This book could have been called Estimating and Planning Agile Projects. Instead,
it’s called Agile Estimating and Planning. The difference may appear subtle
but it’s not. The title makes it clear that the estimating and planning
processes must themselves be agile. Without agile estimating and planning, we
cannot have agile projects.
This book could have been called Estimating and Planning Agile Projects. Instead, it’s called Agile Estimating and Planning. The difference may appear subtle but it’s not. The title makes it clear that the estimating and planning processes must themselves be agile. Without agile estimating
This book provides clear, proven advice that will be helpful to any Agile coach or ScrumMaster. From starting the transition to keeping the code clean to running a retrospective, this book covers what you need to know to help you get the best out of any Agile team. Mike Cohn Author of User Stories Applied and Agile Estimating & Planning I’ve seen numerous presentations about being an Agile coach, and none of them comes even close to the kind of practical advice Rachel and Liz have packed into this printed nugget of gold....
Real agilists don't weigh themselves down with libraries of books, they keep their important information handy with them at all times. Jeff and Tim pack over two decades of experience coaching and doing agile into Agile in a Flash, a unique deck of index cards that fit neatly in your pocket and tack easily onto the wall. Agile in a Flash cards run the gamut of agile, covering customer, planning, team, and developer concepts to help you succeed on agile projects. You can use cards from the deck in many ways: as references, reminders, teaching tools, and conversation pieces. Why...
This study is one of a series of RAND publications that address ACS issues in implementing the EAF. Other reports in the series include the following: • Supporting Expeditionary Aerospace Forces: An Integrated Strategic Agile Combat Support Planning Framework, Robert S. Tripp et al. (MR-1056-AF). This report describes an ...
Agile, strategic supply chain management is a key competitive necessity in today’s no-room-for-error business arena. And few organizations have acquired more knowledge—and demonstrated better results—than the team at global management consultancy Pittiglio, Rabin, Todd, and McGrath (PRTM). In the breakthrough reference Strategic Supply Chain Management, two of PRTM’s leading consultants in this practice explain everything that corporate decision-makers need to know to create value and competitive advantage from their supply chains....
Four acknowledged experts in search engine optimization share guidelines and innovative techniques that will help you plan and execute a comprehensive SEO strategy. This second edition brings you up to date on recent changes in search engine behavior—such as new ranking methods involving user engagement and social media—with an array of effective tactics, from basic to advanced.
Comprehend SEO’s many intricacies and complexities
“We have come to value:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on
the right, we value the items on the left more."
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.
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.
Agile marketing is about taking small steps, minimizing risk, and failing fast—all in an effort to figure out what works as efficiently as possible. As a methodology, it focuses on an iterative approach to planning and executing, learning quickly, and having a bias towards action. Agile marketing means listening to what your customer wants, programming your ads to reflect relevant topics, updating, and measuring. So why does agile marketing matter in display advertising? Because display is growing and marketers can’t afford to rely on static text and image ads to meet ROI objectives. ...
Many of the designations used by manufacturers and sellers to distinguish their products
are claimed as trademarks. Where those designations appear in this book, and The
Pragmatic Programmers, LLC was aware of a trademark claim, the designations have
been printed in initial capital letters or in all capitals. The Pragmatic Starter Kit, The
Pragmatic Programmer, Pragmatic Programming, Pragmatic Bookshelf and the linking g
device are trademarks of The Pragmatic Programmers, LLC.
Because every project needs a leader. Agile methodologies free the project manager from the drudgery of
being a taskmaster thereby enabling the project manager to focus on being a leader – someone who keeps
the spotlight on the vision, who inspires the team, who promotes teamwork and collaboration, who champions
the project and removes obstacles to progress. Rather than being an operational controller, the project
manager can become an adaptive leader – if she can relinquish her reliance on old style management.
The basic phases of an...
Chapter 3 – Agile software development. The objective of this chapter is to introduce you to agile software development methods. When you have read the chapter, you will: understand the rationale for agile software development methods, the agile manifesto, and the differences between agile and plan-driven development; know the key practices in extreme programming and how these relate to the general principles of agile methods; understand the Scrum approach to agile project management;...
The ninth edition of Software Engineering presents a broad perspective of software engineering, focusing on the processes and techniques fundamental to the creation of reliable, software systems. Increased coverage of agile methods and software reuse, along with coverage of 'traditional' plan-driven software engineering, gives readers the most up-to-date view of the field currently available. Practical case studies, a full set of easy-to-access supplements, and extensive web resources make teaching the course easier than ever....
Regardless of the particular methodology, the traditional project manager is often seen as a “taskmaster” who
develops and controls the master plan that documents (often in excruciating detail) the tasks, dependencies,
and resources required to deliver the end product. The project manager then monitors the status of tasks and
adjusts the plan as necessary. Underpinning this mechanistic approach is the assumption that equates
individuals to interchangeable, controllable commodities.
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.
The main contents of this chapter include all of the following: Software engineering knowledge, principles that guide process - I, principles that guide practice, communication principles, planning principles, modeling principles, agile modeling principles,....