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| Preface | |
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| Introduction | |
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| The Agile Revolution | |
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| Innovative Product Development Reliable Innovation | |
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| Continuous Innovation | |
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| Product Adaptability | |
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| Reduced Delivery Schedules | |
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| People and Process Adaptability | |
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| Reliable Results | |
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| Core Agile Values | |
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| Responding to Change | |
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| Working Products | |
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| Customer Collaboration | |
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| Individuals and Interactions | |
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| Agile Project Management | |
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| Agility Defined | |
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| The APM Framework | |
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| Thriving in a Chaordic World | |
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| Our Journey | |
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| Guiding Principles: Customers and Products | |
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| Herman and Maya | |
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| The Guiding Principles of Agile Project Management | |
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| Deliver Customer Value | |
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| Innovation and Adaptability | |
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| Planning and Control to Execution | |
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| Delivery versus Compliance | |
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| Employ Iterative, Feature-Based Delivery | |
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| Creating a Better Product | |
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| Producing Earlier Benefits | |
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| Progressive Risk Reduction | |
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| Champion Technical Excellence | |
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| Customers and Products | |
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| Guiding Principles: Leadership-Collaboration Management | |
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| Management Style | |
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| The Business of APM | |
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| Reliable, Not Repeatable | |
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| Progress Reporting | |
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| Leadership-Collaboration Management | |
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| Encourage Exploration | |
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| Shared Space | |
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| Encouragement Isn't Enough | |
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| Build Adaptive (Self-Organizing, Self-Disciplined) Teams | |
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| Getting the Right People | |
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| Articulating the Product Vision | |
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| Encouraging Interaction | |
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| Participatory Decision Making | |
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| Insisting on Accountability | |
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| Steering, Not Controlling | |
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| Self-Discipline | |
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| Simplify | |
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| Generative Rules | |
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| Barely Sufficient Methodology | |
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| Principles to Practices | |
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| An Agile Project Management Model | |
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| Principles and Practices | |
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| An Agile Process Framework | |
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| Phase: Envision | |
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| Phase: Speculate | |
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| Phase: Explore | |
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| Phase: Adapt | |
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| Phase: Close | |
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| Judgment Required | |
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| Project Size | |
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| Agile Practices | |
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| The Envision Phase | |
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| Get the Right People | |
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| Phase: Envision | |
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| Practice: Product Vision Box and Elevator Test Statement | |
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| Objective | |
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| Discussion | |
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| Practice: Product Architecture | |
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| Objective | |
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| Discussion | |
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| Guiding Principles | |
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| Practice: Project Data Sheet | |
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| Objective | |
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| Discussion | |
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| Tradeoff Matrix | |
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| Exploration Factor | |
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| Practice: Get the Right People | |
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| Objective | |
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| Discussion | |
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| Practice: Participant Identification | |
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| Objective | |
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| Discussion | |
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| Practice: Customer Team-Developer Team Interface | |
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| Objective | |
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| Discussion | |
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| Practice: Process and Practice Tailoring | |
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| Objective | |
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| Discussion | |
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| Self-Organization Strategy | |
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| Process Framework Tailoring | |
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| Practice Selection and Tailoring | |
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| Early Planning | |
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| Envision Summary | |
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| The Speculate Phase | |
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| Scope Evolution | |
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| Phase: Speculate | |
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| Practice: Product Feature List | |
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| Objective | |
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| Discussion | |
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| Practice: Feature Cards | |
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| Objective | |
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| Discussion | |
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| Practice: Performance Requirements Cards | |
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| Objective | |
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| Discussion | |
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| Practice: Release, Milestone, and Iteration Plan | |
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| Objective | |
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| Discussion | |
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| Iteration 0 | |
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| Iterations 1-N | |
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| Next Iteration Plan | |
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| First Feasible Deployment | |
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| Estimating | |
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| Scope Evolution | |
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| Risk Analysis and Mitigation | |
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| Speculate Summary | |
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| The Explore Phase | |
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| Individual Performance | |
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| Phase: Explore | |
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| Practice: Workload Management | |
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| Objective | |
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| Discussion | |
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| Practice: Low-Cost Change | |
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| Objective | |
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| Discussion | |
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| Technical Debt | |
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| Simple Design | |
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| Frequent Integration | |
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| Ruthless Testing | |
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| Opportunistic Refactoring | |
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| Practice: Coaching and Team Development | |
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| Objective | |
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| Discussion | |
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| Focusing the Team on Delivering Results | |
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| Molding a Group of Individuals into a Team | |
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| Developing Each Individual's Capabilities | |
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| Providing the Team with Required Resources and Removing Roadblocks | |
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| Coaching the Customers | |
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| Orchestrating Team Rhythm | |
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| Practice: Daily Team Integration Meetings | |
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| Objective | |
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| Discussion | |
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| Practice: Participatory Decision Making | |
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| Objective | |
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| Discussion | |
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| Decision Framing | |
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| Decision Making | |
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| Decision Retrospection | |
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| Leadership and Decision Making | |
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| Set- and Delay-Based Decision Making | |
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| Practice: Daily Interaction with the Customer Team | |
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| Objective | |
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| Discussion | |
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| Stakeholder Coordination | |
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| Explore Summary | |
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| The Adapt and Close Phases | |
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| Progress | |
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| Phase: Adapt | |
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| Practice: Product, Project, and Team Review and Adaptive Action | |
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| Objective | |
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| Discussion | |
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| Customer Focus Groups | |
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| Technical Reviews | |
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| Team Performance Evaluations | |
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| Project Status Reports | |
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| Adaptive Action | |
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| Phase: Close | |
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| Adapt and Close Summary | |
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| Building Large Adaptive Teams | |
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| An Achilles' Heel? | |
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| The Scaling Challenge | |
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| A Scaled Adaptive Framework | |
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| A Hub Organizational Structure | |
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| Self-Organization Extensions | |
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| Team Self-Discipline | |
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| The Commitment-Accountability Protocol | |
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| Is It Working? | |
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| Structure and Tools | |
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| Summary | |
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| Reliable Innovation | |
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| The Agile Vision | |
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| The Changing Face of New Product Development | |
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| Agile People and Processes Deliver Agile Products | |
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| Implementing the Vision | |
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| Reliable Innovation | |
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| The Value-Adding Project Manager | |
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| Conviction | |
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| Bibliography | |
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| Index | |