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

By James A. Crowder, Shelli Friess

This publication introduces readers to the concept that of Agile venture administration and allows them to accommodate the calls for and complexities of contemporary, agile systems/software/hardware improvement groups. The publication examines the project/program supervisor past the techniques of management and goals to connect with employees' feel of id. The textual content examines human mental suggestions equivalent to “locus of control,” with a purpose to aid the chief comprehend their group members’ view and the way most sensible to control their “world” contributions. The authors disguise new administration instruments and philosophies for agile systems/software/hardware improvement groups, with a selected specialize in how this pertains to engineering and machine technological know-how. This booklet additionally contains sensible case studies.

* Discusses administration abilities wanted as they relate to the advances in software program improvement practices
* Examines easy methods to deal with an agile improvement workforce that incorporates groups throughout geographically, ethnically, and culturally different backgrounds
* Embraces all the points of recent administration and management

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Sample text

They contain material that might help you use Scrum in rather unique circumstances that aren’t described in the case studies that constitute the body of this book.  Backdrop: The Science of Scrum Software development is a complex endeavor. Of course, this news isn’t very surprising because the universe is full of complexity. Most complexities we don’t know about, and others we are content to leave unexamined. Some—like the complex process by which pressure turns coal into diamonds—take care of themselves.

When I say that Scrum helps control a software development project, I don’t mean that it ensures that the project will go exactly as expected, yielding results identical to those that were predicted. Rather, I mean that Scrum controls the process of software development to guide work toward the most valuable outcome possible. Empirical Process Control Complex problems are those that behave unpredictably. Not only are these problems unpredictable, but even the ways in which they will prove unpredictable are impossible to predict.

I’ve provided some of the background for each story, described how Scrum was used in that situation, and presented some of the lessons that can be learned from the way Scrum was used. The case studies are organized into topical chapters, through which you should feel free to browse. The chapter topics are Chapter 1; Chapter 2; Chapter 3; Chapter 4; Chapter 5; Chapter 6; Chapter 7; Chapter 8; and Chapter 9. Sometimes I indicate that the background for a story has been provided in a previous chapter.

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