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Agile Project Management: Creating Innovative Products (2nd Edition) Paperback – July 20, 2009

ISBN-13: 978-0321658395 ISBN-10: 0321658396 Edition: 2nd

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Product Details

  • Paperback: 432 pages
  • Publisher: Addison-Wesley Professional; 2 edition (July 20, 2009)
  • Language: English
  • ISBN-10: 0321658396
  • ISBN-13: 978-0321658395
  • Product Dimensions: 9.2 x 7.4 x 0.9 inches
  • Shipping Weight: 1.6 pounds (View shipping rates and policies)
  • Average Customer Review: 4.4 out of 5 stars  See all reviews (19 customer reviews)
  • Amazon Best Sellers Rank: #102,355 in Books (See Top 100 in Books)

Editorial Reviews

About the Author

Jim Highsmith is an Executive Consultant with ThoughtWorks. He has over 30 years experience as an IT manager, product manager, project manager, consultant, and software developer. Jim is the author of Agile Project Management: Creating Innovative Products, Addison Wesley 2004; Adaptive Software Development: A Collaborative Approach to Managing Complex Systems, Dorset House 2000 and winner of the prestigious Jolt Award, and Agile Software Development Ecosystems, Addison Wesley 2002. Jim is the recipient of the 2005 international Stevens Award for outstanding contributions to systems development.
 
He is also co-editor, with Alistair Cockburn, of the Agile Software Development Series of books from Addison Wesley. Jim is a coauthor of the Agile Manifesto, a founding member of The Agile Alliance, coauthor of the Declaration Interdependence for project leaders, and cofounder and first president of the Agile Project Leadership Network. A frequent speaker at conferences worldwide, Jim has published dozens of articles in major industry publications.
 
Jim has consulted with IT and product development organizations and software companies in the U.S., Europe, Canada, South Africa, Australia, Japan, India, and New Zealand to help them adapt to the accelerated pace of development in increasingly complex, uncertain environments. Jim's areas of consulting include the areas of Agile Software Development, Project Management, and Collaboration. He has held technical and management positions with software, computer hardware, banking, and energy companies. Jim holds a B.S. in electrical engineering and an M.S. in management.

Excerpt. © Reprinted by permission. All rights reserved.

Preface

Preface

When the Manifesto for Agile Software Development (http://www.agilealliance.org) was written in spring 2001, it launched a movement—a movement that raced through the software development community; generated controversy and debate; connected with related movements in manufacturing, construction, and aerospace; and extended into project management.

The impetus for this second edition of Agile Project Management comes from three sources—the maturing of the agile movement over the last five years, the trend to large agile projects, and the formation of a project management organization for agile leaders (the Agile Project Leadership Network).

The essence of this agile movement, whether in new product development, new service offerings, software applications, or project management, rests on two foundational goals: delivering valuable products to customers 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 might have declined from prodigious to merely lofty, innovation in areas such as biotechnology and nanotechnology are 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, 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. This 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 processes are required. Even when these technologies and processes are lower cost and higher performance than their predecessors, the transformation often proves difficult.

Project management needs to be transformed to move faster, be more flexible, and be aggressively customer responsive. Agile Project Management (APM) answers this transformational need. It brings together a set of principles and practices that enable project managers to catch up with the realities of modern product development.

The target audience for this book is leaders, those hearty individuals who shepherd teams through the exciting but often messy process of turning visions into products—be they software, cell phones, or medical instruments. Leaders arise at many levels—project, team, executive, management—and APM addresses each of these, although the target audience continues to be project leaders. APM rejects the view of project leaders as functionaries who merely comply with the bureaucratic demands of schedules and budgets and replaces it with one in which they are intimately involved in helping teams deliver products.

There are four broad topics covered in Agile Project Management: opportunity, values, frameworks, and practices. The opportunity lies in creating innovative products and services—things that are new, different, and creative. These are products that can’t be defined completely in the beginning but evolve over time through experimentation, exploration, and adaptation.

The APM values focus helps create products that deliver customer value today and are responsive to future customer needs. The frameworks include both enterprise and project levels, with phases of Envision, Speculate, Explore, Adapt, Close that deliver results reliably, even in the face of constant change, uncertainty, and ambiguity. Finally, the practices—from developing a product vision box to participatory decision making—provide actionable ways in which teams deliver results.

In this second edition of APM the four major new or updated topics are: agile values, scaling agile projects, advanced release planning, and organizational agility. Chapters 2-4 have been rewritten around three summarizing value statements—delivering value over meeting constraints, leading the team over managing tasks, and adapting to change over conforming to plans. The scaling agile chapter has been completely revised to reflect the last five years of experience. A new chapter on release planning has been added to encourage teams to place more attention on release planning. Finally, chapters on the organizational topics of project governance and changing performance measurement systems have been added.

In the long run, probably the most important addition is the new perspective on performance measurement. We ask teams to be agile, and then measure their performance by strict adherence to the Iron Triangle—scope, schedule, budget. This edition of APM proposes a new triangle—an Agile Triangle that consists of Value, Quality, and Constraints. If we want to grow agile organizations then our performance measurement system must encourage agility.

Jim Highsmith
July 2009
Flagstaff, Arizona


© Copyright Pearson Education. All rights reserved.


More About the Author

Jim Highsmith is an executive consultant at ThoughtWorks, Inc. He has 30-plus years experience as an IT manager, product manager, project manager, consultant, and software developer.

Jim is the author of Agile Project Management: Creating Innovative Products (Addison Wesley, 2004); Adaptive Software Development: A Collaborative Approach to Managing Complex Systems (Dorset House, 2000; winner of the prestigious Jolt Award), and Agile Software Development Ecosystems (Addison Wesley, 2002). Jim is the recipient of the 2005 international Stevens Award for outstanding contributions to systems development.

Jim is a coauthor of the Agile Manifesto, a founding member of The Agile Alliance, coauthor of the Declaration of Interdependence for project leaders, and cofounder and first president of the Agile Leadership Network. He has consulted with IT and product development organizations and software companies in the United States, Europe, Canada, South Africa, Australia, China, Japan, India, and New Zealand.

Customer Reviews

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Great for anyone interested in product life-cycles.
MikeT
At some point in our careers most of us have managed a multi-year, multi-million dollar project that used a strict waterfall methodology.
phaskitt
The book covered the topics I required and was fairly easy to read.
Linda Curnow

Most Helpful Customer Reviews

51 of 54 people found the following review helpful By Watcher on February 5, 2011
Format: Kindle Edition Verified Purchase
This book provides a reasonable overview of employing agile project management. Hwever, I found it difficult to read because of the sheer volume of space it dedicated to discussing how superior agile project management is to traditional project management. And what the author thinks of as traditional project management is actually dysfunctional project management. He's clearly been involved in a number of traditional PM projects run in highly mismanaged organizations where bad process prevails and people spend a lot of time subverting useful best practices. OK, sure, this can happen. It can happen with Agile as well. But it's distracting when every page or two I'm thinking to myself, "that's not necessarily true, I've run traditional PM projects without that happening." I may well use agile in the future, but please, focus on the subject and not the endless preaching.
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7 of 7 people found the following review helpful By Masa K. Maeda on January 5, 2010
Format: Paperback
Jim Highsmith is one of those few people that have really been-there-done-that and continue to be a pleasure to meet, accessible and down-to-earth. But anyway, this review is about his new book and not about him so I'll get to it. From my perspective Agile Project Management has two accomplishments: It fills in the gaps left by other books on the same subject and brings us one step further on different ways to see and approach the way we manage agile projects, within and outside software development.

Chapter 1 contains one of the best introductory chapters I've seen in any book on management. It is both a great motivation to read the rest of the book with interesting real cases. This chapter also refreshes the audience on the basics of agile, including the declaration of interdependence, which is explained in detail throughout the book, and provides some lesser known and relatively recent basis such as the Agile Triangle (not the Agile Iron Triangle).

Chapters 2, 3 and 4 are a detailed study of leadership values: Value over Constraints, Teams over Tasks, and Adapting over conforming. Similar to the agile values in the manifesto, these invite a cultural change in the way we measure project performance, lead teams, and focus on customer needs. Highsmith explains how the quality of the product and the work environment is improved through these. He also emphasizes on the fact that fail-often-fail-early is of very hight value in building a successful agile organization.

Chapter 5 has two objectives, to introduce an agile enterprise framework consisting of four layers that is arguably more appealing to large organizations, and to introduce an agile delivery framework consisting of five phases.
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1 of 1 people found the following review helpful By MikeT on March 29, 2013
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This is a great book and brilliant concept for those merging creative projects and commerce. Really help outline how to get products to market faster and ties together the creative process to the end user. Great for anyone interested in product life-cycles.
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1 of 1 people found the following review helpful By Edward Castillo Solera on February 22, 2013
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I like this book since it goes beyond basics on agile and touches points on things to consider for project manager. It helped me in my process of transitioning from waterfall to agile.
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By Simon on May 12, 2014
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For those interested in reading both the theory and practice regarding managing a project with an Agile approach then this is the book for you. Jim has been around ling enough to have know the origins of many of the agile approaches as well as their practical application. This latest revision respectfully includes many alterations and improvements to his first release.
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This book is a good introduction into agile projects. It compares agile to the traditional project management processes. The book shows where agile is superior to traditional project management and area where the traditional process is superior. Overall a good intro to APM
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Covered the entire spectrum of AGILE practices, providing the details to an already informative outline in two separate synopses of AGILE.
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Excellent book by a renowned expert in the industry. At some point in our careers most of us have managed a multi-year, multi-million dollar project that used a strict waterfall methodology. Mine occurred about 15 years ago. We spent 1 year writing the specification (in collaboration with the customer I might add). We spent 2 years building the system and created a rigorous Acceptance Plan that demonstrated every single requirement. The customer's reaction was "You built exactly what I asked for; I hate it". Of course we got our money by clicking through the Acceptance Plan. The customer was unhappy; the users wouldn't use it. Never again!

So, now there is a name and guidance on how to do iterative (Agile) SW development.

Maybe this book will help others learn a better method before the pain of going over a waterfall in a barrel.
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