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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: 7.3 x 1.1 x 8.9 inches
  • Shipping Weight: 1.6 pounds (View shipping rates and policies)
  • Average Customer Review: 4.4 out of 5 stars  See all reviews (22 customer reviews)
  • Amazon Best Sellers Rank: #208,584 in Books (See Top 100 in Books)

Editorial Reviews

From the Back Cover

Best practices for managing projects in agile environments—now updated with new techniques for larger projects


Today, 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

 

 

 

 

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.
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Customer Reviews

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

53 of 56 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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8 of 8 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
Format: Paperback Verified Purchase
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
Format: Kindle Edition Verified Purchase
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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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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Format: Paperback
Jim Highsmith's 2nd edition of AGILE PROJECT MANAGEMENT: CREATING INNOVATIVE PRODUCTS is a powerful set of software development best practices for managing projects in agile environments - and has been updated with new techniques for larger projects. From understanding when and how agile methods work in project management to setting realistic business goals and optimizing all stages of an agile project, AGILE PROJECT MANAGEMENT is a recommended pick for business and computer libraries alike.
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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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Most Recent Customer Reviews


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.

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Agile Project Management: Creating Innovative Products (2nd Edition)
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