The popularity of agile development methodologies continues to increase, as

developers and technical managers have seen the benefits of incorporating

flexibility in development projects. However, agility advocates still struggle to

gain business management support for their initiatives. The reluctance of

business management to truly embrace agility stems from a disconnect between

the assumptions and techniques of traditional management and those of the

new agile development methodologies. The purpose of this book is to provide

management a framework with supporting evidence that directly addresses this

need. While conventional wisdom states that agile methods are not scaleable,

the author shares proof that it can be applied to large-scale development

projects. Furthermore, he aligns the adoption of agile methods to cutting-edge

business management practices. The end result is a practical book that will help

organizations overcome their institutional reluctance and reap the significant

benefit of agile methods.

A detailed guide to implementing the Agile Project Management practices and associated tools through all stages in the life of a project.

° Helps managers define the project, plan through release, track, monitor, and transition to maintenance through effective knowledge transfer

° Contains a poignant case study based on a successful large agile project implementation with more than 120 stakeholders

° Part of the Robert C. Martin Series

Acknowledgments.

Preface.

Prelude–Project Phoenix–An APM Fable of Revival.

Foreword By Alistair - Cockburn.

Foreword by Robert C. Martin.

Introduction.

Prelude-Project Phoenix.

1. Agile Project Management Defined.

    What Is Agility?

    What Is Agile Project Management?

    APM Principles.

    APM Practices.

    Summary.

    References.

2. The Agile Manager.

    What Is the Agile Manager’s Role?

    Leadership of Management — What Does it Take?

    Shared Responsibilities.

    Other Management Roles.

    The Agile Manager’s Profile.

    Personal Values.

    Leadership Skills–Dealing with Change.

    Management Skills–Dealing with Complexity.

    Summary.

3. Organic Teams-Part 1.

    Activities.

    Formal Team Structure.

    The Organic Complex Adaptive Systems Model.

    Activity: Identify the Project Community.

    Activity: Design a Holographic Formal Structure.

    Activity: Get Self-Disciplined Team Players.

    Summary.

    References.

4. Organic teams-Part 2.

    Activities.

    Team Practice.

    Activity: Promote Software Craftsmanship.

    Activity: Foster Team Collaboration.

    Enterprise Integration.

    Activity: Form a Guiding Coalition.

    Activity: Cultivate Informal communities of Practice.

    Activity: Propose an Adaptive IT Enterprise.

    Summary.

    References.

5. Guiding Vision.

    Activities.

    Team Vision.

    Activity: Evolve a Team Vision.

    Activity: Align the Team.

    Project Vision.

    Activity: Envision a Bold Future.

    Activity: Create and Maintain Shared Expectations.

    Activity: Discover Business Outcomes.

    Activity: Clearly Delineate Scope.

    Activity: Estimate Project Effort.

    Product Vision.

    Activity: Design a Vision Box.

    Activity: Develop an Elevator Statement.

    Summary.

    References.

6. Simple Rules.

    Activities.

    Customizing the Rules to the Environment.

    Activity: Assess the Status Quo.

    Activity: Customize Methodology.

    Activity: Enlist the Team for Change.

    Implementing the Rules.

    Activity: Develop a Release Plan/Feature Backlog.

    Activity: Develop Iteration Plans/Task Backlogs.

    Activity: Facilitate Software Design, Coding, Testing and Deployment.

    Activity: Conduct Acceptance Testing.

    Activity: Manage the Software Release.

    Activity: Focus on Business Value.

    Summary.

    Reference.

7. Open Information.

    Activities.

    Agile Practices.

    Activity: Collocate Team Members.

    Activity: Negotiate a Customer Representative Onsite.

    Activity: Practice Pairing.

    Activity: Encourage the Use of Information Radiators.

    Activity: Conduct a Stand-Up Meeting Daily.

    Information Cycle Time.

    Activity: Map the Project’s Value Stream.

    Transforming Exchanges.

    Activity: Encourage Feedback.

    Activity: Build Trust.

    Activity: Link Language with Action.

    Summary.

    References.

8. Light Touch.

    Activities.

    Intelligent Control.

    Activity: Decentralize Control.

    Activity: Establish a Pull Task Management System.

    Activity: Manage the Flow.

    Activity: Use Action Sprints.

    Activity: Fit Your Style to the Situation.

    Activity: Support Roving Leadership.

    Activity: Learn to Go with the Flow.

    Whole-Person Recognition.

    Activity: Maintain Quality of Work Life.

    Activity: Build on Personal Strengths.

    Activity: Manage Commitments through Personal Interactions.

    Summary.

    References.

9. Adaptive Leadership.

    Activities.

    Double-Loop Learning.

    Activity: Get Plus-Delta Feedback Daily.

    Activity: Monitor and Adapt the Simple Rules.

    Activity: Monitor the APM Practices.

    Activity: Conduct Regular Project Reflections.

    Activity: Conduct Scenario Planning.

    Embodied Leadership.

    Activity: Cultivate an Embodied Presence.

    Activity: Practice Embodied Learning.

    Summary.

10. Transitioning from the Familiar.

    Transitions.

    Principle 1: Foster Alignment and Cooperation.

    Transition: Recognize That People Are the Longer-Term Project.

    Transition: Use the Organic CAS Model for Stability and Flexibility.

    Transition: Replace Software Engineering with Software Craftsmanship.

    Transition: Focus on Project Context, Not Content.

    Transition: Use Feature Breakdown Structures Instead of Work Breakdown Structures.

    Principle 2: Encourage Emergence and Self-Organization.

    Transition: Acknowledge That the Perfect Plan Is a Myth.

    Transition: Replace Predictive Planning with Adaptive Planning.

    Transition: Use Release Plans Instead of Gantt Charts.

    Transition: Stress Execution over Planning.

    Transition: Practice Time Pacing, Not Event Pacing.

    Transition: Practice Participatory, Not Authoritarian Decision Making.

    Transition: Coordinate Work Execution Through Commitments, Not Commands.

    Transition: Increase Personal Interactions, Especially Across Organizational Stovepipes.

    Principle 3: Institute Learning and Adaptation.

    Transition: Respond to Change with Adaptive, Not Corrective Action.

    Transition: Move from Lessons Learned to Project Reflections.

    Transition: Lead through Presence, Not Power.

    Summary.

References.

Afterword.

Index.

Software Engineering -- Advanced  [PTG: PRENTICE HALL PROFESSIONAL]   (Computer Science)

Sanjiv Augustine is the Director of the Lean-Agile Consulting Practice at CC Pace, a financial services consultancy in Fairfax, VA. A leading agile management practitioner and consultant, he has authored several articles on agile project management, frequently presents at industry conferences, and founded the Yahoo! Agile Project Management group. His extensive agile experience ranges from deploying eXtreme Programming at large financial institutions to managing agile projects of all sizes, from 5 people to more than 100. (http://www.sanjivaugustine.com)

© Copyright Pearson Education. All rights reserved.

PRAISE FOR MANAGING AGILE PROJECTS

"In the hands of another, this class of material could become incoherent, but Sanjiv has enough intellectual power to ground his subject...Fans of APM and those who prefer new ideas as a catalyst for their management approach should find Managing Agile Projects rewarding."

Wes Balakian, Chairman and Executive Advisor, PMI eBusiness SIG

"I only wish I had read this book when I started my career in software product management, or even better yet, when I was given my first project to manage. In addition to providing an excellent handbook for managing with agile software development methodologies, Managing Agile Projects offers a guide to more effective project management in many business settings."

John P. Barnes, former Vice President of Product Management at Emergis, Inc.

"The agile software development movement evolved from a half-dozen methodologies—Scrum, Adaptive, XP, Crystal—that while different, embodied a consistent set of values and similar practices. The agile project management movement is following the same path—strength through a blend of consistency and diversity. Sanjiv's book, Managing Agile Projects, adds both—consistency and diversity—to the concepts and practices of agile project management. His book is rich in ideas and practical advice. It is a wonderful addition to the growing literature about 'alternative' styles of project management."

Jim Highsmith Sr. V.P. and Director Agile Software Development and Project Management Practice Fellow, Business Technology Council Cutter Consortium LLC, Arlington, MA

"Here is an innovative approach to the management of agile projects, examining traditional project management practices that do not align well with new agile methodologies. Augustine's alternative approaches in regard to personnel, organization, and change make this a valuable resource for project managers as well as for the customer/product owner."

Sydney H. Jammes, Retired C.I.A. Economist

"Project management has almost become a new paradigm for getting work done in most corporations around the world. This book provides a long overdue synthesis of the diverse strategies and practices in project management. The holistic and organic approach in the book combines the people factor and task complexity elements nicely and delivers an easy-to-read narrative that should be a must-read for every manager."

Tojo Thatchenkery, Professor of Organizational Learning, George Mason University

"In our work with Sanjiv Augustine in New Zealand and Australia, he has always impressed me with his practical, lucid approach to the project management idea for our times—agile project management. This book captures the essence of that approach."

Martyn Jones, Managing Director, Software Education Associates, Ltd.

"Rejoice! Sanjiv Augustine eloquently lays out a practical and elegant organic project management model for being innovative and delivering business value while maintaining a high quality of life. And in the process, he gives the world a proven alternative to mechanistic and rigid project management practices that have stifled software development and killed creativity. A brilliant piece of work."

Doug DeCarlo, author, "eXtreme Project Management: Using Leadership, Principles and Tools to Deliver Value in the Face of Volatility"

"Sanjiv Augustine's informative new book, Managing Agile Projects, takes the mystery out of bringing about the successful completion of information technology projects. His innovative, clear, and sensible approach to the management of agile projects is a must-read for all members of the implementation team, from users to developers and from consultants to managers. This work is a major contribution to the field of project management."

Martha C. Edmondson, Chief Financial Officer, African Development Foundation

"This book significantly builds on and extends agile thinking."

Jeff De Luca, creator of Feature Driven Development, www.nebulon.com

"Sanjiv brings real world, interesting experiences to his topic and conveys the essentials of project management in the new era in a way that is both entertaining and enlightening. Busting the jargon and slicing through the marketing-speak, this book is an essential tool for anyone involved in development projects today."

Shane Hastie, Chief Knowledge Engineer, Software Education Associates, Ltd.

"Managing Agile Projects extends the values and principles of more development-centric agile methodologies to project management, something essential to the creation and evolution of the truly agile organization. An excellent addition to the agile literature!"

Steve Hayes, Professional Services Manager, Internet Business Systems

"Agile Project Management, as outlined here, is a key component to building a software development organization that can effectively respond to changing market needs in a timely manner. "

Madhu Garlanka, Senior Manager, eBusiness Application Development, Nextel Communications

"Agile methods created by 'radicals' have matured into tools in common use in many organizations. Now that teams are using these methods on high-profile projects, executives are starting to ask, 'How can we manage these agile processes?' This book builds upon scientific research of complex adaptive systems to present a handbook for project managers and executives faced with the challenge of monitoring and controlling agile projects."

Kevin J.J. Aguanno, PMP^®, MAPM IBM Certified Senior Project Manager IBM Global Services, IBM Canada, Ltd.

"I read this book and immediately shared it with a manager of an XP team. It's got great ideas on how to manage agile teams using a 'light touch.'"

William Wake, Independent Consultant

"Agile Project Management, as outlined here, is a key component to building a software development organization that can effectively respond to changing market needs in a timely manner."

—Madhu Garlanka, Sr. Manager, eBusiness Application Development, Nextel Communications

"In the hands of another, this class of material could become incoherent, but Sanjiv has enough intellectual power to ground his subject....Fans of APM and those who prefer new ideas as a catalyst for their management approach should find Managing Agile Projects rewarding."

—Wes Balakian, Chairman and Executive Advisor, PMI eBusiness SIG

Your Hands-On, "In-the-Trenches" Guide to Successfully Leading Agile Projects

Agile methods promise to infuse development with unprecedented flexibility, speed, and value—and these promises are attracting IT organizations worldwide. However, agile methods often fail to clearly define the manager's role, and many managers have been reluctant to buy in. Now, expert project manager Sanjiv Augustine introduces a proven management framework that addresses everything from team building to project control. Sanjiv bridges the disconnect between the assumptions and techniques of traditional and agile management, demonstrating why agility is better aligned with today's project realities, and how to simplify your transition:

• Customizing agile methods to your unique environment implementing full-life-cycle agility: from planning and coding to maintenance and knowledge transfer

• Learning how agile methods can scale to succeed in even the largest projects through a case study

• Managing the flow of customer value from one creative stage to the next

• Defining a high-value role for the manager in agile project environments

• Refocusing on outcomes—not rigid plans, processes, or controls

• Structuring and building adaptive, self-organizing "organic teams"

• Forming a guiding vision that aligns your team behind a common purpose

• Empowering your team with the information it needs to succeed

Whether you're a technical or business manager, Managing Agile Projects gives you all the tools you need to implement agility in your environment—and reap its full benefits.

© Copyright Pearson Education. All rights reserved.

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