By Jim Highsmith
Jim Highsmith is considered one of a couple of smooth writers who're assisting us comprehend the hot nature of labor within the wisdom economy.-Rob Austin, Assistant Professor, Harvard enterprise School"This is the undertaking administration ebook we have now all been ready for-the publication that successfully combines Agile tools and rigorous undertaking administration. not just does this booklet aid us make feel of undertaking administration during this present international of iterative, incremental Agile tools, yet it really is an all-around solid read!"-Lynne Ellen, Sr. vice chairman & CIO, DTE Energy"Finally a e-book that reconciles the eagerness of the Agile software program flow with the wanted disciplines of venture administration. Jim's booklet has supplied a provider to all of us.-Neville R(oy) Singham, CEO, ThoughtWorks, Inc.The global of product improvement is turning into extra dynamic and unsure. Many managers cope through reinforcing strategies, including documentation, or extra honing charges. this is not operating. Highsmith brilliantly publications us into an alternate that matches the times.-Preston G. Smith, relevant, New Product Dynamics/coauthor, constructing items in part the TimeNow, one of many field's best specialists brings jointly the entire wisdom and assets you should utilize APM on your subsequent venture. Jim Highsmith exhibits why APM may be in each manager's toolkit, completely addressing the questions undertaking managers elevate approximately Agile ways. He systematically introduces the five-phase APM framework, then provides particular, proventools for each venture player. insurance comprises: * Six ideas of Agile undertaking administration * the right way to capitalize on rising new product improvement applied sciences * placing clients on the heart of your undertaking, the place they belong * growing adaptive groups that reply speedy to adjustments on your project's "ecosystem" * Which initiatives will make the most of APM-and which will not * APM's 5 stages: Envision, Speculate, discover, Adapt, shut * APM practices, together with the Product imaginative and prescient field and undertaking info Sheet * Leveraging your PMI talents in Agile environments * Scaling APM to bigger tasks and groups * for each venture supervisor, group chief, and crew member
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Extra info for Agile Project Management: Creating Innovative Products
This happens constantly in software development, where the task-based planning that project managers use for control has little relationship to how software engineers really work. Third, planning and control become the focal points; execution is considered of minor importance, and legitimizing the project takes precedence over producing results. Control has historically centered on correction rather than learning, because plans were viewed as reasonably correct, and translating the plan into action was considered a simple process.
Helping project teams find and maintain these balance points is nearly impossible unless the project manager has the necessary technical background. The project manager doesn't have to be a technical guru, but he has to know enough to recognize and converse with one. That said, if the project manager isn't a technical guru, he better have one in the form of a chief engineer or developer. < Day Day Up > < Day Day Up > Customers and Products Delivering customer value product features produced within the target timeframe is a cornerstone of APM, and the customer drives the process.
If executives expect projects to deliver on the product vision, within the constraints of specified time and cost, every time, without fail then they should be running an assembly line, not developing products. Finally, neither the best project manager nor the best team performance can trump organizational politics. Nor can any methodology make up for outrageous fantasies or dictatorial edicts. These traits make for what Ed Yourdon (1999) calls "death march" projects projects that have failed before they begin and go downhill sharply from there.