By James A. Crowder, Shelli Friess
This e-book introduces readers to the concept that of Agile undertaking administration and permits them to accommodate the calls for and complexities of contemporary, agile systems/software/hardware improvement groups. The ebook examines the project/program supervisor past the strategies of management and goals to hook up with employees' feel of id. The textual content examines human mental recommendations corresponding to “locus of control,” so as to support the chief comprehend their group members’ view and the way top to control their “world” contributions. The authors conceal new administration instruments and philosophies for agile systems/software/hardware improvement groups, with a selected specialize in how this pertains to engineering and desktop technology. This publication additionally comprises useful case studies.
* Discusses administration talents wanted as they relate to the advances in software program improvement practices
* Examines the best way to deal with an agile improvement workforce that comes with groups throughout geographically, ethnically, and culturally different backgrounds
* Embraces the entire facets of contemporary administration and management
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Extra info for Agile Project Management: Managing for Success
1 Brief History of the Earned Value Management System The government instituted the formal practice of Earned Value in the 1960s as a methodology for program/project management in terms of scope, cost, and schedule. Earned Value promises to provide accurate measurements of program/project performance as well as identifying problems, a crucial component of program/ project management . The basic 11 precepts or elements of the Earned Value Management system are: 1. Define Authorized Work Elements 2.
We will discuss three major types of productivity tools for agile development programs/projects: 1. Productivity tools for the Agile Manager 2. Productivity tools for the agile software developer 3. 1 Productivity Tools for the Agile Manager For the Agile Manager, planning, tracking, and managing a program/project is very different from managing a classical development project. For the Agile Manager, a coordinated and integrated set of productivity tools should allow the Agile Manager to manage overall and individual Sprint team’s backlogs, overall and individual burn-down and burn-up charts, capture Sprint reviews and retrospectives, and plan Sprints, including changes associated with the entire agile development process.
IT support and governance policies Human Resource issues Finance responsibilities Support Teams—administrative, security, etc. 1 Agile Team Dynamics 31 For the Agile Manager, this often involves adjusting one’s person management/ leadership style, and may require the Agile Manager to even work to affect and change the company culture to allow the agile teams to be effective and successful. It means working to acquire and utilize the abilities to understand and choose individuals who possess competencies that are agile-value based .