Download Agile Project Management: Creating Innovative Products by Jim Highsmith PDF

By Jim Highsmith

Jim Highsmith is certainly one of a number of smooth writers who're aiding us comprehend the hot nature of labor within the wisdom economy.-Rob Austin, Assistant Professor, Harvard enterprise School"This is the undertaking administration booklet we have now all been ready for-the publication that successfully combines Agile equipment and rigorous undertaking administration. not just does this e-book support us make experience of undertaking administration during this present global of iterative, incremental Agile equipment, yet it is an all-around sturdy read!"-Lynne Ellen, Sr. vice chairman & CIO, DTE Energy"Finally a e-book that reconciles the eagerness of the Agile software program stream with the wanted disciplines of venture administration. Jim's publication has supplied a carrier to all of us.-Neville R(oy) Singham, CEO, ThoughtWorks, Inc.The international of product improvement is turning into extra dynamic and unsure. Many managers cope by means of reinforcing methods, including documentation, or additional honing expenses. this is not operating. Highsmith brilliantly publications us into another that matches the times.-Preston G. Smith, imperative, New Product Dynamics/coauthor, constructing items in part the TimeNow, one of many field's prime specialists brings jointly the entire wisdom and assets you can use APM on your subsequent venture. Jim Highsmith indicates why APM can be in each manager's toolkit, completely addressing the questions venture managers bring up approximately Agile techniques. He systematically introduces the five-phase APM framework, then provides particular, proventools for each undertaking player. assurance contains: * Six ideas of Agile venture administration * how one can capitalize on rising new product improvement applied sciences * placing buyers on the heart of your venture, the place they belong * developing adaptive groups that reply quick to alterations on your project's "ecosystem" * Which tasks will reap the benefits of APM-and which will not * APM's 5 levels: Envision, Speculate, discover, Adapt, shut * APM practices, together with the Product imaginative and prescient field and venture information Sheet * Leveraging your PMI talents in Agile environments * Scaling APM to greater initiatives and groups * for each undertaking supervisor, workforce chief, and crew member

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Auditors want sign-offs. Governmental agencies want documents. Standards groups (ISO, SEI, and others) want proof of compliance. Legal departments want everything. Failure to differentiate between delivery and compliance results in ever-increasing compliance work producing documents for regulators, lawyers, or management while delivering products falls to secondary priority. " These systems become the goal rather than the means to a goal. Adherents of these "systemisms" would argue that implementing these programs should not result in losing track of the primary goal (results rather than process).

However, they did have one solution for the volumes of process documents a sophisticated automation system in which just the list of processes went on for page after page after page. I examined an auditor's report (ISO certification requires periodic audits) of some 10 pages that were filled with compliance issues such as failures to sign or date a form or the absence of some document. There was not a single substantive delivery issue mentioned in the report! Managers had to spend time analyzing this audit report and then writing another report about how they would keep these terrible things from happening again, when of course their only concern was to placate the auditors, not to make meaningful improvements in the system.

Iterative, feature-based development integrates the consideration of major risk issues directly into the process. " Sometimes the answers to these questions are the same features, sometimes not, but in certain respects the two questions are just different perspectives on the same issue delivering value. For example, in a planning exercise for a product, there may be a combination of technical risk (a new technology architecture for us) and feature risk (we're not sure what the features should look like).

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