By James A. Crowder, Shelli Friess

ISBN-10: 3319090178

ISBN-13: 9783319090177

ISBN-10: 3319090186

ISBN-13: 9783319090184

Management and permits them to house the calls for and complexities of contemporary, agile systems/software/hardware improvement groups. The publication examines the project/program supervisor past the ideas of management and goals to hook up with staff' experience of identification. The textual content examines human mental ideas reminiscent of “locus of control,” that allows you to support the executive comprehend their staff contributors’ view and the way most sensible to control their “world” contributions. The authors hide new administration instruments and philosophies for agile systems/software/hardware improvement groups, with a selected specialize in how this pertains to engineering and machine technology. This ebook additionally comprises sensible case studies.

  • Discusses administration abilities wanted as they relate to the advances in software program improvement practices
  • Examines tips on how to deal with an agile improvement workforce that incorporates groups throughout geographically, ethnically, and culturally various backgrounds
  • Embraces the entire facets of recent administration and leadership

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Extra resources for Agile Project Management: Managing for Success

Sample text

We will speak more about this later. 1 Agile vs. ) All team members are called developers, regardless of the work done Recommended size is 5–12 nominally There is no longer a manager that leads the team from the front. There are management roles to help the team run smoothly. Manager becomes more of a facilitator for the team All functions for sprint development (Planning, estimating, design, coding, testing, release, and customer collaboration) are done by the team Knowledge and power are colocated throughout the team, creating their own center of authority Responsibility and attachment are shared as a whole within the team Non-agile teams Teams are directed and managed by manager Teams contain sub-teams that have specific skill sets.

2 illustrates the increasing costs associated with changes, depending on when in the development cycle the changes or problems are encountered. As mentioned, when problems arise, or requirement changes happen, it drives a replan of the program schedule and a re-estimation of costs to complete the program/project, either an Estimate at Completion (EAC) or an Estimate to Complete (ETC) or both. A new program plan must be put in place, new budgets and schedule, and the development cycle restarts, as illustrated in Fig.

Keeping the teams functioning smoothly is the best thing the Agile Manager can do to promote a successful project. Case Study #2 illustrates this. Case Study #2: The Disruptive Scrum Master Project Length Number of Sprints Number of Teams Average Sprint Duration 24 months 9 Sprints 5 Teams 8 weeks Description This project was struggling early on as personnel from each of the agile development teams were hesitant to take on the role of Scrum Master for the Sprints, not wanting to be tagged as responsible if the team did not meet their capability development goals for any given Sprint.

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