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Software Project Manager's Bridge to Agility, The
- By Michele Sliger, Stacia Broderick
- Published May 19, 2008 by Addison-Wesley Professional. Part of the Agile Software Development Series series.
- Copyright 2008
- Dimensions: 7-3/8 X 9-1/4
- Pages: 384
- Edition: 1st
- Book
- ISBN-10: 0-321-50275-2
- ISBN-13: 978-0-321-50275-9
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Product Author Bios
Michele Sliger has extensive experience in agile software development, having transitioned to Scrum and XP practices in 2000 after starting her career following the traditional waterfall approach. A self-described “bridge builder,” her passion lies in helping those in traditional software development environments cross the bridge to agility. Michele is the owner of Sliger Consulting Inc., where she consults with businesses ranging from small startups to Fortune 500 companies, helping teams with their agile adoption, and helping organizations prepare for the changes that agile adoption brings. A frequent conference speaker and regular contributor to software industry publications, Michele is a strong advocate of agile principles and value-driven development practices. She is a certified Project Management Professional (PMPR) and a Certified Scrum Trainer (CST). She has an undergraduate MIS degree and an MBA. When not working, Michele volunteers as a grief facilitator for teens at Judi’s House, a nonprofit dedicated to helping children learn how to cope with the loss of a loved one.
Stacia Broderick has worked as a project manager for fifteen years, the last eight in software development. She was fortunate to be helped across the bridge under the mentorship of Ken Schwaber while working for Primavera Systems in 2003 and ever since has helped hundreds of teams the world over embrace the principles of and transition to an agile way of creating products. Stacia founded her company, AgileEvolution, Inc., in 2006 based on the belief that agile practices present a humane, logical way for teams and companies to deliver products. Stacia is a Certified Scrum Trainer as well as a PMPR, a mix that proves valuable when assisting organizations’ transition from traditional to modern practices. Stacia enjoys running, playing classical violin, and spending time with her family.
When software development teams move to agile methods, experienced project managers often struggle—doubtful about the new approach and uncertain about their new roles and responsibilities. In this book, two long-time certified Project Management Professionals (PMPRs) and Scrum trainers have built a bridge to this dynamic new paradigm. They show experienced project managers how to successfully transition to agile by refocusing on facilitation and collaboration, not “command and control.”
The authors begin by explaining how agile works: how it differs from traditional “plan-driven” methodologies, the benefits it promises, and the real-world results it delivers. Next, they systematically map the Project Management Institute’s classic, methodology-independent techniques and terminology to agile practices. They cover both process and project lifecycles and carefully address vital issues ranging from scope and time to cost management and stakeholder communication. Finally, drawing on their own extensive personal experience, they put a human face on your personal transition to agile--covering the emotional challenges, personal values, and key leadership traits you’ll need to succeed.
Coverage includes
- Relating the PMBOKR Guide ideals to agile practices: similarities, overlaps, and differences
- Understanding the role and value of agile techniques such as iteration/release planning and retrospectives
- Using agile techniques to systematically and continually reduce risk
- Implementing quality assurance (QA) where it belongs: in analysis, design, defect prevention, and continuous improvement
- Learning to trust your teams and listen for their discoveries
- Procuring, purchasing, and contracting for software in agile, collaborative environments
- Avoiding the common mistakes software teams make in transitioning to agile
- Coordinating with project management offices and non-agile teams
- “Selling” agile within your teams and throughout your organization
For every project manager who wants to become more agile.
Part I An Agile Overview 7
Chapter 1 What is "Agile"? 9
Chapter 2 Mapping from the PMBOKR Guide to Agile 25
Chapter 3 The Agile Project Lifecycle in Detail 37
Part II The Bridge: Relating PMBOKR Guide Practices to Agile Practices 49
Chapter 4 Integration Management 51
Chapter 5 Scope Management 67
Chapter 6 Time Management 83
Chapter 7 Cost Management 111
Chapter 8 Quality Management 129
Chapter 9 Human Resources Management 143
Chapter 10 Communications Management 159
Chapter 11 Risk Management 177
Chapter 12 Procurement Management 197
Part III Crossing the Bridge to Agile 215
Chapter 13 How Will My Responsibilities Change? 217
Chapter 14 How Will I Work with Other Teams Who Aren't Agile? 233
Chapter 15 How Can a Project Management Office Support Agile? 249
Chapter 16 Selling the Benefits of Agile 265
Chapter 17 Common Mistakes 285
Appendix A Agile Methodologies 295
Appendix B Agile Artifacts 301
Glossary 321
Bibliography 327
Index 333
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21 of 23 people found the following review helpful
Agile and PMI are Compatible!, By
This review is from: The Software Project Manager's Bridge to Agility (Paperback)
Finally a book in the agile series that acknowledges agile and PMI are compatible. As a PMP and CSM, one of my long time frustrations has been too many agile authors create a stereotype of an overly bureaucrat waterfall process being managed by a dictator project manager. That may be a great way to sell their books, but their rejection of sound project management principles has been a disservice to the industry--the classic mistake of throwing out the baby with the bathwater.As the title states, Sliger and Broderick sets out to bridge this divide and does a super job showing how agile management practices fit into the project management body of knowledge (PMBOK). They reinforce this message with extensive quotes from the PMBOK that explicitly address incremental and iterative development. I especially like their chapter summaries which compare and contrast project manager approaches to specific practices under a plan-driven and an agile project. One of their key messages... Read more
16 of 18 people found the following review helpful
Excellent advice for project managers making the change to agile, By
This review is from: The Software Project Manager's Bridge to Agility (Paperback)
This excellent book is targeted directly at Project Management Professionals (PMPs) but will be extremely beneficial to any project manager who is interested in agile development.After three short chapters that introduce the general principles and activities of an agile software development project, the authors attack the meat of their subject. Each of the nine chapters of part two corresponds directly to one of the PMI's project management knowledge areas. Sliger and Broderick, each an experienced PMP, cover the changed responsibilities of the project manager transitioning to agile. A highlight of each chapter is the small table with columns for "I used to do this" and "Now I do this" that succinctly summarizes the often profound differences between traditional and agile project management. This book is necessary reading for any project manager making the change to agile as well as for any ScrumMaster or agile coach working on a large projects. The book takes a... Read more
15 of 18 people found the following review helpful
An important book, By Bas Vodde (Singapore) - See all my reviews
This review is from: The Software Project Manager's Bridge to Agility (Paperback)
When I saw this book, I knew I had to read it, though I was very skeptical about it. Mapping the PMBOK practices to agile practices, is that the right thing to do? Why would you want to do that? What are the authors trying to prove?The first chapter already helped me forward and removed some of my skepticism. This book is really what is says it is. It's a bridge for the traditional PMI project manager to understand what the difference is between traditional projects and agile projects and it's written in the language of a traditional project manager, the language of PMBOK. From that perspective, I've come to see this as an smart and important book thatm hopefully, will help lots of trainer project managers to understand what agile development is trying to do and why. The book start with an introduction by Stacia, who describes her experience moving from a traditional environment to an agile environment and the difficulty she faced of changing the way of working... Read more |
Online Sample Chapter
The Software Project Manager's Bridge to Agility: Scope Management
Table of Contents
Preface xvii
Acknowledgments xxiii
About the Authors xxv
Introduction 1
Part I An Agile Overview 7
Chapter 1 What is "Agile"? 9
Chapter 2 Mapping from the PMBOKR Guide to Agile 25
Chapter 3 The Agile Project Lifecycle in Detail 37
Part II The Bridge: Relating PMBOKR Guide Practices to Agile Practices 49
Chapter 4 Integration Management 51
Chapter 5 Scope Management 67
Chapter 6 Time Management 83
Chapter 7 Cost Management 111
Chapter 8 Quality Management 129
Chapter 9 Human Resources Management 143
Chapter 10 Communications Management 159
Chapter 11 Risk Management 177
Chapter 12 Procurement Management 197
Part III Crossing the Bridge to Agile 215
Chapter 13 How Will My Responsibilities Change? 217
Chapter 14 How Will I Work with Other Teams Who Aren't Agile? 233
Chapter 15 How Can a Project Management Office Support Agile? 249
Chapter 16 Selling the Benefits of Agile 265
Chapter 17 Common Mistakes 285
Appendix A Agile Methodologies 295
Appendix B Agile Artifacts 301
Glossary 321
Bibliography 327
Index 333
Sample Pages
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