By James A. Crowder, Shelli Friess

ISBN-10: 3319090186

ISBN-13: 9783319090184

This booklet introduces readers to the idea that of Agile venture administration and permits them to house the calls for and complexities of recent, agile systems/software/hardware improvement groups. The publication examines the project/program supervisor past the ideas of management and goals to hook up with employees' feel of id. The textual content examines human mental options equivalent to “locus of control,” to be able to support the chief comprehend their staff members’ 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 specialise in how this pertains to engineering and laptop technological know-how. This ebook additionally contains functional 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 group that incorporates groups throughout geographically, ethnically, and culturally varied backgrounds
* Embraces the entire facets of recent administration and management

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Extra info for Agile Project Management: Managing for Success

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Never forget that your projects involve all kinds of people, both within your company (in-house) and outside (out-of-house). In-house team members are from (among others): Research and Development department Marketing department Cross Functional Teams - Out-of-house team members may include: Architects Vendors Technicians Customers Project team members may represent many different occupations. Many project teams also contain representatives of the customer, to ensure that the planning matches the desired end product.

11 INTRODUCTION TO PROJECT MANAGEMENT If planning a project is as easy as knowing a few simple terms, why isn't everyone a good project manager? There are several reasons, but one of the most important is that every project is subjected to certain constraints: simply put, cost, schedule and quality/scope (see Figure 1-6). Not every project manager is able to appreciate these constraints, but those who do are well on their way to success. G ~ ~ - & r v r aTT"~ wn, Schedule 7 The three main elements of quality, cost, and schedule drive the project Cost ---+ / QualityIScope Constraints are those things that control your ability to bring a project to completion.

Whereas at one time we used to refer to a project as a process that results in a tangible outcome-a product prototype or a new manufacturing plant-now we see the term applied to many more types of operations. " It might therefore be helpful to provide you with other definitions of a project, as well of project management. " (The AMA Handbook o f Project Management, Paul C . Dinsmore) For an "official" definition we look to the organization, the Project Management Institute, which publishes the Project Management Body of Knowledge (known as PMBOK): "A project is any undertaking with a defined starting point and defined objcctives by which completion is identified.

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