Download e-book for kindle: Agile Project Management: Managing for Success by James A. Crowder, Shelli Friess

By James A. Crowder, Shelli Friess

ISBN-10: 3319090186

ISBN-13: 9783319090184

This booklet introduces readers to the concept that of Agile undertaking administration and allows them to accommodate the calls for and complexities of contemporary, agile systems/software/hardware improvement groups. The booklet examines the project/program supervisor past the innovations of management and goals to connect with employees' feel of id. The textual content examines human mental recommendations akin to “locus of control,” so one can aid the chief comprehend their staff members’ view and the way top to regulate their “world” contributions. The authors conceal new administration instruments and philosophies for agile systems/software/hardware improvement groups, with a particular concentrate on how this pertains to engineering and machine technological know-how. This e-book additionally contains useful case studies.

* Discusses administration abilities wanted as they relate to the advances in software program improvement practices
* Examines find out how to deal with an agile improvement staff that incorporates groups throughout geographically, ethnically, and culturally diversified backgrounds
* Embraces the entire features of recent administration and management

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Extra resources for Agile Project Management: Managing for Success

Sample text

1). Management must first embrace new organizational structures required for agile development. Second, they must provide real productivity and collaboration tools specifically designed to Fig. 1 The three domains to master for real agile development 46 4 Productivity Tools for the Modern Team facilitate agile development (collaboration and complete capture of analysis, design, implementation, and test artifacts). Third, the atmosphere and methodologies should provide increased quality up front; quality should be built into the test-driven design and implementation, not forced in by fixing the code after the Sprints.

In this respect, young and old developers are alike. However, inevitably generational biases come into play as you form agile development teams. While the diversity of age brings the possibility of new and exciting solutions to the complex software problems of our ever-continuing technologies, getting all parties to play well together can be a daunting task for the Agile Manager. The older, more experienced software engineers may feel like there is nothing they can learn from these young upstarts, while the young software engineers assume the older software engineers couldn’t possibly understand modern programming techniques and methodologies.

Another important aspect of agile development team dynamics is the retrospective after each Sprint. It is important that the Agile Manager allow the team to express their blunt and honest views as to what went right and what went wrong so the team and the Agile Manager can learn how the team dynamics are working. It may be necessary for the Agile Manager to draw out certain team members, making sure they get the chance to express their views. It is important for the agile development team members feel they are selforganizing, rather than having structure imposed upon them.

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

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