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Agile Project Management: Creating Innovative Products (2nd by Jim Highsmith

By Jim Highsmith

Top practices for handling tasks in agile environments—now up-to-date with new ideas for higher projectsToday, the velocity of venture administration strikes quicker. undertaking administration must turn into extra versatile and much extra attentive to shoppers. utilizing Agile undertaking administration (APM), undertaking managers can in achieving these types of objectives with no compromising worth, caliber, or company self-discipline. In Agile undertaking administration, moment variation, popular agile pioneer Jim Highsmith completely updates his vintage consultant to APM, extending and refining it to help even the biggest tasks and agencies.   Writing for undertaking leaders, managers, and managers in any respect degrees, Highsmith integrates the simplest undertaking administration, product administration, and software program improvement practices into an total framework designed to help extraordinary pace and mobility. the various themes further during this re-creation comprise incorporating agile values, scaling agile initiatives, unlock making plans, portfolio governance, and adorning organizational agility. undertaking and company leaders will specifically savour Highsmith’s new insurance of marketing agility via functionality measurements in response to price, caliber, and constraints.   This edition’s insurance contains: figuring out the agile revolution’s impression on product improvement spotting whilst agile equipment will paintings in venture administration, and once they won’t surroundings life like company ambitions for Agile undertaking administration  Promoting agile values and ideas around the association using a confirmed Agile company Framework that encompasses governance, undertaking and new release administration, and technical practices Optimizing all 5 phases of the agile undertaking: Envision, Speculate, discover, Adapt, and shut Organizational and product-related strategies for scaling agile to the most important tasks and groups Agile undertaking governance recommendations for executives and administration  The “Agile Triangle”: measuring functionality in ways in which inspire agility rather than discouraging it The altering position of the agile undertaking chief        

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Just because these three value statements are simple doesn't mean they are simple to implement. In fact, they are often very difficult to implement, as any behavioral change can be. Giving up detailed task management can be wrenching for project managers, making them feel disconnected from something concrete and left to manage intangibles. They fear giving up deterministic plans can lead to fluidity, frustration, and the feeling of loss of control. In looking at whether these three main traits—Value, Teams, Adaptation—cover all bases, one might question the lack of a customer-oriented value.

Cutter Agile Product and Project Management Executive Report, vol. 6, September, 2008. Table 1-2. 7 months (-58%) 635 78 (-11%) 92 +52 (+130%) [7] Michael Mah. " Cutter Agile Product and Project Management Executive Report, vol. 6, September, 2008. The bottom line—agile methods have the potential to make a huge difference in competitive advantage. They can produce orders of magnitude improvements in productivity, quality, and schedule compression, which in turn can change entire business models.

There is a big difference between requirements and expectations: Requirements are tangible, expectations intangible. Yet ultimately it is the intangible expectations against which actual results will be measured. Cultivating committed customers and stakeholders means involving them in dialogue about both requirements and expectations. As 44 45 colleague Ken Delcol comments, "This also includes the Kenny Rogers school of managing the communications with customers and stakeholders—know when to hold, when to fold, when to walk away, and when to run.

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