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Acknowledgment ix
Introduction xi
Chapter 1 A Quick Read 1
A Short History Provides Context 2
Agile Manifesto and Agile Principles Set Up Agile Methods 4
Project Development Lifecycle Covers Business Case-to-Business Delivery 6
Some Terminology to Make the Reading Easier 11
Plan-driven Provides Lessons Learned 12
Four Agile Methodologies Are Representative 17
The Spiral Methodology Is a Risk Reducer 24
Summary and Takeaway Points 30
Chapter 2 The Agile Business Case 35
The Business Case Adds Value to the Project 35
Business Value Models Are the Setup for the Business Case 40
Project Balance Sheet Helps Communicate with the Business Decision Makers 45
The Agile Business Case Is Built by Levels 50
Summary and Takeaway Points 58
Chapter 3 Quality in the Agile Space 61
Quality Is Built Around Values, Principles, and Practices 62
Thought Leaders Set Up Agile Quality Values and Principles 64
Quality Values and Principles Are Planned into the Agile Methods 71
Summary and Takeaway Points 79
Chapter 4 Managing Test 81
Principles and Practices Guide Testing-in Quality 81
Test-driven Development Is the Starting Point 83
Test Planning Is Essential to Good Test Metrics 89
Testing by Sampling Conserves Time and Money 99
Testing a Hypothesis Builds Confidence 104
Summary and Takeaway Points 106
Chapter 5 Developing the Scope and Requirements 109
The Most Affordable Scope Is a Best Value 110
Vision Is the Beginning 112
An Agile Partnership with the Customer Is Built on Rights and Responsibilities 114
There Is a Process for Requirements 116
Teams Work with Stories, Models, and Prototypes 121
WBS Is a Tool for Organizing Scope124
Manage Scope Emergence with the Planning Horizon 130
Summary and Takeaway Points 134
Chapter 6 Planning Cost and Schedule 139
It's Agile! Why Plan? 139
Make Agile Plans for Agile Projects 146
Time Boxes Are the Building Blocks of Schedules in the Agile Space 154
Summary and Takeaway Points 161
Chapter 7 Estimating Cost and Schedule 165
The Character of Estimates Affect Predictability 166
Scope, Complexity, and Velocity Drive All Estimates 174
Summary and Takeaway Points 183
Chapter 8 Teams Are Everything 187
Teams Are Formed from Social Units 188
Principles and Values Guide Teams 191
Teams Are Building Blocks in the Agile Project 195
Some Teams Work; Others Do Not 206
Matrix Management Manages Resources in the Agile Space 213
Agile Teams Recruit their Members 216
Summary and Takeaway Points 217
Chapter 9 Governance 221
Governance Is Built on Quality Principles 222
Governance Verifies Compliance 231
Summary and Takeaway Points 233
Chapter 10 Earning Value 237
Defining Value 238
Accounting for Value 239
Earned Value Is Earning Back the Investment 240
Value Is Earned at Every Agile Release 248
Plan, Do, Check, and Act at Every Release 254
Summary and Takeaway Points 259
Chapter 11 Scaling Up and Contracting 261
Scale Amplifies Every Problem 261
Networks Enable Large Scale 267
Virtual Teams Expand Throughput 270
Agile-by-Contract Enables Scale 272
Summary and Takeaway Points 280
Chapter 12 Benefit Realization 283
Benefits Are Part of the Plan 283
Measuring Results Drives Improvements 288
Summary and Takeaway Points 295
Appendix 1 Methodologies 297
The SCRUM Methodology Is Management-centric 297
Extreme Programming Is Disciplined 302
Crystal Methodology Is Human Powered 310
EVO Methodology Is PDCA-centric 316
Summary and Takeaway Points 320
Appendix II Glossary 323
References 331
Index 337
| Price | Condition | Delivery | Seller | Action |
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| WonderClub |
Priscila Palma
reviewed Project Management the Agile Way: Making It Work in the Enterprise on December 18, 2015
Project Management the Agile Way: Making It Work in the Enterprise
For me the title of the book "making it work in the enterprise" was misleading. Even though it was meant for experienced project managers then majority of the content was essentially nothing new when one is working in the field and has first hand experience.
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