Managing agile projects

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  • If you leave the office with more projects than you started the day with, this book is for you. This isn’t an abstract or theoretical book; Johanna offers practical advice that will help you manage your project portfolio—whether you are a team lead, a middle manager, or a senior executive. Esther Derby Author and consultant, Esther Derby Associates, Inc. At last! Now, we can get serious about extending an agile approach beyond individual projects and begin to extract further value from our agile programs and portfolios.

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  • Đề tài: Agile Project Management cho ứng dụng di động dành cho các bạn sinh CNTT đang học bộ môn Phương pháp mô hình hóa với nội dung về : Phát triển ứng dụng di động bằng phương pháp Agile, Thực trạng phát triển ứng dụng di động, Một số phương pháp phát triển ứng dụng di động hướng Agile.

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  • Đề tài: Quy trình Agile Project Management trên thiết bị di động (Agile project management for mobile application) gồm các nội dung sau: Sơ lược môi trường di động, Giới thiệu Agile Mobile, Giới thiệu Mobile-D, Giới thiệu SleSS, So sánh Mobile-D & SLeeSS

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  • Bài thuyết trình Phương pháp mô hình hóa: Agile project management gồm các nội dung: Agile là gì, tuyên ngôn, đặc trưng, các phương pháp Agile, Agile vs Waterfall, Q&A.

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  • Pro Agile .NET Development with SCRUM guides you through a real-world ASP.NET project and shows how agile methodology is put into practice. There is plenty of literature on the theory behind agile methodologies, but no book on the market takes the concepts of agile practices and applies these in a practical manner to an end-to-end ASP.NET project, especially the estimating, requirements and management aspects of a project. Pro Agile .

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  • If you were to analyze your team's performance on a typical project, you'd be surprised how much time is wasted on non-productive tasks. This hands-on guide shows you how to work more efficiently by organizing and managing projects with SharePoint 2010. You'll learn how to build a Project Management Information System (PMIS), customized to your project, that can effectively coordinate communication and collaboration among team members.

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  • “Buddha” literally means awakened one, and this book is about what it means to be awake in the way that a Buddha is awake. Of course, it is also about project management and how to do it as well as it can be done. But from the point of view of Zen, managing projects is both a quest in and of itself and a vehicle for awakening. Essentially, we are going to reveal how project management can be used as a Zen art. In Zen there is a tradition of taking apparently mundane daily activities and elevating them...

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  • The traditional way to build software, used by companies big and small, is commonly known as “The Waterfall”. There are many variants, but it typically begins with a detailed planning phase, where the end product is carefully thought through, designed, and documented in great detail. The tasks necessary to execute the design are determined, and the work is planned using tools like Gantt charts and programs like Microsoft Project. The team arrives at an estimate of how long the project will take by adding up detailed estimates of the individual steps involved.

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  • Today’s Information Technology (IT) manager is under ever-increasing pressure to deliver results – in the form of applications that drive improvements to the bottom line – even while IT budgets are being significantly slashed. Meanwhile, despite the fall of the Internet economy business environments continue to change at a rapid pace leaving many IT shops struggling to keep up with the pace of change. These changes have led to an increased interest in agile software development methodologies with their promise of rapid delivery and flexibility while maintaining...

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  • This initial stage of the project also provides the project manager with opportunities to get to know the team and help them get to know each other. The time-honored kick-off group lunch can be combined with techniques often using in training sessions such as sharing personal and professional information with a colleague who then makes the group introduction. In addition, the project manager should ensure that the physical workspace is arranged in a way that facilitates collaborative activities such as pair programming and team problem solving.

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  • It’s not surprising then that the planning-related books in the corner of my office disagree heavily with each other. Some focus on business strategy, others on engineering and scheduling processes (the traditional focus of project planning), and a few on understanding and designing for customers. But more distressing than their disagreements is that these books fail to acknowledge that other approaches even exist. This is odd because none of these perspectives—business, technology, customer—can ever exist without the others.

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  • The best project managers aren’t just organizers – they combine business vision, communication skills, soft management skills and technical savvy with the ability to plan, coordinate, and execute. In essence, they are not just managers – they are leaders. While this has always been the case, agile project management places a higher premium on the leadership skills than ever before. For example, XP teams create and monitor their own iteration plans in collaboration with the customers. The customer creates stories (features) and prioritizes them based on business value.

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  • What then becomes critical is that project and programme managers and senior management make efficient and effective use of the services and capabilities of the PMO. And finally it is important to define the metrics by which the performance of the PMO will be assessed and evaluated, both directly (the effectiveness of its services) and indirectly (the improvements it enables in project, programme and portfolio decision making and outcomes). But that is not the end of the story.

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  • This book is for anyone who manages, works on, or is interested in projects, whether they are certified project management professionals (PMPs) or not. Most people who manage projects in the world are not professional project managers. Many are untrained and have little or no professional support. Some do not even know they manage proj- ects; they just get things done. There are professionals who manage large complex projects in global settings and incidental project manag- ers who manage or take part in projects that are part of their normal jobs in just about any field.

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  • In spite of some early success with agile methodologies, a number of factors are preventing their widespread adoption. Agile methodology advocates often find it difficult to obtain management support for implementing what seem like dramatic changes in application development. These methodologies require developers, managers and users alike to change the way they work and think. For example, the XP practices of pair programming, test-first design, continuous integration, and an on-site customer can seem like daunting changes to implement.

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  • The source of project ideas may come from a variety of sources, most importantly from prospective implementing partners (either partner governments, non-state actors or multi-lateral or regional development agencies). Local ownership of, and commitment to, potential projects is a key quality assessment criterion. Furthermore, project ideas should be drawn from the priorities and targets identified in the relevant Country Strategy Paper and National Indicative Programme.

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  • The Agile family of development methodologies was born out of a belief that an approach more grounded in human reality would yield better results. Agile emphasizes building working software that people can get hands on with quickly, versus spending a lot of time writing specifications up front. Agile focuses on small, cross-functional teams empowered to make decisions, versus big hierarchies and compartmentalization by function, and Agile focuses on rapid iteration, with as much customer input along the way as possible.

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  • The ScrumMaster is one of the most important elements of Scrum success. The ScrumMaster does whatever is in their power to help the team be successful. The ScrumMaster is not the manager of the team; instead, the ScrumMaster serves the team, protects the team from outside interference, and guides the team’s use of Scrum. The ScrumMaster makes sure everyone on the team (as well as those in management) understands and follows the practices of Scrum, and they help lead the organization through the often difficult change required to achieve success with Agile methods.

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  • Within this context, it is small wonder that the new methodologies appear informal to the point of being chaotic, egalitarian to the point of actively fostering insubordination, and directionless in their approach to problem solving. We believe that the slow adoption of agile methodologies stems mainly from this misalign- ment between the fundamental assumptions of traditional management and those of the new agile develop- ment methodologies.

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