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

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By James A. Crowder, Shelli Friess

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 strategies of management and goals to hook up with staff' feel of identification. The textual content examines human mental suggestions reminiscent of “locus of control,” so that it will aid the executive comprehend their staff individuals’ 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 particular specialise in how this pertains to engineering and desktop technological know-how. This ebook additionally contains sensible case studies.

  • Discusses administration abilities wanted as they relate to the advances in software program improvement practices
  • Examines the way to deal with an agile improvement workforce that incorporates groups throughout geographically, ethnically, and culturally varied backgrounds
  • Embraces all the facets of contemporary administration and leadership

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The Agile Manager needs to understand the developer’s reasons for the lack of commitment, clarifying for the developer what is expected, clearing up any misconceptions the developer may have. In the end, if the Agile Manager does not feel they have dispelled the lack of commitment, the developer must be removed from the team or there is little hope for successful agile development. I know this sounds harsh, but agile only works if all parties have a buy-in to the agile development process. 4. Avoidance of Accountability: There may be issues getting developers to step up and take on rolls of responsibility within the agile teams because they are afraid that if they take responsibility for the team’s activities during a given Sprint and there are problems, they will be punished.

These products are geared toward helping to plan, measure, analyze, and execute the classical waterfall development methodology [1]. 1 illustrates this process, which includes measurement and analysis of earned value metrics. 2 illustrates the changes associated with creating a similar execution plan for agile development programs/projects. 2, the flow is quite different, and includes the recursive Sprint development process that continually refines the requirements as the Sprints progress [72].

This new Agile Team paradigm is uncomfortable to many managers, who may feel like they now have nothing to do, given that central control and authority is given to the team, not to the Agile Manager. However, the Agile Manager is as busy as or busier in this environment than in a classical development effort [77]. The role of the facilitator across the agile teams is a critical role to the overall success of the development program/project. Many of the responsibilities of the Agile Manager are not all that different from those in classical management, except that in the Agile Development world, the Agile Manager must focus on the team’s ability to deliver working software, rather than focus on traditional program/project measurement metrics [36].

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