Valuing Agile

The Financial Management of Agile Projects
 
 
The Stationery Office Ltd (Verlag)
  • 1. Auflage
  • |
  • erschienen am 19. April 2016
  • |
  • 98 Seiten
 
E-Book | PDF mit Adobe DRM | Systemvoraussetzungen
978-0-11-708288-5 (ISBN)
 
Agile is an established methodology used to cope with change and uncertainty. It has proved popular in product development and project management across a wide range of sectors. Understanding the impact of Agile on the bottom line and how this affects the financial management and appraisal of projects is therefore of central importance to executives, project sponsors and managers, risk managers, PMO staff and anyone else who shares an interest in the viability and profitability of new products and services. By focusing on the essential elements of Agile that are of relevance to financial management, this title offers a simple, direct and practical guide on topics of such as requirements gathering and estimation, Agile contracting, cost accounting and the handling of operational and capital expenditure, the impact of Agile on ROI, the practicalities of financial decision-making, reporting of value and benefits realisation, the impact of budgetary practices on Agile and the management of financial uncertainty in Agile projects.
  • Englisch
  • London
978-0-11-708288-5 (9780117082885)
0117082880 (0117082880)
weitere Ausgaben werden ermittelt
  • Valuing Agile The Financial Management of Agile Projects
  • Contents
  • List of figures
  • List of tables
  • About this guide
  • Foreword
  • Preface
  • Acknowledgements
  • 1 Introduction to Agile
  • 1.1 The Agile approach
  • 1.2 Agile software development
  • 1.3 Agile techniques and practices
  • Table 1.1 Some common Agile techniques
  • Table 1.2 Some common Agile practices
  • 1.4 Product development
  • Figure 1.1 The Scrum process model
  • 1.5 Project management
  • Figure 1.2 The DSDM process model
  • 1.6 Related disciplines
  • 1.7 Financial challenges
  • Table 1.3 Five levels of Agile planning
  • 1.8 Concluding remarks
  • 2 Requirements, estimation and contracting
  • 2.1 Overview
  • Figure 2.1 The relationship between requirements, estimation, transaction costs and governance
  • 2.2 Requirements
  • Figure 2.2 User story map
  • 2.3 Estimation
  • Figure 2.3 The cone of uncertainty
  • Figure 2.4 Planning Poker cards
  • 2.4 Team velocity
  • 2.5 Prioritized incremental delivery
  • 2.6 Types of contracts
  • 2.7 Agile contracting
  • Figure 2.5 Project variables (traditional versus DSDM)
  • 2.8 Government contracts
  • 2.9 Concluding remarks
  • 3 Strategy, budgeting andexpenditure
  • 3.1 Strategy, portfolios and projects
  • 3.2 Agile budgeting
  • Figure 3.1 Agile cycle of planning, appraisal, funding and validation
  • 3.3 Financial statements
  • 3.4 Capital and operational expenditure
  • Figure 3.2 DSDM partition of capital and operational expenditure
  • 3.5 Concluding remarks
  • 4 Profitability and Agile financial performance
  • 4.1 Understanding profit
  • Table 4.1 Project direct and indirect costs (i.e. overheads
  • Table 4.2 Comparison on basis of apportionment
  • 4.2 The significance of timing
  • Table 4.3 Discounted cash flows and net present value
  • Figure 4.1 Computation of NPV using Microsoft Excel
  • 4.3 Agile impact on ROI
  • Figure 4.2 Comparison of NPV profiles for traditional (dashed) and Agile (solid) projects
  • Figure 4.3 Decision point analysis of Agile projects
  • 4.4 Worked example
  • Table 4.4 Anticipated project costs and revenues
  • Table 4.5 Discounted cash flows for Agile and phased project approaches
  • 4.4.1 Net present value
  • Figure 4.4 Discounted Agile cash flows
  • 4.4.2 Profitability index
  • 4.4.3 Payback period
  • 4.4.4 Financial performance summary
  • Table 4.6 Summary of financial performance metrics
  • 4.5 Concluding remarks
  • 5 Value and benefits realization
  • 5.1 Understanding value
  • 5.2 Social value
  • 5.3 Communicating value
  • 5.4 Earned value management
  • Figure 5.1 Example of a burn-up chart showing schedule variance during an iteration
  • Table 5.1 Project tracking metrics
  • 5.5 Benefits realization and assessment
  • 5.6 Concluding remarks
  • 6 Managing uncertainty
  • 6.1 Understanding risk
  • 6.2 Agile risk management
  • Figure 6.1 Mapping of risk exposure (including ranges) to risk response strategies
  • Figure 6.2 Illustrative risk burn-down chart
  • 6.3 Costing risk
  • 6.4 Sensitivity analysis
  • Table 6.1 Scenario-based project and operational cash flows
  • Table 6.2 Sensitivity analysis of project cash flows
  • 6.5 Foreign exchange risk
  • Figure 6.3 Hedging against foreign currency risk
  • Table 6.3 Transaction costs and exchange rates
  • Table 6.4 Strategies for managing exchange rate risk
  • 6.6 Credit risk
  • 6.7 Decision point analysis
  • 6.8 Concluding remarks
  • Appendix A Analytical treatment of cash flows
  • A.1 Project NPV and operational annuities
  • A.2 Incremental rates of return
  • Glossary
  • Bibliography
  • Index

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