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

By James A. Crowder, Shelli Friess

Management and allows them to house the calls for and complexities of recent, agile systems/software/hardware improvement groups. The e-book examines the project/program supervisor past the innovations of management and goals to hook up with staff' experience of identification. The textual content examines human mental ideas corresponding to “locus of control,” with a view to support the executive comprehend their staff individuals’ view and the way most sensible to regulate their “world” contributions. The authors conceal new administration instruments and philosophies for agile systems/software/hardware improvement groups, with a particular specialize in how this pertains to engineering and laptop technology. This booklet additionally comprises functional case studies.

  • Discusses administration abilities wanted as they relate to the advances in software program improvement practices
  • Examines easy methods to deal with an agile improvement staff that incorporates groups throughout geographically, ethnically, and culturally different backgrounds
  • Embraces the entire elements of contemporary administration and leadership

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Releases are done by a separate team Knowledge and power are located within management Responsibility and commitment are attached only to a single job for project/sub-project team members are on board with taking on different roles as the Sprints progress through the development cycles [8]. 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.

4. Since the Scrum Master was not a domain expert in any part of the system being developed, he could not act as mentor for junior engineers. 5. Having the same Scrum Master across five agile development teams kills the notion of self-organization and moves the teams Locus of Control outside to the outside Scrum Master and not within the team. This causes a general lack of ownership by the development teams [45]. 6. Since there was only one Scrum Master, they tended to fix problems by moving people from one development team to another, destroying the cohesiveness of the teams.

Customer input is sought and the Sprint plans and capability plans adjusted, based on the Sprint perspectives, integration and test, along with customer input. Included in the agile program/project execution process is the ability for the Sprint teams to self-organize for each Sprint: team members taking on different roles across the Sprints based on their capabilities and expertise [50]. 1 Brief History of the Earned Value Management System 51 Fig. 2 The agile program/project high-level execution Case Study #4: Classical EVMS for Agile Development (FAILURE) Project Length Number of Sprints Number of Teams Average Sprint Duration 9 Months 5 Sprints 3 Teams 5 weeks Case Study 4 illustrates that just because you use a Scrum Management style, agile software development will never just show up as an emergent property of the program/project by accident.

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