Agile Project Management: Creating Innovative Products by Jim Highsmith PDF

By Jim Highsmith

ISBN-10: 0321219775

ISBN-13: 9780321219770

Jim Highsmith is certainly one of a number of sleek writers who're aiding us comprehend the recent nature of labor within the wisdom economy.-Rob Austin, Assistant Professor, Harvard company School"This is the undertaking administration publication we have all been ready for-the publication that successfully combines Agile equipment and rigorous venture administration. not just does this ebook aid us make experience of venture administration during this present global of iterative, incremental Agile tools, yet it really is an all-around sturdy read!"-Lynne Ellen, Sr. vice chairman & CIO, DTE Energy"Finally a ebook that reconciles the eagerness of the Agile software program circulate with the wanted disciplines of undertaking administration. Jim's publication has supplied a provider to all of us.-Neville R(oy) Singham, CEO, ThoughtWorks, Inc.The international of product improvement is turning into extra dynamic and unsure. Many managers cope through reinforcing approaches, including documentation, or additional honing bills. this is not operating. Highsmith brilliantly publications us into another that matches the times.-Preston G. Smith, crucial, New Product Dynamics/coauthor, constructing items in part the TimeNow, one of many field's major specialists brings jointly the entire wisdom and assets you should utilize APM on your subsequent undertaking. Jim Highsmith exhibits why APM may be in each manager's toolkit, completely addressing the questions venture managers increase approximately Agile ways. He systematically introduces the five-phase APM framework, then offers particular, proventools for each venture player. insurance comprises: * Six rules of Agile undertaking administration * tips on how to capitalize on rising new product improvement applied sciences * placing clients on the middle of your venture, the place they belong * developing adaptive groups that reply fast to adjustments on your project's "ecosystem" * Which initiatives will make the most of APM-and which will not * APM's 5 stages: Envision, Speculate, discover, Adapt, shut * APM practices, together with the Product imaginative and prescient field and venture information Sheet * Leveraging your PMI abilities in Agile environments * Scaling APM to bigger initiatives and groups * for each undertaking supervisor, group chief, and group member

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Authoritarian managers use power, often in the form of fear, to get people to do something their way. Leaders depend for the most part on influence rather than power, and influence derives from respect rather than fear. Respect, in turn, is based on qualities such as integrity, ability, fairness, truthfulness in short, on character. Leaders are part of the project team, and although they are given organizational authority, their real authority isn't delegated top down but earned bottom up. From the outside a managed team and a led team can look the same, but from the inside they feel very different.

Extensive front-end modeling? Or some balance of the two? Project managers need to be involved with the team in debating and deciding on the technical approach to development, as well as keeping the team aware of the business objectives as technical issues are decided. , architectural platform constraints) are fully understood by the team, and keep the team on track in making timely technical decisions. Furthermore, project managers must champion technical excellence because therein lies the key to adaptability and low-cost iteration that drives long-term product success.

Frequent, timeboxed iterations compel the development and customer teams and executives to make difficult tradeoff decisions early and often during the project. Feature delivery contributes to realistic evaluations because the product managers can look at tangible, verifiable results. In my early years of iterative development, I thought timeboxes were actually about time making sure things were accomplished within the specified timeframe. What I came to realize is that timeboxes are actually about forcing tough decisions.

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Agile Project Management: Creating Innovative Products by Jim Highsmith

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