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Successfully delivering projects at an organization can happen with the careful utilization of a variety of methods and practices. The best approach is a hybrid framework that adapts in real time to your team and its needs. This book addresses the practical realities of project delivery in the 21st century. The agile method is well-known and well-covered. Author Shawn Belling dives deeper with his expertise into organizational management and investigates how to best execute a graceful mix of waterfall methods, agile, and phase-based approaches. Each business and goal requires flexibility for a unique journey to success, and Belling provides the practitioner with practical, real-world examples and patterns of these methodologies. Succeeding with Agile Hybrids is the answer to the diversity of needs within your team. Whether you are an aspiring or current project manager, scrum master, or mid-level manager, this book will greatly benefit you and your goals for project delivery. Hybrid agile is the future, and you will be well-equipped to tackle it with Succeeding with Agile Hybrids on your shelf. What You'll Learn See how hybrid agile is a common de facto approach to project management Review common, practical and real-world examples and patterns of hybrid agile project management Evaluate projects and organizations for using hybrid agile or agile project management Who This Book is For Aspiring or current project managers, scrum masters, or mid-level managers with responsibility for projects or professional services delivery in a technical field. Executive leaders, academic and training programs may also pick this book as a text.
Evaluate projects and organizations for using hybrid agile or agile project management
As contrary as it sounds, "planning" -- as we traditionally understand the term--can be the worst thing a company can do. Consider that volatile weather events disrupt trusted supply chains, markets, and promised delivery schedules. Ever-shifting geo-political tensions, as well as internal political upheaval within U.S. and global governments, derail long-planned new ventures. Technology failures block opportunities. Competitors suddenly change their product or release date; your team cannot meet the pace of innovations in your market niche, leaving you sidelined. There are myriad ways in the current business environment for a company's well-considered business plans to go awry. Most business schools continue to prepare managers to be effective in stable and predictable environments, conditions that, if they ever existed at all, are long gone. The Agility Shift shows business leaders exactly how to make the radical mindset and strategy shift necessary to create an agile, entrepreneurial organization that can innovate and thrive in complex, ever-changing contexts. As author Pamela Meyer explains, there is much more involved than a reconfiguration of the org chart and job descriptions. It requires relinquishing the illusion of control at the very foundation of most management training and business practice. Despite most leaders' approaches, "Agility is not simply accelerated planning." Unlike many agility books on the market, The Agility Shift provides specific, actionable strategies and tactics for leaders at all levels of the organization to put into practice immediately to improve agility and achieve results.
The rules and practices for Scrum—a simple process for managing complex projects—are few, straightforward, and easy to learn. But Scrum’s simplicity itself—its lack of prescription—can be disarming, and new practitioners often find themselves reverting to old project management habits and tools and yielding lesser results. In this illuminating series of case studies, Scrum co-creator and evangelist Ken Schwaber identifies the real-world lessons—the successes and failures—culled from his years of experience coaching companies in agile project management. Through them, you’ll understand how to use Scrum to solve complex problems and drive better results—delivering more valuable software faster. Gain the foundation in Scrum theory—and practice—you need to: Rein in even the most complex, unwieldy projects Effectively manage unknown or changing product requirements Simplify the chain of command with self-managing development teams Receive clearer specifications—and feedback—from customers Greatly reduce project planning time and required tools Build—and release—products in 30-day cycles so clients get deliverables earlier Avoid missteps by regularly inspecting, reporting on, and fine-tuning projects Support multiple teams working on a large-scale project from many geographic locations Maximize return on investment!
Making Sense of Agile Project Management Business & Economics/Project Management The essential primer to successfully implementing agile project management into an overall business strategy For a project to be truly successful, its management strategy must be flexible enough to adapt to dynamic and rapidly evolving business needs. Making Sense of Agile Project Management helps project managers think outside the box by presenting a deep exploration of agile principles, methodologies, and practices. Straying from traditional bureaucratic procedures that are rigidly defined, this book espouses a heavy reliance on the training and skill of collaborative, cross-functional teams to adapt the methodology to the problem that they are attempting to solve—rather than force-fitting a project to a particular methodology. Making Sense of Agile Project Management: Focuses on how agile project management fits with other more traditional project management models to provide a more effective strategy Includes many cases taken from real-world companies illustrating good and bad agile implementation Provides coverage that is balanced and objective with discussion of both agile and non-agile methodologies Making Sense of Agile Project Management employs a straightforward approach that enables project managers to grasp concepts quickly and develop adaptable management tools for creating a vibrant and fluid business environment. By utilizing the principles laid out in this book, business managers and leaders will strengthen their ability to meet the risks and complexities of any individual project—and better understand how to blend the appropriate balance of control and agility into an overall business strategy.
Amidst the relentless pace of the contemporary business landscape, information technology (IT) projects grapple with an escalating challenge — the need to deliver solutions swiftly, adapt to evolving customer demands, and create value within the ever-shifting dynamics of the market. In this demanding environment, the traditional project management paradigms often fall short, necessitating a shift towards methodologies that embody flexibility, customer collaboration, and iterative development. Herein lies the crux of the issue faced by modern IT projects. Practical Approaches to Agile Project Management is a guide in the tumult of IT project complexities. This book provides a comprehensive solution to the complexities of contemporary project management by delving into topics such as alternative pricing models and the alignment of organizational cultures in IT partnerships, making it an indispensable resource for professionals, academics, and students navigating the domains of business, information technology, or project management. Primarily aimed at IT professionals involved in project management and service delivery, this book caters to a broad spectrum of individuals, including IT Project Managers, Consultants, Entrepreneurs, and Executives at IT Service Firms. Additionally, it extends its value to Business Leaders undertaking IT-enabled transformations and Academic Researchers delving into the intersection of agile methodologies and IT service delivery. From prioritization strategies for IT Project Managers to frameworks for consultants, entrepreneurs, and executives, this book addresses the diverse needs of its readership, offering practical, evidence-based insights to optimize IT service delivery across various organizational contexts.
The Go-To Resource for Large-Scale Organizations to Be Agile Rather than asking, “How can we do agile at scale in our big complex organization?” a different and deeper question is, “How can we have the same simple structure that Scrum offers for the organization, and be agile at scale rather than do agile?” This profound insight is at the heart of LeSS (Large-Scale Scrum). In Large-Scale Scrum: More with LeSS, Craig Larman and Bas Vodde have distilled over a decade of experience in large-scale LeSS adoptions towards a simpler organization that delivers more flexibility with less complexity, more value with less waste, and more purpose with less prescription. Targeted to anyone involved in large-scale development, Large-Scale Scrum: More with LeSS, offers straight-to-the-point guides for how to be agile at scale, with LeSS. It will clearly guide you to Adopt LeSS Structure a large development organization for customer value Clarify the role of management and Scrum Master Define what your product is, and why Be a great Product Owner Work with multiple whole-product focused feature teams in one Sprint that produces a shippable product Coordinate and integrate between teams Work with multi-site teams
Project Management Institute (PMI) is the leading professional association for project management, and the authority for a growing global community of millions of project professionals and individuals who use project management skills. PMI offers several certifications in the areas of project management, risk management, and other related areas. The Certified Associate in Project Management (CAPM®) is one credential offered by the Project Management Institute (PMI). The CAPM® is an entry-level certification for project practitioners. Designed for those with less project experience, the CAPM® is intended to demonstrate candidates’ understanding of the fundamental knowledge, terminology, and processes of effective project management. This certification is a popular prerequisite that helps employers find the professionals most suited to fulfill specific roles in their organizations. Most study guides just explain the contents of the exam without providing tools to maximize learning. The authors, as authorized training partners with PMI, translate the new 2023 examination content outline into what exam takers need to do and know in preparation for the exam. It also provides them with exercises and prep questions as a quick and easy check to ensure they are on the right path in preparation for the exam, thus maximizing their chance of passing.
Best practices for managing projects in agile environments—now updated with new techniques for larger projects Today, the pace of project management moves faster. Project management needs to become more flexible and far more responsive to customers. Using Agile Project Management (APM), project managers can achieve all these goals without compromising value, quality, or business discipline. In Agile Project Management, Second Edition, renowned agile pioneer Jim Highsmith thoroughly updates his classic guide to APM, extending and refining it to support even the largest projects and organizations. Writing for project leaders, managers, and executives at all levels, Highsmith integrates the best project management, product management, and software development practices into an overall framework designed to support unprecedented speed and mobility. The many topics added in this new edition include incorporating agile values, scaling agile projects, release planning, portfolio governance, and enhancing organizational agility. Project and business leaders will especially appreciate Highsmith’s new coverage of promoting agility through performance measurements based on value, quality, and constraints. This edition’s coverage includes: Understanding the agile revolution’s impact on product development Recognizing when agile methods will work in project management, and when they won’t Setting realistic business objectives for Agile Project Management Promoting agile values and principles across the organization Utilizing a proven Agile Enterprise Framework that encompasses governance, project and iteration management, and technical practices Optimizing all five stages of the agile project: Envision, Speculate, Explore, Adapt, and Close Organizational and product-related processes for scaling agile to the largest projects and teams Agile project governance solutions for executives and management The “Agile Triangle”: measuring performance in ways that encourage agility instead of discouraging it The changing role of the agile project leader
Lean Software Development: An Agile Toolkit Adapting agile practices to your development organization Uncovering and eradicating waste throughout the software development lifecycle Practical techniques for every development manager, project manager, and technical leader Lean software development: applying agile principles to your organization In Lean Software Development, Mary and Tom Poppendieck identify seven fundamental "lean" principles, adapt them for the world of software development, and show how they can serve as the foundation for agile development approaches that work. Along the way, they introduce 22 "thinking tools" that can help you customize the right agile practices for any environment. Better, cheaper, faster software development. You can have all three–if you adopt the same lean principles that have already revolutionized manufacturing, logistics and product development. Iterating towards excellence: software development as an exercise in discovery Managing uncertainty: "decide as late as possible" by building change into the system. Compressing the value stream: rapid development, feedback, and improvement Empowering teams and individuals without compromising coordination Software with integrity: promoting coherence, usability, fitness, maintainability, and adaptability How to "see the whole"–even when your developers are scattered across multiple locations and contractors Simply put, Lean Software Development helps you refocus development on value, flow, and people–so you can achieve breakthrough quality, savings, speed, and business alignment.