Download Agile Project Management: Managing for Success by James A. Crowder, Shelli Friess PDF

By James A. Crowder, Shelli Friess

Management and allows them to house the calls for and complexities of recent, agile systems/software/hardware improvement groups. The e-book examines the project/program supervisor past the thoughts of management and goals to connect with staff' feel of identification. The textual content examines human mental techniques akin to “locus of control,” on the way to aid the chief comprehend their group individuals’ view and the way top to regulate their “world” contributions. The authors hide new administration instruments and philosophies for agile systems/software/hardware improvement groups, with a selected specialise in how this pertains to engineering and machine technological know-how. This e-book additionally comprises useful case studies.

  • Discusses administration talents wanted as they relate to the advances in software program improvement practices
  • Examines tips on how to deal with an agile improvement workforce that comes with groups throughout geographically, ethnically, and culturally varied backgrounds
  • Embraces all the features of recent administration and leadership

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Additional resources for Agile Project Management: Managing for Success

Sample text

This is a fair question, as many experts in the field of agile development espouse that true collaboration can only happen if everyone is in the same place. And while this may be preferable, it is not always possible. However, there are ways the Agile Manager can facilitate geographically diverse “virtual teams” and still create, to a great extent, an atmosphere of collaboration and cooperation. One methodology that has been used by some organizations is to initially bring the team together for the start of the program/project to facilitate the initial collaboration between the team members.

Many of the responsibilities of the Agile Manager are not all that different from those in classical management, except that in the Agile Development world, the Agile Manager must focus on the team’s ability to deliver working software, rather than focus on traditional program/project measurement metrics [36]. The Agile Manager must lead, inspire, and provide empowerment (coaching) to the agile development team. The Agile Manager must be involved and facilitate, from a “hands-off” perspective, those supporting functions that allow the agile development team to be effective: 1.

Of particular use are electronic white boards that electronically capture what is written on the white board and stores it for transfer and review later. There are many COTS software products that promise to be the end-all for agile development, but the majority are focused on the management of agile teams and not on actual team productivity, collaboration, and cooperative development. While it is important to have individual workstations that enable stand-alone work environments for software developers, you still have engineering artifacts and data stored separately.

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