9780321219770

Please note - there is now a second edition of this book available, with the ISBN of 0321658396. "Jim Highsmith is one of a few modern writers who are helping us understand the new nature of work in the knowledge economy." -Rob Austin, Assistant Professor, Harvard Business School "This is the project management book wers"ve all been waiting for-the book that effectively combines Agile methods and rigorous project management. Not only does this book help us make sense of project management in this current world of iterative, incremental Agile methods, but itrs"s an all-around good read!" -Lynne Ellen, Sr. VP & CIO, DTE Energy "Finally a book that reconciles the passion of the Agile Software movement with the needed disciplines of project management. Jimrs"s book has provided a service to all of us." -Neville R(oy) Singham, CEO, ThoughtWorks, Inc. "The world of product development is becoming more dynamic and uncertain. Many managers cope by reinforcing processes, adding documentation, or further honing costs. This isnrs"t working. Highsmith brilliantly guides us into an alternative that fits the times." -Preston G. Smith, principal, New Product Dynamics/coauthor,Developing Products in Half the Time One of the fieldrs"s leading experts brings together all the knowledge and resources you need to use APM in your next project. Jim Highsmith shows why APM should be in every managerrs"s toolkit, thoroughly addressing the questions project managers raise about Agile approaches. He systematically introduces the five-phase APM framework, then presents specific, proven tools for every project participant. Coverage includes: Six principles of Agile Project Management How to capitalize on emerging new product development technologies Putting customers at the center of your project, where they belong Creating adaptive teams that respond quickly to changes in your projectrs"s "ecosystem" Which projects will benefit from APM-and whichwonrs"t APMrs"s five phases:Envision, Speculate, Explore, Adapt, Close APM practices, including the Product Vision Box and Project Data Sheet Leveraging your PMI skills in Agile environments Scaling APM to larger projects and teams For every project manager, team leader, and team member

Jim Highsmith is Director, Agile Project Management Practice, and Fellow, Business Technology Council, at Cutter Consortium

Preface	p. xix
Introduction	p. xxiii
The Agile Revolution	p. 1
Innovative Product Development Reliable Innovation	p. 6
Continuous Innovation	p. 6
Product Adaptability	p. 6
Reduced Delivery Schedules	p. 7
People and Process Adaptability	p. 7
Reliable Results	p. 8
Core Agile Values	p. 8
Responding to Change	p. 10
Working Products	p. 11
Customer Collaboration	p. 13
Individuals and Interactions	p. 13
Agile Project Management	p. 15
Agility Defined	p. 16
The APM Framework	p. 18
Thriving in a Chaordic World	p. 19
Our Journey	p. 22
Guiding Principles: Customers and Products	p. 25
Herman and Maya	p. 25
The Guiding Principles of Agile Project Management	p. 27
Deliver Customer Value	p. 28
Innovation and Adaptability	p. 30
Planning and Control to Execution	p. 31
Delivery versus Compliance	p. 32
Employ Iterative, Feature-Based Delivery	p. 39
Creating a Better Product	p. 40
Producing Earlier Benefits	p. 42
Progressive Risk Reduction	p. 43
Champion Technical Excellence	p. 44
Customers and Products	p. 47
Guiding Principles: Leadership-Collaboration Management	p. 49
Management Style	p. 49
The Business of APM	p. 51
Reliable, Not Repeatable	p. 52
Progress Reporting	p. 55
Leadership-Collaboration Management	p. 56
Encourage Exploration	p. 59
Shared Space	p. 61
Encouragement Isn't Enough	p. 62
Build Adaptive (Self-Organizing, Self-Disciplined) Teams	p. 65
Getting the Right People	p. 66
Articulating the Product Vision	p. 67
Encouraging Interaction	p. 67
Participatory Decision Making	p. 68
Insisting on Accountability	p. 70
Steering, Not Controlling	p. 70
Self-Discipline	p. 71
Simplify	p. 72
Generative Rules	p. 73
Barely Sufficient Methodology	p. 74
Principles to Practices	p. 75
An Agile Project Management Model	p. 77
Principles and Practices	p. 77
An Agile Process Framework	p. 79
Phase: Envision	p. 82
Phase: Speculate	p. 82
Phase: Explore	p. 83
Phase: Adapt	p. 83
Phase: Close	p. 84
Judgment Required	p. 84
Project Size	p. 85
Agile Practices	p. 85
The Envision Phase	p. 87
Get the Right People	p. 87
Phase: Envision	p. 88
Practice: Product Vision Box and Elevator Test Statement	p. 93
Objective	p. 93
Discussion	p. 93
Practice: Product Architecture	p. 98
Objective	p. 98
Discussion	p. 98
Guiding Principles	p. 100
Practice: Project Data Sheet	p. 101
Objective	p. 101
Discussion	p. 101
Tradeoff Matrix	p. 104
Exploration Factor	p. 105
Practice: Get the Right People	p. 108
Objective	p. 108
Discussion	p. 108
Practice: Participant Identification	p. 111
Objective	p. 111
Discussion	p. 111
Practice: Customer Team-Developer Team Interface	p. 114
Objective	p. 114
Discussion	p. 114
Practice: Process and Practice Tailoring	p. 118
Objective	p. 118
Discussion	p. 118
Self-Organization Strategy	p. 119
Process Framework Tailoring	p. 120
Practice Selection and Tailoring	p. 121
Early Planning	p. 124
Envision Summary	p. 124
The Speculate Phase	p. 127
Scope Evolution	p. 127
Phase: Speculate	p. 128
Practice: Product Feature List	p. 132
Objective	p. 132
Discussion	p. 132
Practice: Feature Cards	p. 135
Objective	p. 135
Discussion	p. 135
Practice: Performance Requirements Cards	p. 138
Objective	p. 138
Discussion	p. 138
Practice: Release, Milestone, and Iteration Plan	p. 140
Objective	p. 140
Discussion	p. 140
Iteration 0	p. 143
Iterations 1-N	p. 144
Next Iteration Plan	p. 153
First Feasible Deployment	p. 154
Estimating	p. 155
Scope Evolution	p. 157
Risk Analysis and Mitigation	p. 159
Speculate Summary	p. 164
The Explore Phase	p. 165
Individual Performance	p. 165
Phase: Explore	p. 166
Practice: Workload Management	p. 169
Objective	p. 169
Discussion	p. 169
Practice: Low-Cost Change	p. 170
Objective	p. 170
Discussion	p. 170
Technical Debt	p. 171
Simple Design	p. 173
Frequent Integration	p. 175
Ruthless Testing	p. 178
Opportunistic Refactoring	p. 179
Practice: Coaching and Team Development	p. 182
Objective	p. 182
Discussion	p. 182
Focusing the Team on Delivering Results	p. 182
Molding a Group of Individuals into a Team	p. 184
Developing Each Individual's Capabilities	p. 188
Providing the Team with Required Resources and Removing Roadblocks	p. 189
Coaching the Customers	p. 189
Orchestrating Team Rhythm	p. 191
Practice: Daily Team Integration Meetings	p. 192
Objective	p. 192
Discussion	p. 192
Practice: Participatory Decision Making	p. 194
Objective	p. 194
Discussion	p. 195
Decision Framing	p. 197
Decision Making	p. 199
Decision Retrospection	p. 202
Leadership and Decision Making	p. 203
Set- and Delay-Based Decision Making	p. 205
Practice: Daily Interaction with the Customer Team	p. 206
Objective	p. 206
Discussion	p. 206
Stakeholder Coordination	p. 208
Explore Summary	p. 208
The Adapt and Close Phases	p. 211
Progress	p. 211
Phase: Adapt	p. 213
Practice: Product, Project, and Team Review and Adaptive Action	p. 216
Objective	p. 216
Discussion	p. 216
Customer Focus Groups	p. 216
Technical Reviews	p. 219
Team Performance Evaluations	p. 220
Project Status Reports	p. 222
Adaptive Action	p. 230
Phase: Close	p. 231
Adapt and Close Summary	p. 232
Building Large Adaptive Teams	p. 235
An Achilles' Heel?	p. 235
The Scaling Challenge	p. 236
A Scaled Adaptive Framework	p. 238
A Hub Organizational Structure	p. 239
Self-Organization Extensions	p. 241
Team Self-Discipline	p. 244
The Commitment-Accountability Protocol	p. 246
Is It Working?	p. 250
Structure and Tools	p. 251
Summary	p. 251
Reliable Innovation	p. 253
The Agile Vision	p. 253
The Changing Face of New Product Development	p. 253
Agile People and Processes Deliver Agile Products	p. 255
Implementing the Vision	p. 257
Reliable Innovation	p. 258
The Value-Adding Project Manager	p. 260
Conviction	p. 261
Bibliography	p. 263
Index	p. 269
Table of Contents provided by Ingram. All Rights Reserved.

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The New copy of this book will include any supplemental materials advertised. Please check the title of the book to determine if it should include any access cards, study guides, lab manuals, CDs, etc.

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When the Manifesto for Agile Software Development (www.agilealliance.org) was written in spring 2001, it launched a movementa movement that has raced through the software development community; generated controversy and debate; connected with related movements in manufacturing, construction, and aerospace; and been extended into project management. The essence of this movement, whether in new product development, new service offerings, software applications, or project management, rests on two foundational goals: delivering innovative products to customers (particularly in highly uncertain situations) and creating working environments in which people look forward to coming to work each day. Innovation continues to drive economic success for countries, industries, and individual companies. While the rates of innovation in information technology in the last decade may have declined from prodigious to merely lofty, innovation in areas such as biotechnology and nanotechnology is picking up any slack. New technologies such as combinatorial chemistry and sophisticated computer simulation are fundamentally altering the innovation process itself. When these technologies are applied to the innovation process, the cost of iteration can be driven down dramatically, enabling exploratory and experimental processes to be both more effective and less costly than serial, specification-based processes. When it takes a pharmaceutical company months to develop a chemical compound and test it, errors are costly and careful laboratory design becomes the norm. When combinatorial chemistry can create hundreds, if not thousands, of compounds in a day and sophisticated instruments can test them in a few more days, careful specification and design can be less effective and more costly than careful experimentation. This same dynamic is at work in the automotive, integrated circuit, software, and pharmaceutical industries. It will soon be at work in your industry. But taking advantage of these new innovation technologies has proved tricky. When exploration processes replace prescriptive processes, people have to change. For the chemist who now manages the experimental compounding process rather than designing compounds himself, and the manager who has to deal with hundreds of experiments rather than a detailed, prescriptive plan, new project management and organizational processes are required. Even when these technologies and processes are lower cost and higher performance than their predecessors, the transformation often proves difficult. Experimentation matters, as the title of Harvard Business School professor Stefan Thomke's recent book exclaims (Thomke 2003), but many project managers are still mired in a prescriptive, conformance-to-plan mentality that eschews that very experimentation.

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Agile Project Management : Creating Innovative Products

Agile Project Management : Creating Innovative Products

0321219775

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