADKAR’s five steps to change 399<br/><br/>Kotter’s eight steps for leading change 400<br/><br/>Platinum Edge’s Change Roadmap 401<br/><br/>Step 1: Conduct an agile audit to define an implementation strategy with success metrics 403<br/><br/>Step 2: Build awareness and excitement 404<br/><br/>Step 3: Form a transformation team and identify a pilot 405<br/><br/>Step 4: Build an environment for success 407<br/><br/>Step 5: Train sufficiently and recruit as needed 408<br/><br/>Step 6: Kick off the pilot with active coaching 408<br/><br/>Step 7: Execute the Roadmap to Value 410<br/><br/>Step 8: Gather feedback and improve 410<br/><br/>Step 9: Mature and solidify improvements 411<br/><br/>Step 10: Progressively expand within the organization 412<br/><br/>Leading by Example 412<br/><br/>The role of a servant-leader in an agile organization 413<br/><br/>Keys for successful servant leadership 413<br/><br/>Avoiding Transformation Pitfalls 414<br/><br/>Avoiding agile leadership pitfalls 417<br/><br/>Signs Your Changes Are Slipping 418<br/><br/>Part 6: The Part of Tens 421<br/><br/>Chapter 21: Ten Key Benefits of Agile Product Development 423<br/><br/>Higher Customer Satisfaction 423<br/><br/>Better Product Quality 424<br/><br/>Reduced Risk 425<br/><br/>Increased Collaboration and Ownership 426<br/><br/>More Relevant Metrics 426<br/><br/>Improved Performance Visibility 427<br/><br/>Increased Investment Control 428<br/><br/>Improved Predictability 429<br/><br/>Optimized Team Structures 429<br/><br/>Higher Team Morale 430<br/><br/>Chapter 22: Ten Key Factors for Agile Product Development Success 431<br/><br/>Dedicated Team Members 431<br/><br/>Collocation 432<br/><br/>Done Means Shippable 433<br/><br/>Address What Scrum Exposes 433<br/><br/>Clear Product Vision and Roadmap 433<br/><br/>Product Owner Empowerment 434<br/><br/>Developer Versatility 434<br/><br/>Scrum Master Clout 435<br/><br/>Leadership Support for Learning 435<br/><br/>Transition Support 436<br/><br/>Chapter 23: Ten Signs That You’re Not Agile 437<br/><br/>A Non-Shippable Sprint Product Increment 437<br/><br/>Long Release Cycles 438<br/><br/>Disengaged Stakeholders 439<br/><br/>Lack of Customer Contact 440<br/><br/>Lack of Skill Versatility 441<br/><br/>Automatable Processes Remain Manual 442<br/><br/>Prioritizing Tools over the Work 442<br/><br/>High Manager-to-Creator Ratio 444<br/><br/>Working around What Scrum Exposes 445<br/><br/>Practicing Faux Agile 446<br/><br/>Chapter 24: Ten Valuable Resources for Agile Professionals 449<br/><br/>Agile Project Management For Dummies Online Cheat Sheet 449<br/><br/>Scrum For Dummies 450<br/><br/>The Scrum Alliance 450<br/><br/>The Agile Alliance 450<br/><br/>International Consortium for Agile (ICAgile) 451<br/><br/>Mind the Product and ProductTank 451<br/><br/>Lean Enterprise Institute 451<br/><br/>Extreme Programming 452<br/><br/>The Project Management Institute Agile Community 452<br/><br/>Platinum Edge 452<br/><br/>Index 455 |
| 520 ## - SUMMARY, ETC. |
|---|
| Summary, etc. |
DESCRIPTION<br/>This updated edition shows you how to use the agile project management framework for success!<br/><br/> <br/><br/>Learn how to apply agile concepts to your projects. This fully updated book covers changes to agile approaches and new information related to the methods of managing an agile project.<br/><br/>Agile Project Management For Dummies, 3rd Edition gives product developers and other project leaders the tools they need for a successful project. This book’s principles and techniques will guide you in creating a product roadmap, self-correcting iterations of deployable products, and preparing for a product launch. Agile approaches are critical for achieving fast and flexible product development. It’s also a useful tool for managing a range of business projects.<br/><br/>Written by one of the original agile technique thought-leaders, this book guides you and your teams in discovering why agile techniques work and how to create an effective agile environment. Users will gain the knowledge to improve various areas of project management.<br/><br/>Define your product’s vision and features<br/>Learn the steps for putting agile techniques into action<br/>Manage the project’s scope and procurement<br/>Plan your team’s sprints and releases<br/>Simplify reporting related to the project<br/>Agile Project Management For Dummies can help you to better manage the scope of your project as well as its time demands and costs. You’ll also be prepared to skillfully handle team dynamics, quality challenges, and risks. |
| 650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM |
|---|
| Topical term or geographic name as entry element |
Project management--Methodology |
| 650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM |
|---|
| Topical term or geographic name as entry element |
Computer software--Development--Management |
| 650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM |
|---|
| Topical term or geographic name as entry element |
Project management |
| 700 ## - ADDED ENTRY--PERSONAL NAME |
|---|
| Personal name |
Ostermiller, Steven J. |
| 700 ## - ADDED ENTRY--PERSONAL NAME |
|---|
| Personal name |
Kynaston, Dean J. |
| 700 ## - ADDED ENTRY--PERSONAL NAME |
|---|
| Personal name |
Gramberg, Brian |
| 942 ## - ADDED ENTRY ELEMENTS (KOHA) |
|---|
| Source of classification or shelving scheme |
Dewey Decimal Classification |
| Koha item type |
Book |