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| Introduction | |
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| About This Book | |
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| Foolish Assumptions | |
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| Conventions Used in This Book | |
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| How This Book Is Organized | |
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| Understanding Agile | |
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| Being Agile | |
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| Working in Agile | |
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| Managing in Agile | |
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| Ensuring Agile Success | |
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| The Part of Tens | |
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| Icons Used in This Book | |
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| Where to Go from Here | |
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| Understanding Agile | |
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| Modernizing Project Management | |
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| Project Management Needed Makeover | |
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| The origins of modern project management | |
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| The problem with the status quo | |
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| Introducing Agile Project Management | |
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| How agile projects work | |
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| Why agile projects work better | |
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| The Agile Manifesto and Principles | |
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| Understanding the Agile Manifesto | |
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| Outlining the Four Values of the Agile Manifesto | |
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| Value 1: Individuals and interactions over processes and tools | |
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| Value 2: Working software over comprehensive documentation | |
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| Value 3: Customer collaboration over contract negotiation | |
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| Value 4: Responding to change over following a plan | |
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| Defining the 12 Agile Principles | |
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| Agile principles of customer satisfaction | |
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| Agile principles of quality | |
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| Agile principles of teamwork | |
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| Agile principles of project management | |
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| Adding the Platinum Principles | |
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| Resisting formality | |
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| Thinking and acting as a team | |
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| Visualizing rather than writing | |
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| Changes as a Result of Agile | |
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| The Agile Litmus Test | |
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| Why Agile Works Better | |
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| Evaluating Agile Benefits | |
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| How Agile Approaches Beat Historical Approaches | |
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| Greater flexibility and stability | |
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| Reduced nonproductive tasks | |
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| Higher quality, delivered faster | |
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| Improved team performance | |
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| Tighter project control | |
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| Faster and less costly failure | |
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| Why People Like Agile | |
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| Executives | |
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| Product development and customers | |
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| Management | |
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| Development teams | |
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| Being Agile | |
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| Agile Frameworks | |
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| Diving Under the Umbrella of Agile Approaches | |
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| Reviewing the Big Three: Lean, Extreme Programming, and Scrum | |
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| An overview of lean | |
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| An overview of extreme programming | |
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| An overview of scrum | |
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| Putting It All Together | |
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| Putting Agile into Action: The Environment | |
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| Creating the Physical Environment | |
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| Collocating the team | |
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| Setting up a dedicated area | |
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| Removing distractions | |
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| Going mobile | |
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| Low-Tech Communicating | |
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| High-Tech Communicating | |
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| Choosing Tools | |
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| The purpose of the tool | |
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| Organizational and compatibility constraints | |
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| Putting Agile into Action: The Behaviors | |
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| Establishing Agile Roles | |
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| Development team | |
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| Product owner | |
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| Scrum master | |
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| Stakeholders | |
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| Agile mentor | |
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| Establishing New Values | |
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| Commitment | |
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| Focus | |
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| Openness | |
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| Respect | |
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| Courage | |
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| Changing Team Philosophy | |
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| Cross-functionality | |
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| Self-organization | |
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| Self-management | |
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| Size-limited teams | |
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| Mature behavior | |
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| Working in Agile | |
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| Defining the Product Vision and Product Roadmap | |
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| Planning in Agile | |
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| Planning as necessary | |
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| Inspect and adapt | |
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| Defining the Product Vision | |
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| Step 1: Developing the product objective | |
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| Step 2: Creating a draft vision statement | |
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| Step 3: Validating and revising the vision statement | |
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| Step 4: Finalizing the vision statement | |
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| Creating a Product Roadmap | |
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| Step 1: Identifying product requirements | |
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| Step 2: Arranging product features | |
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| Step 3: Estimating and ordering the product's features | |
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| Step 4: Determining high-level time frames | |
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| Saving your work | |
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| Planning Releases and Sprints | |
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| Refining Requirements and Estimates | |
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| What is a user story? | |
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| Steps to create a user story | |
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| Breaking down requirements | |
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| Estimation poker | |
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| Affinity estimating | |
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| Release Planning | |
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| Completing the product backlog | |
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| Creating the release plan | |
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| Sprint Planning | |
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| The sprint backlog | |
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| The sprint planning meeting | |
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| Working Through the Day | |
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| Planning the Day: The Daily Scrum | |
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| Tracking Progress | |
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| The sprint backlog | |
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| The task board | |
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| Agile Roles Within the Sprint | |
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| Creating Shippable Functionality | |
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| Elaborating | |
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| Developing | |
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| Verifying | |
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| Identifying roadblocks | |
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| The End of the Day | |
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| Showcasing Work and Incorporating Feedback | |
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| The Sprint Review | |
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| Preparing to demonstrate | |
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| The sprint review meeting | |
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| Collecting feedback in the sprint review meeting | |
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| The Sprint Retrospective | |
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| Planning for retrospectives | |
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| The retrospective meeting | |
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| Inspecting and adapting | |
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| Preparing for Release | |
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| Preparing the Product for Deployment: The Release Sprint | |
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| Preparing the Organization for Product Deployment | |
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| Preparing the Marketplace for Product Deployment | |
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| Managing in Agile. | |
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| Managing Scope and Procurement | |
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| What's Different About Scope in Agile | |
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| How to Manage Scope in Agile | |
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| Understanding scope throughout the project | |
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| Introducing scope changes | |
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| Managing scope changes | |
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| Using agile artifacts for scope management | |
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| What's Different About Procurement in Agile | |
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| How to Manage Procurement in Agile | |
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| Determining need and selecting a vendor | |
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| Contracts and cost approaches for services | |
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| Organizational considerations for procurement | |
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| Working with a vendor | |
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| Closing a contract | |
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| Managing Time and Cost | |
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| What's Different About Time in Agile | |
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| How to Manage Time in Agile | |
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| Introducing velocity | |
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| Monitoring and adjusting velocity | |
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| Managing scope changes from a time perspective | |
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| Managing time by using multiple teams | |
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| Using agile artifacts for time management | |
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| What's Different About Cost in Agile | |
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| How to Manage Cost in Agile | |
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| Creating an initial budget | |
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| Creating a self-funding project | |
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| Using velocity to determine long-range costs | |
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| Using agile artifacts for cost management | |
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| Managing Team Dynamics and Communication | |
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| What's Different About Team Dynamics in Agile | |
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| How to Manage Team Dynamics in Agile | |
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| Becoming self-managing and self-organizing | |
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| Supporting the team: The servant-leader | |
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| Working with a dedicated team | |
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| Working with a cross-functional team | |
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| Establishing an agile environment | |
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| Limiting development team size | |
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| Managing projects with dislocated teams | |
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| What's Different About Communication in Agile | |
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| How to Manage Communication in Agile | |
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| Understanding agile communication methods | |
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| Status and progress reporting | |
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| Managing Quality and Risk | |
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| What's Different About Quality in Agile | |
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| How to Manage Quality in Agile | |
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| Quality and the sprint | |
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| Proactive quality | |
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| Quality through regular inspecting and adapting | |
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| Automated testing | |
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| What's Different About Risk in Agile | |
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| How to Manage Risk in Agile | |
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| Reducing risk inherently | |
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| Identifying, prioritizing, and responding to risks | |
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| Ensuring Agile Success | |
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| Building a Foundation | |
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| Commitment of the Organization and of Individuals | |
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| Organizational commitment | |
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| Individual commitment | |
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| How to get commitment | |
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| Will it be possible to make the transition? | |
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| What is the best timing for moving to agile? | |
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| Choosing the Right Project Team Members | |
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| The development team | |
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| The scrum master | |
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| The product owner | |
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| The agile champion | |
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| The agile mentor | |
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| The project stakeholders | |
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| Creating an Environment That Works for Agile | |
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| Support Agile Initially and Over Time | |
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| Being a Change Agent | |
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| Making Agile Work in Your Organization | |
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| Step 1: Conduct an implementation strategy | |
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| Step 2: Establish a transformation team | |
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| Step 3: Build awareness and excitement | |
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| Step 4: Identify a pilot project | |
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| Step 5: Identify success metrics | |
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| Step 6: Train sufficiently | |
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| Step 7: Develop a product strategy | |
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| Step 8: Develop the product roadmap, the product backlog, and estimates | |
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| Step 9: Running your first sprint | |
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| Step 10: Make mistakes, gather feedback, and improve | |
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| Step 11: Mature | |
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| Step 12: Scale virally | |
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| Avoiding Pitfalls | |
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| Questions to Prevent Problems | |
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| The Part of Tens | |
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| Ten Key Benefits of Agile Project Management | |
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| Better Product Quality | |
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| Higher Customer Satisfaction | |
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| Higher Team Morale | |
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| Increased Collaboration and Ownership | |
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| Customized Team Structures | |
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| More Relevant Metrics | |
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| Improved Performance Visibility | |
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| Increased Project Control | |
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| Improved Project Predictability | |
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| Reduced Risk | |
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| Ten Key Metrics for Agile Project Management | |
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| Sprint Goal Success Rates | |
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| Defects | |
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| Total Project Duration | |
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| Time to Market | |
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| Total Project Cost | |
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| Return on Investment | |
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| New Requests Within ROI Budgets | |
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| Capital Redeployment | |
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| Satisfaction Surveys | |
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| Team Member Turnover | |
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| Ten Key Resources for Agile Project Management | |
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| Agile Project Management For Dummies Online Cheat Sheet | |
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| The Agile Alliance | |
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| The Scrum Alliance | |
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| The Project Management Institute Agile Community | |
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| Agile Leadership Network | |
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| Scrum Development Yahoo! Group | |
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| InfoQ | |
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| Lean Essays | |
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| What Is Extreme Programming? | |
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| Platinum Edge | |
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| Index | |