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

By James A. Crowder, Shelli Friess

This e-book introduces readers to the idea that of Agile venture administration and allows them to house the calls for and complexities of recent, agile systems/software/hardware improvement groups. The publication 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 corresponding to “locus of control,” to be able to aid the chief comprehend their crew members’ view and the way most sensible to control their “world” contributions. The authors disguise new administration instruments and philosophies for agile systems/software/hardware improvement groups, with a selected specialise in how this pertains to engineering and computing device technology. This e-book additionally comprises functional case studies.

* Discusses administration abilities wanted as they relate to the advances in software program improvement practices
* Examines the best way to deal with an agile improvement crew that comes with groups throughout geographically, ethnically, and culturally assorted backgrounds
* Embraces all the facets of recent administration and management

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Extra resources for Agile Project Management: Managing for Success

Sample text

The first problem with one person acting as Scrum Master for all the teams across all of the Sprints is that the person taking on the role of Scrum Master should change at each Sprint, depending on the complexity points required for that Sprint and the expertise of the team members, based on the complexity points required for that Sprint. The role of the Scrum Master includes, but is not restricted to: 1. Assists the product owner with the backlog, both in its creation and with its maintenance.

One of the important precepts of successful agile development teams is that each team member leave their egos at the door. The purpose is to produce working software that supports an operationally viable system, not to promote any one person. The Agile Manager must understand this as well. The role of the facilitator is vitally important to the overall success of the project. And, if the teams are successful, the Agile Manager looks good and will be considered a success. The whole team owns the successes, and the whole team owns the failures.

4. 5. 6. 2 Productivity Tools for the Agile Developer In his work on Global Software Development, Iyengar [40] explains that the rapid increase in agile software development has led to an explosion of productivity tools. Most are geared at the Agile Manager, but tools are needed to enhance collaboration and cooperation among agile team members, whether they are collocated or in different continents. If the Agile Manager has not fully adopted the philosophy of the agile process, productivity tools provided to agile team members may be limited to software tools like Microsoft Project©, spreadsheets like Microsoft Excel©, or tools like OneNote©.

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