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Agile Project Management: Managing for Success by James A. Crowder, Shelli Friess

By James A. Crowder, Shelli Friess

This ebook introduces readers to the idea that of Agile venture administration and allows them to accommodate the calls for and complexities of recent, agile systems/software/hardware improvement groups. The ebook examines the project/program supervisor past the suggestions of management and goals to connect with employees' feel of identification. The textual content examines human mental ideas equivalent to “locus of control,” on the way to aid the executive comprehend their workforce 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 computing device technological know-how. This ebook additionally comprises functional case studies.

* Discusses administration talents wanted as they relate to the advances in software program improvement practices
* Examines tips on how to deal with an agile improvement staff that comes with groups throughout geographically, ethnically, and culturally diversified backgrounds
* Embraces the entire facets of contemporary administration and management

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Timescale how long may the project take? are there any important dates? investment What investment will be necessary and over what period? investment needed What investment is necessary for the next stage of the project? for the next stage planning assumptions What assumptions had to be made when identifying key products, timescales, budgets and beneits? risks What may cause the project to fail? What mitigations may there be for each risk identiied?  PROJECT MANAGEMENT If the senior managers think there is sufficient merit in the idea mapped out in the project outline and supported by their analysis, there is a chance of it becoming a real project.

7 (see page 38) shows how much each project will contribute to a specific quadrant. However, this is not the only way of considering the relative contribution of a proposed or actual project. So far the analysis has not compared each project’s potential risk and reward so the proposed portfolio has not been balanced. 1 Business balance are we contributing to shareholder value? are we doing enough to satisfy our customers? Will we develop our processes? What must we do to learn and grow? Every project carries a risk for every reward.

Project manager The project manager co-ordinates the project on behalf of the project steering group and makes sure that it produces the required deliverables to the identified standard of quality, on time and within budget. To do this, the project manager develops an approved plan and then makes sure that all the milestones are achieved. Commonly, a project manager’s success is measured by whether the results required have been delivered on time, on budget and to the required standard of quality, but often changes are agreed during a project that may increase the costs or the time span needed to complete it.

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