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The Project Manager’s Guide to Mastering Agile Principles and Practices for an Adaptive Approach 1st Edition by Charles G Cobb ISBN 1118991044 978-1118991046

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The Project Manager s Guide to Mastering Agile Principles and Practices for an Adaptive Approach 1st Edition Charles G. Cobb Digital Instant Download

Author(s): Charles G. Cobb
ISBN(s): 9781118991046, 1118991044
Edition: 1
File Details: PDF, 3.52 MB
Year: 2015
Language: english
SKU: EB-4991066 Category: Tag:

The Project Manager’s Guide to Mastering Agile Principles and Practices for an Adaptive Approach 1st Edition by Charles G. Cobb – Ebook PDF Instant Download/Delivery: 1118991044, 978-1118991046

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Product details:

ISBN 10: 1118991044

ISBN 13: 978-1118991046 

Author: Charles G. Cobb

Streamline project workflow with expert agile implementation

The Project Management Profession is beginning to go through rapid and profound transformation due to the widespread adoption of agile methodologies. Those changes are likely to dramatically change the role of project managers in many environments as we have known them and raise the bar for the entire project management profession; however, we are in the early stages of that transformation and there is a lot of confusion about the impact it has on project managers:

  • There are many stereotypes and misconceptions that exist about both Agile and traditional plan-driven project management,
  • Agile and traditional project management principles and practices are treated as separate and independent domains of knowledge with little or no integration between the two and sometimes seen as in conflict with each other
  • Agile and “Waterfall” are thought of as two binary, mutually-exclusive choices and companies sometimes try to force-fit their business and projects to one of those extremes when the right solution is to fit the approach to the project

It’s no wonder that many Project Managers might be confused by all of this!  This book will help project managers unravel a lot of the confusion that exists; develop a totally new perspective to see Agile and traditional plan-driven project management principles and practices in a new light as complementary to each other rather than competitive; and learn to develop an adaptive approach to blend those principles and practices together in the right proportions to fit any situation.

There are many books on Agile and many books on traditional project management but what’s very unique about this book is that it takes an objective approach to help you understand the strengths and weaknesses of both of those areas to see how they can work synergistically to improve project outcomes in any project.  The book includes discussion topics, real world case studies, and sample enterprise-level agile frameworks that facilitate hands-on learning as well as an in-depth discussion of the principles behind both Agile and traditional plan-driven project management practices to provide a more thorough level of understanding.

Table of contents:

Part 1: Fundamentals of Agile
Chapter 2: Agile History and the Agile Manifesto
Chapter 3: Scrum Overview
Chapter 4: Agile Planning, Requirements, and Product Backlog

Part 2: Agile Project Management
Chapter 5: Agile Development, Quality, and Testing Practices
Chapter 6: Time-Boxing, Kanban, and Theory of Constraints
Chapter 7: Agile Estimation
Chapter 8: Agile Project Management Role
Chapter 9: Agile Communications and Tools
Chapter 10: Learning to See the Big Picture
Chapter 11: The Roots of Agile

Part 3: Agile Project Management Planning and Management
Chapter 12: Hybrid Agile Models
Chapter 13: Value-driven Delivery
Chapter 14: Adaptive Planning
Chapter 15: Agile Planning Practices and Tools
Chapter 16: Agile Stakeholder Management and Agile Contracts
Chapter 17: Distributed Project Management in Agile

Part 4: Making Agile Work for a Business
Chapter 18: Scaling Agile to an Enterprise Level
Chapter 19: Scaling Agile for Multiple Team Projects
Chapter 20: Adapting an Agile Approach to Fit a Business
Chapter 21: Enterprise-Level Agile Transformations

Part 5: Enterprise-Level Agile Frameworks
Chapter 22: Scaled Agile Framework
Chapter 23: Disciplined Agile Delivery
Chapter 24: Managed Agile Development Framework
Chapter 25: Summary of Enterprise-Level Frameworks

Part 6: Case Studies
Chapter 26: “Not-So-Successful” Case Studies
Chapter 27: Case Study—Valpak
Chapter 28: Case Study—Harvard Pilgrim Health Care
Chapter 29: Case Study—General Dynamics UK Limited.
Chapter 30: Agile Hardware Development
Chapter 31: Non-Software Case Studies
Chapter 32: Overall Summary

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Tags: Charles G Cobb, Project Manager, Mastering Agile, Principles, Practices, Adaptive Approach