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Agile Project Management: Managing for Success by James A. Crowder, Shelli Friess

By James A. Crowder, Shelli Friess

Management and allows them to house the calls for and complexities of recent, agile systems/software/hardware improvement groups. The booklet examines the project/program supervisor past the thoughts of management and goals to connect with staff' experience of id. The textual content examines human mental strategies resembling “locus of control,” so that it will aid the executive comprehend their crew contributors’ view and the way top to control their “world” contributions. The authors hide new administration instruments and philosophies for agile systems/software/hardware improvement groups, with a particular concentrate on how this pertains to engineering and desktop technological know-how. This e-book additionally contains sensible case studies.

  • Discusses administration talents wanted as they relate to the advances in software program improvement practices
  • Examines easy methods to deal with an agile improvement workforce that comes with groups throughout geographically, ethnically, and culturally diversified backgrounds
  • Embraces all the elements of recent administration and leadership

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Additional info for Agile Project Management: Managing for Success

Sample text

Without a systems and software architecture, integration and final testing of the system is problematic at best and normally results in much rework and recoding to create a complete system [26]. 24 2 The Psychology of Agile Team Leadership Fig. 8 The “Rigid” Agile Manager Fig. 9 The traditional vs. agile development process Each team member and each team must understand the end goals for the system. You must remember that agility does not mean there is no structure, but the agile development methodology provides the abilities to move about within a given architecture or structure.

The ability to challenge and question leads team members to a better understanding and more commitment to the end goal, not only for each Sprint, but to the entire program/project as well [54]. 8 Mentoring, Learning, and Creativity: Creating an Environment of Growth Agile development teams, at least the majority of teams, will be composed of developers at a variety of experience levels. Each member comes with their own strengths and weaknesses and should be provided an atmosphere that not only allows them to succeed, but to grow and learn, both from the experience of developing code for the program/project across the Sprints, but from each other as well.

2 illustrates the increasing costs associated with changes, depending on when in the development cycle the changes or problems are encountered. As mentioned, when problems arise, or requirement changes happen, it drives a replan of the program schedule and a re-estimation of costs to complete the program/project, either an Estimate at Completion (EAC) or an Estimate to Complete (ETC) or both. A new program plan must be put in place, new budgets and schedule, and the development cycle restarts, as illustrated in Fig.

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