The Missing Link in the Evolution of Kanban -- From Its Roots in Agile David J. Anderson developed the Kanban Method over years spent managing and coaching Agile development teams, at companies such as Sprint and Microsoft, by integrating Lean thinking with Agile principles and practices. This compendium of anecdotes and epiphanies shares this journey on the road to Kanban, now a popular method for improving predictability while managing change and risk in organizations worldwide. Topics include: -Why people resist change -The role of the manager in Agile development -Flow and variability -Timeboxes and delivery cadence -Estimation and metrics
The popular guide to the project management body of knowledge, now fully updated Now in its seventh edition, this comprehensive guide to project management has long been considered the standard for both professionals and academics. With more than 32,000 copies sold in the last three editions, it has now been fully updated to cover the new PMBOK® Guide. Well-known expert Robert Wysocki has added more than 100 pages of new content based on instructor feedback, enhancing the coverage of best-of-breed methods and tools for ensuring project management success. With enriched case studies, accompanying exercises and solutions on the companion website, and PowerPoint slides for all figures and tables, the book is ideal for instructors and students as well as active project managers. Serves as a comprehensive guide to project management for both educators and project management professionals Completely updated to cover the new PMBOK® Guide Examines traditional, agile, and extreme project management techniques; the Enterprise Project Management Model; and Kanban and Scrumban methodologies Includes a companion website with exercises and solutions and well as PowerPoint slides for all the figures and tables used Written by well-known project management expert Robert Wysocki Effective Project Management, Seventh Edition remains the comprehensive resource for project management practitioners, instructors, and students. (PMBOK is a registered mark of the Project Management Institute, Inc.)
The rules and practices for Scrum—a simple process for managing complex projects—are few, straightforward, and easy to learn. But Scrum’s simplicity itself—its lack of prescription—can be disarming, and new practitioners often find themselves reverting to old project management habits and tools and yielding lesser results. In this illuminating series of case studies, Scrum co-creator and evangelist Ken Schwaber identifies the real-world lessons—the successes and failures—culled from his years of experience coaching companies in agile project management. Through them, you’ll understand how to use Scrum to solve complex problems and drive better results—delivering more valuable software faster. Gain the foundation in Scrum theory—and practice—you need to: Rein in even the most complex, unwieldy projects Effectively manage unknown or changing product requirements Simplify the chain of command with self-managing development teams Receive clearer specifications—and feedback—from customers Greatly reduce project planning time and required tools Build—and release—products in 30-day cycles so clients get deliverables earlier Avoid missteps by regularly inspecting, reporting on, and fine-tuning projects Support multiple teams working on a large-scale project from many geographic locations Maximize return on investment!
The lean and agile philosophies are terms that define modern technics to make our projects fast and efficient, without adding costs or reducing quality. The five principles of the lean thinking have its origin during the 90s decade in a Japanese automotive industry. This approach helps to improve the efficiency in mass production projects by focusing in adding value to the client and removing waste from the project value flow. Ten years later the Manifesto for Agile Software Development and its twelve agile principles got popular. These ideas propose not to be too strict with plans and processes. Context can change permanently and we need to be flexible with the client in order to quickly adapt to those changes, if we want to submit the deliverables we have been asked for. From these two currents of thoughts, one that focuses on mass production and another that focuses on software projects, in this book we will develop ideas 100% practical to improve efficiency and timeliness of any type of project management. Also, some of the concepts in this book will allow us to become more agile leaders in our daily activities. The author, Pablo Lledo, has written eight books on Project Management. Some of them have been published by mayor Publishing companies. The author states that the benefits of reading this book are: - Understand the lean-agile philosophy in a very simple way. - Learn lessons from more than 20 real cases. - Gain knowledge through more than 10 practical exercises. - Save time and money when compared with other books. - Be a better Project Manager."
The PMI-ACP Project Management Institute Agile Certified Practitioner Exam Study Guide is an all-in-one package for comprehensive exam preparation. This up-to-date guide is fully aligned with the latest version of the exam, featuring coverage of 100 percent of the exam domains. Expanded coverage of AGILE includes the basic principles, value-driven delivery, stakeholder engagement, team performance, adaptive planning, problem detection and resolution, and continuous improvement to align with the A Guide to the Project Management Body of Knowledge (PMBOKa 6th Edition) and its increased emphasis on agile, adaptive and iterative practices. Coverage of 100 % of all exam objectives in thie Study Guide means you'll be ready for: Scrum and eXtreme Programming; Agil Initiation and Stakeholder Engagement; The Human Side of Agile Project Management; Agil Estimation and Planning; Effective Team Performance on Agile Projects; Agil Execution and Tracking of Iterations; Detecting problems and Working Through Change; Tailoring, Quality Management, and Improving Project Processes.
For some organizations, Lessons Learned (LL) is an informal process of discussing and recording project experiences during the closure phase. For others, LL is a formal process that occurs at the end of each phase of a project. Regardless of when they are performed, if you are a project team member, chances are you will soon be required to present an evaluation of your project using Lessons Learned. Presenting new information that updates the award-winning first edition, The Basics of Project Evaluation and Lessons Learned, Second Edition supplies practical guidance on conducting project Lessons Learned. The first edition won the Project Management Institute's (PMI®) David I. Cleland Project Management Literature Award. Following in the footsteps of its popular predecessor, this second edition provides an easy-to-follow, systematic approach to conducting Lessons Learned on a project. Updated to align with the PMBOK® Guide, Fifth Edition Includes three new chapters—PRINCE2®, Agile Retrospectives, and Knowledge Transfer— in response to information requests from readers of the first edition from around the world Enhanced with valuable new resources in the Project Evaluation Resource Kit (PERK) found on the free CD included in the back of the book, including a fully functional MS Access Lessons Learned Database The research in this book is based on four years of doctoral dissertation research and is supported by renowned experts in the field of evaluation. The concepts covered are applicable to all types of organizations that implement projects and need to conduct Lessons Learned. Providing tools and techniques for active engagement, the text is founded on the principles of conducting project evaluations as recommended by the Project Management Institute (PMI), the world’s leading not-for-profit membership association for the project management profession, and PRINCE2® (Project in Controlled Environments version 2), a major governing body of project management. Simplifying and formalizing the methodology of conducting LL in projects, the contents of this book will help organizations, large and small, more effectively implement processes and systems to support effective LL. The text is supported by a Project Evaluation Resource Kit (PERK), which is found in CD format at the back of the book.
Release on 2020-05-21 | by Terra Vanzant Stern, PhD
How to Make Any Project Better, Faster, and More Cost Effective, Second Edition
Author: Terra Vanzant Stern, PhD
Pubpsher: CRC Press
Category: Business & Economics
When project managers are faced with budget cuts and fewer resources, waste elimination becomes a priority in maintaining effectiveness. This does not mean shortening or abandoning traditional project cycles. In fact, fast results on critical assignments can only be completed with strong plans and a detailed work breakdown structure. The connections, or lack thereof, are what strongly impact performance and quality. Lean and Agile, as covered in this book, are meant to enhance traditional project management, not replace the science. A strong foundation in traditional project management is necessary to appreciate the benefits of adopting Lean and Agile. Lean and Agile Project Management: How to Make Any Project Better, Faster, and More Cost Effective defines the wastes and issues found in project management and demonstrates how they can be addressed by engaging Lean thinking and Agile techniques. This book also: • Shows how to apply Lean principles to project management (PM) • Teaches the application of simple Six Sigma metrics in PM • Discusses the adoption of Agile techniques in PM in order to stay on task and remain flexible • Helps readers discover the theoretical synergies between popular PM programs • Promotes an understanding of how Lean people skills can help a person become a better leader and manager Since the publication of the first edition of this book, the bodies of knowledge have all been systematically updated. In addition, through conducting peer groups and detailed workshops, the Author has simplified many of the basics, and they are now much easier to understand. Essentially, the Author believes traditional project management can benefit from adding Lean and Agile, but she has simplified the model for greater efficiency.
Governments on both sides of the Atlantic have committed to introducing agile change management for faster results with cheaper implementation at lower risk. The first hands-on guide is designed to help public sector leaders reap the rewards of agile methods, based on the latest national and international research.
If you have tried to implement Agile in your organization, you have probably learned a lot about development practices, teamwork, processes and tools, but too little about how to manage such an organization. Yet managerial support is often the biggest impediment to successfully adopting Agile, and limiting your Agile efforts to those of the development teams while doing the same old-style management will dramatically limit the ability of your organization to reach the next Agile level. Ángel Medinilla will provide you with a comprehensive understanding of what Agile means to an organization and the manager’s role in such an environment, i.e., how to manage, lead and motivate self-organizing teams and how to create an Agile corporate culture. Based on his background as a “veteran” Agile consultant for companies of all sizes, he delivers insights and experiences, points out possible pitfalls, presents practical approaches and possible scenarios, also including detailed suggestions for further reading. If you are a manager, team leader, evangelist, change agent (or whatever nice title) and if you want to push Agile further in your organization, then this is your book. You will read how to change the paradigm of what management is about: it is not about arbitrary decisions, constant supervision and progress control, and the negotiation of changing requirements. It is about motivation, self-organization, responsibility, and the exploitation of all project stakeholders’ knowledge. We live in a different world than the one that most management experts of the 20th century describe, and companies that strive for success and excellence will need a new kind of manager – Agile managers.
Release on 2010-01-15 | by Ehap H. Sabri,Salim N. Shaikh
A Guide to the Next Level of Improvement
Author: Ehap H. Sabri,Salim N. Shaikh
Pubpsher: J. Ross Publishing
Category: Business & Economics
This title offers an intelligent and easy-to-digest roadmap for successfully implementing a lean and agile value chain transformation program. Although the benefits of applying lean concepts or improving the flexibility of a value chain are clear and desperately needed in today's competitive environment, none of the current literature provides guidance on how to do this. Lean and Value Chain Management fills that gap by providing a comprehensive roadmap that shows organizations, step-by-step, how to successfully implement a lean and agile value chain transformation program. It brings together the latest advances in the field in an easy-to-digest format, and offers practical, proven tactics and detailed guidance on every aspect of the value chain redesign process - including how to map the existing process, intelligently leverage new technologies, build a strategy for strengthening relationships with suppliers and customers, identify comprehensive related metrics, and much more.