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Agile Project Management: Creating Innovative Products View Larger Image | Jim Highsmith
Addison-Wesley, Paperback, Published April 2004, 277 pages, ISBN 0321219775 | List Price: $49.99
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Now, one of the field’s leading experts brings together all the knowledge
and resources you need to use APM in your next project. Jim Highsmith shows
why APM should be in every manager’s toolkit, thoroughly addressing the
questions project managers raise about Agile approaches. He systematically
introduces the five-phase APM framework, then presents specific, proven
tools for every project participant. Coverage includes:
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Six principles of Agile Project Management
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How to capitalize on emerging new product development technologies
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Putting customers at the center of your project, where they belong
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Creating adaptive teams that respond quickly to changes in your project’s
“ecosystem”
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Which projects will benefit from APM—and which won’t
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APM’s five phases: Envision, Speculate, Explore, Adapt, Close
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APM practices, including the Product Vision Box and Project Data Sheet
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Leveraging your PMI skills in Agile environments
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Scaling APM to larger projects and teams
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For every project manager, team leader, and team member
Table of Contents
Preface.
Introduction.
1. The Agile Revolution.
Innovative Product Development. Reliable
Innovation. Core Agile Values. Agile Project Management. Thriving in a
Chaordic World. Our Journey.
2. Guiding Principles: Customers and Products.
Herman and Maya. The Guiding Principles
of Agile Project Management. Deliver Customer Value. Employ Iterative,
Feature-Based Delivery. Champion Technical Excellence. Customers and Products.
3. Guiding Principles: Leadership-Collaboration Management.
Management Style. The Business of APM.
Leadership-Collaboration Management. Encourage Exploration. Build Adaptive
(Self-Organizing, Self-Disciplined) Teams. Simplify. Principles to Practices.
4. An Agile Project Management Model.
Principles and Practices. An Agile Process
Framework. Phase: Envision. Phase: Speculate. Phase: Explore. Phase: Adapt.
Phase: Close. Judgment Required. Project Size. Agile Practices.
5. The Envision Phase.
Get the Right People. Phase: Envision.
Practice: Product Vision Box and Elevator Test Statement. Practice: Product
Architecture. Practice: Project Data Sheet. Practice: Get the Right People.
Practice: Participant Identification. Practice: Customer Team-Developer
Team Interface. Practice: Process and Practice Tailoring. Envision Summary.
6. The Speculate Phase.
Scope Evolution. Phase: Speculate. Practice:
Product Feature List. Practice: Feature Cards. Practice: Performance Requirements
Cards. Practice: Release, Milestone, and Iteration Plan. Speculate Summary.
7. The Explore Phase.
Individual Performance. Phase: Explore.
Practice: Workload Management. Practice: Low-Cost Change. Practice: Coaching
and Team Development. Practice: Daily Team Integration Meetings. Practice:
Participatory Decision Making. Practice: Daily Interaction with the Customer
Team. Explore Summary.
8. The Adapt and Close Phases.
Progress. Phase: Adapt. Practice: Product,
Project, and Team Review and Adaptive Action. Phase: Close. Adapt and Close
Summary.
9. Building Large Adaptive Teams.
An Achilles' Heel? The Scaling Challenge.
A Scaled Adaptive Framework. A Hub Organizational Structure. Self-Organization
Extensions. Team Self-Discipline. The Commitment-Accountability Protocol.
Is It Working? Structure and Tools. Summary.
10. Reliable Innovation.
The Agile Vision. Implementing the Vision.
Reliable Innovation. The Value-Adding Project Manager. Conviction.
Bibliography.
Index.
About the Author
JIM HIGHSMITH is Director, Agile Project Management Practice,
and Fellow, Business Technology Council at Cutter Consortium. He is also
a Member of the Software Development Productivity Council, Flashline, Inc.
Highsmith authored Adaptive Software Development, which won the
prestigious Jolt award for excellence, and Agile Software Development
Ecosystems (Addison Wesley). A recognized leader in the Agile movement,
he co-authored the Agile Manifesto and co-founded the Agile Alliance.
Customer Reviews
Customer Reviews: 1 Average Customer Rating: May 2, 2004 Mike Cohn (mike@mountaingoatsoftware.com) from Lafayette, CO
A wonderful book full of immediately practical advice
This is a wonderful and highly practical book. Within hours of putting it down I was already putting some of its advice into practice. A highly thought-provoking book, arguing, for instance, that agility is more attitude than process and more environment than methodology. Because of the complexity of todays software projects, one new product development project can rarely be viewed as a repeat of a prior project. This makes Highsmiths advice to favor a reliable process over a repeatable one particularly timely and important.
Interwoven into the book is a dialog between two project managers, one an agile development manager and the other a more traditional manager. Their conversations start each chapter and do an excellent job of introducing the main ideas of the chapter. Unlike many other agile books, the advice in this book can be applied to teams that are dipping their toes into agile waters or that are already fully immersed. Highsmiths writing, full of both wisdom and anecdotes, is both informative and fun. This book is a pleasure to read. More importantly, though, you will leave this book with some very specific practices you can immediately apply to your projects.
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