Agile Project Management For Dummies

1 - Title Page [Seite 3]
2 - Copyright Page [Seite 4]
3 - Table of Contents [Seite 7]
4 - Introduction [Seite 15]
4.1 - About This Book [Seite 15]
4.2 - Foolish Assumptions [Seite 15]
4.3 - Icons Used in This Book [Seite 16]
4.4 - Beyond the Book [Seite 16]
4.5 - Where to Go from Here [Seite 17]
5 - Part 1 Understanding Agile [Seite 19]
5.1 - Chapter 1 Modernizing Project Management [Seite 21]
5.1.1 - Project Management Needed a Makeover [Seite 21]
5.1.1.1 - The origins of modern project management [Seite 22]
5.1.1.2 - The problem with the status quo [Seite 24]
5.1.2 - Introducing Agile Project Management [Seite 25]
5.1.2.1 - How agile projects work [Seite 27]
5.1.2.2 - Why agile projects work better [Seite 28]
5.2 - Chapter 2 Applying the Agile Manifesto and Principles [Seite 31]
5.2.1 - Understanding the Agile Manifesto [Seite 31]
5.2.2 - Outlining the Four Values of the Agile Manifesto [Seite 34]
5.2.2.1 - Value 1: Individuals and interactions over processes and tools [Seite 34]
5.2.2.2 - Value 2: Working software over comprehensive documentation [Seite 36]
5.2.2.3 - Value 3: Customer collaboration over contract negotiation [Seite 38]
5.2.2.4 - Value 4: Responding to change over following a plan [Seite 39]
5.2.3 - Defining the 12 Agile Principles [Seite 40]
5.2.3.1 - Agile principles of customer satisfaction [Seite 41]
5.2.3.2 - Agile principles of quality [Seite 44]
5.2.3.3 - Agile principles of teamwork [Seite 45]
5.2.3.4 - Agile principles of project management [Seite 47]
5.2.4 - Adding the Platinum Principles [Seite 51]
5.2.4.1 - Resisting formality [Seite 51]
5.2.4.2 - Thinking and acting as a team [Seite 52]
5.2.4.3 - Visualizing rather than writing [Seite 52]
5.2.5 - Changes as a Result of Agile Values [Seite 55]
5.2.6 - The Agile Litmus Test [Seite 55]
5.3 - Chapter 3 Why Being Agile Works Better [Seite 57]
5.3.1 - Evaluating Agile Benefits [Seite 57]
5.3.2 - How Agile Approaches Beat Historical Approaches [Seite 62]
5.3.2.1 - Greater flexibility and stability [Seite 63]
5.3.2.2 - Reduced nonproductive tasks [Seite 65]
5.3.2.3 - Higher quality, delivered faster [Seite 67]
5.3.2.4 - Improved team performance [Seite 68]
5.3.2.5 - Tighter project control [Seite 70]
5.3.2.6 - Faster and less costly failure [Seite 71]
5.3.3 - Why People Like Being Agile [Seite 71]
5.3.3.1 - Executives [Seite 72]
5.3.3.2 - Product development and customers [Seite 73]
5.3.3.3 - Management [Seite 74]
5.3.3.4 - Development teams [Seite 75]
6 - Part 2 Being Agile [Seite 77]
6.1 - Chapter 4 Agile Approaches [Seite 79]
6.1.1 - Diving under the Umbrella of Agile Approaches [Seite 79]
6.1.2 - Reviewing the Big Three: Lean, Scrum, and Extreme Programming [Seite 83]
6.1.2.1 - An overview of lean [Seite 83]
6.1.2.2 - An overview of scrum [Seite 87]
6.1.2.3 - An overview of extreme programming [Seite 90]
6.1.3 - Putting It All Together [Seite 94]
6.2 - Chapter 5 Agile Environments in Action [Seite 95]
6.2.1 - Creating the Physical Environment [Seite 96]
6.2.1.1 - Collocating the team [Seite 96]
6.2.1.2 - Setting up a dedicated area [Seite 97]
6.2.1.3 - Removing distractions [Seite 98]
6.2.1.4 - Going mobile [Seite 99]
6.2.2 - Low-Tech Communicating [Seite 100]
6.2.3 - High-Tech Communicating [Seite 102]
6.2.4 - Choosing Tools [Seite 104]
6.2.4.1 - The purpose of the tool [Seite 104]
6.2.4.2 - Organizational and compatibility constraints [Seite 104]
6.3 - Chapter 6 Agile Behaviors in Action [Seite 107]
6.3.1 - Establishing Agile Roles [Seite 107]
6.3.1.1 - Product owner [Seite 108]
6.3.1.2 - Development team member [Seite 111]
6.3.1.3 - Scrum master [Seite 112]
6.3.1.4 - Stakeholders [Seite 114]
6.3.1.5 - Agile mentor [Seite 116]
6.3.2 - Establishing New Values [Seite 116]
6.3.2.1 - Commitment [Seite 117]
6.3.2.2 - Courage [Seite 117]
6.3.2.3 - Focus [Seite 118]
6.3.2.4 - Openness [Seite 119]
6.3.2.5 - Respect [Seite 120]
6.3.3 - Changing Team Philosophy [Seite 121]
6.3.3.1 - Dedicated team [Seite 121]
6.3.3.2 - Cross-functionality [Seite 122]
6.3.3.3 - Self-organization [Seite 124]
6.3.3.4 - Self-management [Seite 125]
6.3.3.5 - Size-limited teams [Seite 126]
6.3.3.6 - Ownership [Seite 127]
7 - Part 3 Agile Planning and Execution [Seite 129]
7.1 - Chapter 7 Defining the Product Vision and Product Roadmap [Seite 131]
7.1.1 - Agile Planning [Seite 132]
7.1.1.1 - Progressive elaboration [Seite 134]
7.1.1.2 - Inspect and adapt [Seite 134]
7.1.2 - Defining the Product Vision [Seite 135]
7.1.2.1 - Step 1: Developing the product objective [Seite 136]
7.1.2.2 - Step 2: Creating a draft vision statement [Seite 137]
7.1.2.3 - Step 3: Validating and revising the vision statement [Seite 139]
7.1.2.4 - Step 4: Finalizing the vision statement [Seite 140]
7.1.3 - Creating a Product Roadmap [Seite 140]
7.1.3.1 - Step 1: Identifying stakeholders [Seite 141]
7.1.3.2 - Step 2: Establishing product requirements [Seite 142]
7.1.3.3 - Step 3: Arranging product features [Seite 144]
7.1.3.4 - Step 4: Estimating efforts and ordering requirements [Seite 145]
7.1.3.5 - Step 5: Determining high-level time frames [Seite 149]
7.1.3.6 - Saving your work [Seite 149]
7.1.4 - Completing the Product Backlog [Seite 149]
7.2 - Chapter 8 Planning Releases and Sprints [Seite 153]
7.2.1 - Refining Requirements and Estimates [Seite 153]
7.2.1.1 - What is a user story? [Seite 154]
7.2.1.2 - Steps to create a user story [Seite 156]
7.2.1.3 - Breaking down requirements [Seite 160]
7.2.1.4 - Estimation poker [Seite 162]
7.2.1.5 - Affinity estimating [Seite 164]
7.2.2 - Release Planning [Seite 166]
7.2.3 - Sprint Planning [Seite 169]
7.2.3.1 - The sprint backlog [Seite 170]
7.2.3.2 - The sprint planning meeting [Seite 171]
7.3 - Chapter 9 Working throughout the Day [Seite 177]
7.3.1 - Planning Your Day: The Daily Scrum [Seite 177]
7.3.2 - Tracking Progress [Seite 180]
7.3.2.1 - The sprint backlog [Seite 180]
7.3.2.2 - The task board [Seite 184]
7.3.3 - Agile Roles in the Sprint [Seite 186]
7.3.4 - Creating Shippable Functionality [Seite 188]
7.3.4.1 - Elaborating [Seite 188]
7.3.4.2 - Developing [Seite 189]
7.3.4.3 - Verifying [Seite 190]
7.3.4.4 - Identifying roadblocks [Seite 192]
7.3.5 - The End of the Day [Seite 193]
7.4 - Chapter 10 Showcasing Work, Inspecting, and Adapting [Seite 195]
7.4.1 - The Sprint Review [Seite 195]
7.4.1.1 - Preparing to demonstrate [Seite 196]
7.4.1.2 - The sprint review meeting [Seite 197]
7.4.1.3 - Collecting feedback in the sprint review meeting [Seite 200]
7.4.2 - The Sprint Retrospective [Seite 201]
7.4.2.1 - Planning for sprint retrospectives [Seite 203]
7.4.2.2 - The sprint retrospective meeting [Seite 203]
7.4.2.3 - Inspecting and adapting [Seite 205]
7.5 - Chapter 11 Preparing for Release [Seite 207]
7.5.1 - Preparing the Product for Deployment: The Release Sprint [Seite 207]
7.5.2 - Preparing for Operational Support [Seite 211]
7.5.3 - Preparing the Organization for Product Deployment [Seite 213]
7.5.4 - Preparing the Marketplace for Product Deployment [Seite 214]
8 - Part 4 Agile Management [Seite 217]
8.1 - Chapter 12 Managing Scope and Procurement [Seite 219]
8.1.1 - What's Different about Agile Scope Management? [Seite 220]
8.1.2 - Managing Agile Scope [Seite 222]
8.1.2.1 - Understanding scope throughout the project [Seite 222]
8.1.2.2 - Introducing scope changes [Seite 225]
8.1.2.3 - Managing scope changes [Seite 225]
8.1.2.4 - Using agile artifacts for scope management [Seite 227]
8.1.3 - What's Different about Agile Procurement? [Seite 228]
8.1.4 - Managing Agile Procurement [Seite 230]
8.1.4.1 - Determining need and selecting a vendor [Seite 230]
8.1.4.2 - Understanding cost approaches and contracts for services [Seite 232]
8.1.4.3 - Organizational considerations for procurement [Seite 235]
8.1.4.4 - Working with a vendor [Seite 237]
8.1.4.5 - Closing a contract [Seite 238]
8.2 - Chapter 13 Managing Time and Cost [Seite 239]
8.2.1 - What's Different about Agile Time Management? [Seite 239]
8.2.2 - Managing Agile Schedules [Seite 241]
8.2.2.1 - Introducing velocity [Seite 242]
8.2.2.2 - Monitoring and adjusting velocity [Seite 243]
8.2.2.3 - Managing scope changes from a time perspective [Seite 248]
8.2.2.4 - Managing time by using multiple teams [Seite 249]
8.2.2.5 - Using agile artifacts for time management [Seite 250]
8.2.3 - What's Different about Agile Cost Management? [Seite 251]
8.2.4 - Managing Agile Budgets [Seite 252]
8.2.4.1 - Creating an initial budget [Seite 253]
8.2.4.2 - Creating a self-funding project [Seite 254]
8.2.4.3 - Using velocity to determine long-range costs [Seite 256]
8.2.4.4 - Using agile artifacts for cost management [Seite 258]
8.3 - Chapter 14 Managing Team Dynamics and Communication [Seite 259]
8.3.1 - What's Different about Agile Team Dynamics? [Seite 259]
8.3.2 - Managing Agile Team Dynamics [Seite 261]
8.3.2.1 - Becoming self-managing and self-organizing [Seite 262]
8.3.2.2 - Supporting the team: The servant-leader [Seite 266]
8.3.2.3 - Working with a dedicated team [Seite 268]
8.3.2.4 - Working with a cross-functional team [Seite 269]
8.3.2.5 - Reinforcing openness [Seite 271]
8.3.2.6 - Limiting development team size [Seite 272]
8.3.2.7 - Managing projects with dislocated teams [Seite 273]
8.3.3 - What's Different about Agile Communication? [Seite 276]
8.3.4 - Managing Agile Communication [Seite 277]
8.3.4.1 - Understanding agile communication methods [Seite 277]
8.3.4.2 - Status and progress reporting [Seite 280]
8.4 - Chapter 15 Managing Quality and Risk [Seite 283]
8.4.1 - What's Different about Agile Quality? [Seite 283]
8.4.2 - Managing Agile Quality [Seite 286]
8.4.2.1 - Quality and the sprint [Seite 287]
8.4.2.2 - Proactive quality [Seite 289]
8.4.2.3 - Quality through regular inspecting and adapting [Seite 294]
8.4.2.4 - Automated testing [Seite 295]
8.4.3 - What's Different about Agile Risk Management? [Seite 297]
8.4.4 - Managing Agile Risk [Seite 300]
8.4.4.1 - Reducing risk inherently [Seite 300]
8.4.4.2 - Identifying, prioritizing, and responding to risks early [Seite 305]
9 - Part 5 Ensuring Agile Success [Seite 309]
9.1 - Chapter 16 Building a Foundation [Seite 311]
9.1.1 - Organizational and Individual Commitment [Seite 311]
9.1.1.1 - Organizational commitment [Seite 312]
9.1.1.2 - Individual commitment [Seite 313]
9.1.1.3 - Getting commitment [Seite 313]
9.1.1.4 - Can you make the transition? [Seite 314]
9.1.1.5 - Timing the transition [Seite 316]
9.1.2 - Choosing the Right Pilot Team Members [Seite 316]
9.1.2.1 - The agile champion [Seite 316]
9.1.2.2 - The agile transition team [Seite 317]
9.1.2.3 - The product owner [Seite 318]
9.1.2.4 - The development team [Seite 319]
9.1.2.5 - The scrum master [Seite 319]
9.1.2.6 - The project stakeholders [Seite 320]
9.1.2.7 - The agile mentor [Seite 321]
9.1.3 - Creating an Environment That Enables Agility [Seite 321]
9.1.4 - Support Agility Initially and Over Time [Seite 324]
9.2 - Chapter 17 Scaling across Agile Teams [Seite 325]
9.2.1 - Multi-Team Agile Projects [Seite 326]
9.2.2 - Making Work Digestible through Vertical Slicing [Seite 328]
9.2.2.1 - Scrum of scrums [Seite 329]
9.2.3 - Aligning through Roles with Scrum at Scale [Seite 332]
9.2.3.1 - Scaling the scrum master [Seite 333]
9.2.3.2 - Scaling the product owner [Seite 334]
9.2.3.3 - Synchronizing in one hour a day [Seite 336]
9.2.4 - Multi-Team Coordination with LeSS [Seite 337]
9.2.4.1 - LeSS, the smaller framework [Seite 337]
9.2.4.2 - LeSS Huge framework [Seite 338]
9.2.4.3 - Sprint review bazaar [Seite 339]
9.2.4.4 - Observers at the daily scrum [Seite 340]
9.2.4.5 - Component communities and mentors [Seite 340]
9.2.4.6 - Multi-team meetings [Seite 341]
9.2.4.7 - Travelers [Seite 341]
9.2.5 - Reducing Dependencies with Nexus [Seite 341]
9.2.5.1 - Nexus role - Nexus integration team [Seite 342]
9.2.5.2 - Nexus artifacts [Seite 344]
9.2.5.3 - Nexus events [Seite 344]
9.2.6 - Joint Program Planning with SAFe [Seite 346]
9.2.6.1 - Understanding the four SAFe levels [Seite 347]
9.2.6.2 - Joint program increment planning [Seite 350]
9.2.6.3 - Clarity for managers [Seite 351]
9.2.7 - Modular Structures with Enterprise Scrum [Seite 351]
9.2.7.1 - ES scrum elements generalizations [Seite 351]
9.2.7.2 - ES key activities [Seite 352]
9.3 - Chapter 18 Being a Change Agent [Seite 357]
9.3.1 - Becoming Agile Requires Change [Seite 357]
9.3.2 - Why Change Doesn't Happen on Its Own [Seite 358]
9.3.3 - Strategic Approaches to Implementing and Managing Change [Seite 359]
9.3.3.1 - Lewin [Seite 359]
9.3.3.2 - ADKAR's five steps to change [Seite 360]
9.3.3.3 - Kotter's eight steps for leading change [Seite 362]
9.3.4 - Platinum Edge's Change Roadmap [Seite 363]
9.3.4.1 - Step 1: Conduct an implementation strategy with success metrics [Seite 363]
9.3.4.2 - Step 2: Build awareness and excitement [Seite 366]
9.3.4.3 - Step 3: Form a transformation team and identify a pilot project [Seite 367]
9.3.4.4 - Step 4: Build an environment for success [Seite 369]
9.3.4.5 - Step 5: Train sufficiently and recruit as needed [Seite 369]
9.3.4.6 - Step 6: Kick off the pilot with active coaching [Seite 370]
9.3.4.7 - Step 7: Execute the Roadmap to Value [Seite 371]
9.3.4.8 - Step 8: Gather feedback and improve [Seite 371]
9.3.4.9 - Step 9: Mature and solidify improvements [Seite 372]
9.3.4.10 - Step 10: Progressively expand within the organization [Seite 373]
9.3.5 - Avoiding Pitfalls [Seite 374]
9.3.6 - Signs Your Changes Are Slipping [Seite 377]
10 - Part 5 The Part of Tens [Seite 381]
10.1 - Chapter 19 Ten Key Benefits of Agile Project Management [Seite 383]
10.1.1 - Better Product Quality [Seite 383]
10.1.2 - Higher Customer Satisfaction [Seite 384]
10.1.3 - Reduced Risk [Seite 385]
10.1.4 - Increased Collaboration and Ownership [Seite 385]
10.1.5 - More Relevant Metrics [Seite 386]
10.1.6 - Improved Performance Visibility [Seite 387]
10.1.7 - Increased Project Control [Seite 388]
10.1.8 - Improved Project Predictability [Seite 388]
10.1.9 - Customized Team Structures [Seite 389]
10.1.10 - Higher Team Morale [Seite 390]
10.2 - Chapter 20 Ten Key Factors for Project Success [Seite 391]
10.2.1 - Dedicated Team Members [Seite 391]
10.2.2 - Collocation [Seite 392]
10.2.3 - Automated Testing [Seite 392]
10.2.4 - Enforced Definition of Done [Seite 392]
10.2.5 - Clear Product Vision and Roadmap [Seite 393]
10.2.6 - Product Owner Empowerment [Seite 394]
10.2.7 - Developer Versatility [Seite 394]
10.2.8 - Scrum Master Clout [Seite 394]
10.2.9 - Management Support for Learning [Seite 395]
10.2.10 - Transition Support [Seite 395]
10.3 - Chapter 21 Ten Metrics for Agile Organizations [Seite 397]
10.3.1 - Return on Investment [Seite 397]
10.3.1.1 - New requests in ROI budgets [Seite 400]
10.3.1.2 - Capital redeployment [Seite 400]
10.3.2 - Satisfaction Surveys [Seite 401]
10.3.3 - Defects in Production [Seite 402]
10.3.4 - Sprint Goal Success Rates [Seite 403]
10.3.5 - Time to Market [Seite 403]
10.3.6 - Lead and Cycle Times [Seite 404]
10.3.7 - Cost of Change [Seite 405]
10.3.8 - Team Member Turnover [Seite 405]
10.3.9 - Skill Versatility [Seite 406]
10.3.10 - Manager-to-Creator Ratio [Seite 406]
10.4 - Chapter 22 Ten Valuable Resources for Agile Professionals [Seite 409]
10.4.1 - Agile Project Management For Dummies Online Cheat Sheet [Seite 409]
10.4.2 - Scrum For Dummies [Seite 410]
10.4.3 - The Scrum Alliance [Seite 410]
10.4.4 - The Agile Alliance [Seite 410]
10.4.5 - The Project Management Institute Agile Community [Seite 411]
10.4.6 - International Consortium for Agile (ICAgile) [Seite 411]
10.4.7 - InfoQ [Seite 411]
10.4.8 - Lean Enterprise Institute [Seite 412]
10.4.9 - Extreme Programming [Seite 412]
10.4.10 - Platinum Edge [Seite 412]
11 - Index [Seite 415]
12 - EULA [Seite 435]