By Jim Highsmith
Jim Highsmith is certainly one of a number of glossy writers who're supporting us comprehend the recent nature of labor within the wisdom economy.-Rob Austin, Assistant Professor, Harvard enterprise School"This is the venture administration e-book we have now all been ready for-the ebook that successfully combines Agile equipment and rigorous undertaking administration. not just does this e-book aid us make feel of undertaking administration during this present global of iterative, incremental Agile tools, yet it is an all-around stable read!"-Lynne Ellen, Sr. vice president & CIO, DTE Energy"Finally a e-book that reconciles the eagerness of the Agile software program flow with the wanted disciplines of venture administration. Jim's e-book has supplied a provider to all of us.-Neville R(oy) Singham, CEO, ThoughtWorks, Inc.The international of product improvement is changing into extra dynamic and unsure. Many managers cope via reinforcing techniques, including documentation, or additional honing expenditures. this is not operating. Highsmith brilliantly courses us into another that matches the times.-Preston G. Smith, important, New Product Dynamics/coauthor, constructing items in part the TimeNow, one of many field's best specialists brings jointly the entire wisdom and assets you should use APM on your subsequent undertaking. Jim Highsmith exhibits why APM may be in each manager's toolkit, completely addressing the questions undertaking managers elevate approximately Agile ways. He systematically introduces the five-phase APM framework, then offers particular, proventools for each venture player. assurance comprises: * Six rules of Agile undertaking administration * how one can capitalize on rising new product improvement applied sciences * placing clients on the heart of your undertaking, the place they belong * developing adaptive groups that reply speedy to adjustments on your project's "ecosystem" * Which tasks will take advantage of APM-and which will not * APM's 5 stages: Envision, Speculate, discover, Adapt, shut * APM practices, together with the Product imaginative and prescient field and undertaking information Sheet * Leveraging your PMI talents in Agile environments * Scaling APM to greater initiatives and groups * for each undertaking supervisor, staff chief, and crew member
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Extra info for Agile Project Management: Creating Innovative Products
Note that the word "repeatable" isn't in the agile lexicon. Implementing repeatable processes has been the goal of many companies, but in rapidly changing environments, repeatability turns out to be the wrong goal; in fact, it turns out to be an extremely counterproductive goal. Which brings us to the critical difference between reliable and repeatable. Repeatable means doing the same thing in the same way to produce the same results. Reliable means meeting targets regardless of the impediments thrown in your way it means constantly adapting to meet a goal.
This feature-based approach applies to everyone else, too. Senior management is restricted to feature management, rather than task management; they can cut features but not tasks. For projects and products in which the requirements can evolve over time, it is critical that the results reviewed by customers during the development process be as close to versions of the actual product as possible. Customers have a very difficult time visualizing from documents how a product will function, which is why in industry after industry, companies have embraced modeling, simulations, and prototyping to improve the feedback loop from customers to the development teams.
Short, timeboxed iterations are a fixture of APM. However, iterations are only half the story features, rather than tasks, are the other. Customers don't understand, nor do they care about, the engineering tasks required to build a DVD player or an automobile. They do, however, understand the features of each of those products. " Saying to the customer at the end of milestone 1, "Yes, we finished the relational database schema" or "We got the CAD drawings of the fluid transfer valve done" just doesn't work.