Agile-Project-Management-for-Dummies.pdf

Agile Project Management FOR

DUMME&*

by

Mark C.

Layton

WILEY

John Wiley

&

Sons,

Inc.

Table of Contents »#•••»••••«•«•••••••••••••••••••»••••••••••••••••

Introduction

/

About This Book

1

Foolish

1

Assumptions

Conventions Used in This Book

2

How This Book Is

3

Part

Organized I: Understanding Agile II: Being Agile III: Working in Agile IV: Managing in Agile V: Ensuring Agile Success

Part Part Part Part

3 3 3 3 4

Part VI: The Part of Tens

Part

4

Icons Used in This Book

4

Where to Go from Here

5

1: Understanding Agile

7

Chapter

V.

9

Modernizing Project Management

Project Management Needed Makeover The origins of modern project management The problem with the status quo Introducing Agile Project Management How agile projects work Why agile projects work better

Chapter

2: The

9 10 11 13 15 17

Agile Manifesto and Principles

Understanding the Agile Manifesto Outlining the Four Values of the Agile

19 19

21

Manifesto

Value 1: Individuals and interactions

over

processes

and tools Value 2:

Working

21 software

over

comprehensive 23

documentation Value 3: Customer collaboration Value 4:

Responding

to

over contract

change over following

negotiation plan

a

25 26

Agile Project Management For Dummies Defining the

12

Agile Principles

Agile principles

of customer satisfaction

Agile principles of quality Agile principles of teamwork Agile principles of project management Adding the Platinum Principles

Resisting formality Thinking and acting as a team Visualizing rather than writing Changes as a Result of Agile The Agile Litmus Test

Chapter 3: Why Agile Works

Better

Evaluating Agile Benefits How Agile Approaches Beat Historical Approaches Greater

flexibility

Reduced

and

stability

nonproductive tasks

27

28 31 32 34 37

37 38 38 39 41

43 43 47 48 51

Higher quality, delivered faster

53

Improved team performance

53

Tighter project control Faster and less costly failure Why People Like Agile

55 56 56

Executives Product

55

development

and customers

57

Management

58

Development teams

59

Part U: Beinq

61

Aqite

Chapter 4: Agile Frameworks

63

Diving Under the Umbrella of Agile Approaches Reviewing the Big Three: Lean, Extreme Programming, and Scrum An overview of lean An overview of extreme

Putting It All Together

Chapter 5: Putting Agile into Action: The Environment the

Physical Environment

Collocating

67 67

programming

An overview of scrum

Creating

63

the team

Setting up a dedicated area Removing distractions Going mobile

69 70 74

77 78

78 79 80 81

Table of Contents

Low-Tech

Communicating

82

High-Tech Communicating Choosing Tools

84 85

The purpose of the tool

Organizational

and

Chapter 6: Putting Agile

compatibility

85 constraints

into Action: The Behaviors

Roles

Establishing Agile Development Product

team

owner

87 87 89 90

Scrum master

92

Stakeholders

94

Agile mentor Establishing New Values

95

Commitment

96

Focus

97

Openness Respect Courage Changing Team Philosophy Cross-functionality Self-organization Self-management

Part 111:

86

95

98 98 99 100 100

102 103

Size-limited teams

104

Mature behavior

105

Working

in

Agile

Chapter 7: Defining the Product Vision and Product Roadmap in

Planning Agile Planning as necessary Inspect and adapt Defining the Product Vision Step 1: Developing the product objective Step 2: Creating a draft vision statement Step 3: Validating and revising the vision statement Step 4: Finalizing the vision statement Creating a Product Roadmap Step 1: Identifying product requirements Step 2: Arranging product features Step 3: Estimating and ordering the product's features Step 4: Determining high-level time frames Saving your work

107 109 110 112

113 113 114

115 117 118 118

119 121

123 126 126

K

Agile Project Management For Dummies Chapter 8: Planning

Releases and

Sprints

Refining Requirements and Estimates What is a user story? Steps to create a user story Breaking down requirements Estimation poker

Affinity estimating Release Planning Completing the product backlog

Creating the release plan Sprint Planning

127 127 128 129 133 134 137 138 139 141 142

The sprint backlog

143

The sprint planning meeting

144

Chapter 9: Working Through the Day Planning the Day: The Daily Scrum Tracking Progress The sprint

backlog

The task board

151 151 154 154 158

Agile Roles Within the Sprint Creating Shippable Functionality Elaborating Developing Verifying Identifying roadblocks

159

The End of the

167

Day

Chapter 10: Showcasing Work and Incorporating Feedback The

Review

Sprint Preparing

to demonstrate

The sprint review meeting Collecting feedback in the sprint review meeting The

Sprint Retrospective Planning for retrospectives The retrospective meeting Inspecting and adapting

Chapter 11: Preparing for Release Preparing the Product for Deployment: The Release Sprint Preparing the Organization for Product Deployment Preparing the Marketplace for Product Deployment

161 162 162

163 164

169 169 170 171 173 174

175 175 177

179 179 182 183

m

Table of Contents

Part

W: Managing

Chapter

12:

in

Agile

185

...

Managing Scope and Procurement

What's Different About Scope in How to Manage

Scope

Understanding

Agile

187

in Agile

scope

190 the

throughout

project

Managing scope changes Using agile artifacts for scope management What's Different About Procurement in Agile How to Manage Procurement in Agile Determining need and selecting a vendor Contracts and cost approaches for services

Organizational considerations

190 192

Introducing scope changes

for procurement

Working with a vendor Closing a contract

Chapter 13: Managing Time

187

193 195 195 197 198 199 202 204 205

and Cost

What's Different About Time in

207 207

Agile

How to

Manage Time in Agile Introducing velocity

209

209

Monitoring and adjusting velocity

210

Managing scope changes perspective Managing time by using multiple teams Using agile artifacts for time management What's Different About Cost in Agile How to Manage Cost in Agile Creating an initial budget Creating a self-funding project Using velocity to determine long-range costs Using agile artifacts for cost management

215

Chapter 14: Managing Team Dynamics and Communication

227

from

What's Different About Team

a

time

Dynamics

in

Agile

Manage Team Dynamics in Agile Becoming self-managing and self-organizing Supporting the team: The servant-leader

How to

Working

with

a

Working with a

dedicated team cross-functional team

Establishing an agile

Agile

Manage Communication in Agile Understanding agile communication methods Status and progress reporting

How to

220 221

222 223 224 226

227 228 229

234 235 237 240

with dislocated teams

What's Different About Communication in

219

238

environment

development team size

Limiting Managing projects

216

241 243 245 245 248

}f[

Agile Project Management For

Dummies

Chapter 15: Managing Quality and Risk What's Different About

251

in

Quality Agile Manage Quality in Agile Quality and the sprint Proactive quality Quality through regular inspecting and adapting Automated testing What's Different About Risk in Agile How to Manage Risk in Agile Reducing risk inherently Identifying, prioritizing, and responding to risks How to

Part V:

Ensuring Agile

251 254

254 256 261 262 264 266 266 271

Success

275

a

Foundation

277

Commitment of the

Organization

Chapter 16: Building

and of Individuals

277

Organizational commitment

278

Individual commitment

279

How to get commitment Will it be possible to make the transition?

279

What is the best

281

280

timing for moving to agile? the Choosing Right Project Team Members The development team

282 282

The

scrum master

283

The

product owner agile champion agile mentor project stakeholders

283

The The The

Creating an Environment That Works Support Agile Initially and Over Time

Chapter 17: Being

284

284 285 for

286

Agile

288

Change Agent

289

Making Agile Organization Step 1: Conduct an implementation strategy Step 2: Establish a transformation team Step 3: Build awareness and excitement Step 4: Identify a pilot project Step 5: Identify success metrics

289

a

Work in Your

Step

6: Train

Step Step

7: 8:

sufficiently

Develop Develop

product strategy the product roadmap,

9:

290 291 293 294 295

a

the

product backlog,

and estimates

Step Step

289 290

Running your first sprint 10: Make mistakes, gather feedback, and improve

295 295 297

Table of Contents

297

Step 11: Mature Step 12: Scale virally Avoiding Pitfalls Questions to Prevent Problems

Part Vh The Part

of

Chapter 18: Ten Key

299 299 303

307

Tens Benefits of

Agile Project Management

310 310

Team Morale

Increased Collaboration and Ownership Customized Team Structures

311

More Relevant Metrics

313

Performance

Improved

312 314

Visibility

Increased Project Control

314

Improved Project Predictability

315

Reduced Risk

315

Chapter 19: Ten Key Metrics for Agile Project Management Sprint

317 317

Goal Success Rates

Defects

318

Total Project Duration

319

Time to Market

319

Total

Cost

320

Investment

320

Project

Return

on

New Requests Within ROI Budgets

324

Capital Redeployment Satisfaction Surveys

324

Team Member Turnover

326

Chapter 20: Ten Key

325

Resources for Agile

Agile Project Management The

Agile

Project Management —327

For Dummies Online Cheat Sheet

The Project

Management

Agile Leadership

327 328

Alliance

328

The Scrum Alliance Institute

Agile Community

328

329

Network

Scrum Development Yahoo!

Group

329

InfoQ

329

Lean Essays

330

What Is Extreme Platinum

Index

309 309

Better Product Quality Higher Customer Satisfaction

Higher

Edge

Xtii

Programming?

330 330

331

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