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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 | |