Agile Project Management: Creating Innovative Products
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Best practices for managing projects in agile environments—now updated with new techniques for larger projectsToday, the pace of project management moves faster. Project management needs to become more flexible and far more responsive to customers. Using Agile Project Management (APM), project managers can achieve all these goals without compromising value, quality, or business discipline. In Agile Project Management, Second Edition, renowned agile pioneer Jim Highsmith thoroughly updates his classic guide to APM, extending and refining it to support even the largest projects and organizations.Writing for project leaders, managers, and executives at all levels, Highsmith integrates the best project management, product management, and software development practices into an overall framework designed to support unprecedented speed and mobility. The many topics added in this new edition include incorporating agile values, scaling agile projects, release planning, portfolio governance, and enhancing organizational agility. Project and business leaders will especially appreciate Highsmith’s new coverage of promoting agility through performance measurements based on value, quality, and constraints.This edition’s coverage includes: Understanding the agile revolution’s impact on product development Recognizing when agile methods will work in project management, and when they won’t Setting realistic business objectives for Agile Project Management Promoting agile values and principles across the organization Utilizing a proven Agile Enterprise Framework that encompasses governance, project and iteration management, and technical practices Optimizing all five stages of the agile project: Envision, Speculate, Explore, Adapt, and Close Organizational and product-related processes for scaling agile to the largest projects and teams Agile project governance solutions for executives and management The “Agile Triangle”: measuring performance in ways that encourage agility instead of discouraging it The changing role of the agile project leader
Introduction 1Conventions 2The Agile Software Development Series 2Chapter 1: The Agile Revolution 5Agile Business Objectives 10 Continuous Innovation 10 Product Adaptability 10 Improved Time-to-Market 11 People and Process Adaptability 11 Reliable Results 12Agility Defined 12Agile Leadership Values 14Agile Performance Measurement 19The APM Framework 21Performance Possibilities 22Final Thoughts 25Chapter 2: Value over Constraints 27Continuous Flow of Customer Value 28 Innovation 30 Execution 32 Lean Thinking 33Iterative, Feature-Based Delivery 34Technical Excellence 37Simplicity 40 Generative Rules 40 Barely Sufficient Methodology 42 Delivery versus Compliance 43Final Thoughts 45Chapter 3: Teams over Tasks 47Leading Teams 47Building Self-Organizing (Self-Disciplined) Teams 51Get the Right People 52 Insist on Accountability 53 Foster Self-Discipline 54Encourage Collaboration 55 Participatory Decision Making 56 Shared Space 58 Customer Collaboration 59No More Self-Organizing Teams? 60Final Thoughts 61Chapter 4: Adapting over Conforming 63The Science of Adaptation 65Exploring 68Responding to Change 70Product, Process, People 71Barriers or Opportunities 72Reliable, Not Repeatable 73Reflection and Retrospective 75Principles to Practices 75Final Thoughts 76Chapter 5: An Agile Project Management Model 77An Agile Enterprise Framework 78 Portfolio Governance Layer 78 Project Management Layer 79 Iteration Management Layer 80 Technical Practices Layer 80An Agile Delivery Framework 80 Phase: Envision 83 Phase: Speculate 83 Phase: Explore 84 Phase: Adapt 84 Phase: Close 85 Not a Complete Product Lifecycle 85 Selecting and Integrating Practices 86 Judgment Required 87 Project Size 88An Expanded Agile Delivery Framework 88Final Thoughts 89Chapter 6: The Envision Phase 91A Releasable Product 93Envisioning Practices 94Product Vision 96 Product Architecture 101 Guiding Principles 104Project Objectives and Constraints 105 Project Data Sheet 105 Tradeoff Matrix 108 Exploration Factor 109Project Community 112 Participant Identification 115 Product Team—Development Team Interaction 118 Delivery Approach 122 Self-Organization Strategy 123 Process Framework Tailoring 124 Practice Selection and Tailoring 125Final Thoughts 127Chapter 7: The Speculate Phase 129Speculating on Product and Project 130Product Backlog 133 What Is a Feature, a Story? 134 The Focus of Stories 135 Story Cards 137 Creating a Backlog 140Release Planning 142 Scope Evolution 144 Iteration 0 147 Iterations 1-N 148 First Feasible Deployment 152 Estimating 153 Other Card Types 155Final Thoughts 156Chapter 8: Advanced Release Planning 157Release (Project) Planning 157Wish-based Planning (Balancing Capacity and Demand) 159Multi-Level Planning 161 A Complete Product Planning Structure 163Capabilities 166 Capability Cases 167 Creating a Product Backlog and Roadmap 168 An Optimum Planning Structure 169Value Point Analysis 171 Value Point Determination: Roles and Timing 173 Calculating Relative Value Points 174 Calculating Monetary Value Points 176 Non-Customer-Facing Stories 177 Value and Priority 177Release Planning Topics 178 Planning Themes and Priorities 179 Increasing Productivity 181 Risk Analysis and Mitigation 182 Planning and Scanning 186 Timeboxed Sizing 188 Other Story Types 190 Work-in-Process versus Throughput 194Emerging Practices 197 Kanban 197 Consolidated Development 198 Hyper-development and Release 200Final Thoughts 201Chapter 9: The Explore Phase 203Agile Project Leadership 205Iteration Planning and Monitoring 206 Iteration Planning 206 Workload Management 212 Monitoring Iteration Progress 213Technical Practices 215 Technical Debt 216 Simple Design 218 Continuous Integration 220 Ruthless Automated Testing 222 Opportunistic Refactoring 223Coaching and Team Development 225 Focusing the Team 227 Molding a Group of Individuals into a Team 228 Developing the Individual’s Capabilities 232 Moving Rocks, Hauling Water 233 Coaching the Customers 233 Orchestrating Team Rhythm 235Participatory Decision Making 236 Decision Framing 238 Decision Making 240 Decision Retrospection 244 Leadership and Decision Making 245 Set- and Delay-Based Decision Making 246Collaboration and Coordination 248 Daily Stand-Up Meetings 248 Daily Interaction with the Product Team 250 Stakeholder Coordination 251Final Thoughts 251Chapter 10: The Adapt and Close Phases 253Adapt 254Product, Project, and Team Review and Adaptive Action 256 Customer Focus Groups 256 Technical Reviews 259 Team Performance Evaluations 259 Project Status Reports 261 Adaptive Action 268Close 268Final Thoughts 270Chapter 11: Scaling Agile Projects 271The Scaling Challenge 272 Scaling Factors 273 Up and Out 275 Uncertainty and Complexity 276An Agile Scaling Model 276Building Large Agile Teams 278 Organizational Design 279 Collaboration/Coordination Design 281 Decision-Making Design 284 Knowledge Sharing and Documentation 287 Self-Organizing Teams of Teams 291 Team Self-Discipline 293 Process Discipline 294Scaling Up–Agile Practices 294 Product Architecture 295 Roadmaps and Backlogs 296 Multi-level Release Plans 297 Maintaining Releasable Products 298 Inter-team Commitment Stories 299 Tools 302Scaling Out–Distributed Projects 302Final Thoughts 304Chapter 12: Governing Agile Projects 307Portfolio Governance 308 Investment and Risk 309 Executive-Level Information Requirements 311 Engineering-Level Information Generation 313 An Enterprise-Level Governance Model 316 Using the Agile Governance Model 320Portfolio Management Topics 321 Designing an Agile Portfolio 321 Agile Methodology “Fit” 323Final Thoughts 325Chapter 13: Beyond Scope, Schedule, and Cost: Measuring Agile Performance 327What Is Quality? 329Planning and Measuring 333 Adaptive Performance–Outcomes and Outputs 335 Measurement Issues 336Measurement Concepts 339 Beyond Budgeting 339 Measuring Performance in Organizations 342Outcome Performance Metrics 346 Constraints 347 Community Responsibility 348 Improving Decision Making 349 Planning as a Guide 350Output Performance Metrics 351 Five Core Metrics 351 Outcomes and Outputs 354Shortening the Tail 355Final Thoughts 357Chapter 14: Reliable Innovation 359The Changing Face of New Product Development 360Agile People and Processes Deliver Agile Products 362Reliable Innovation 364The Value-Adding Project Leader 366Final Thoughts 367Bibliography 369Index 379TOC, 9780321658395, 6/18/09
