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The Software Project Manager's Bridge to Agility Paperback – May 29, 2008

21 customer reviews
ISBN-13: 978-0321502759 ISBN-10: 0321502752 Edition: 1st

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Editorial Reviews

From the Back Cover

When software development teams move to agile methods, experienced project managers often struggle—doubtful about the new approach and uncertain about their new roles and responsibilities. In this book, two long-time certified Project Management Professionals (PMPRs) and Scrum trainers have built a bridge to this dynamic new paradigm. They show experienced project managers how to successfully transition to agile by refocusing on facilitation and collaboration, not “command and control.


The authors begin by explaining how agile works: how it differs from traditional “plan-driven methodologies, the benefits it promises, and the real-world results it delivers. Next, they systematically map the Project Management Institute's classic, methodology-independent techniques and terminology to agile practices. They cover both process and project lifecycles and carefully address vital issues ranging from scope and time to cost management and stakeholder communication. Finally, drawing on their own extensive personal experience, they put a human face on your personal transition to agile--covering the emotional challenges, personal values, and key leadership traits you'll need to succeed.


Coverage includes

  • Relating thePMBOKRGuideideals to agile practices: similarities, overlaps, and differences
  • Understanding the role and value of agile techniques such as iteration/release planning and retrospectives
  • Using agile techniques to systematically and continually reduce risk
  • Implementing quality assurance (QA) where it belongs: in analysis, design, defect prevention, and continuous improvement
  • Learning to trust your teams and listen for their discoveries
  • Procuring, purchasing, and contracting for software in agile, collaborative environments
  • Avoiding the common mistakes software teams make in transitioning to agile
  • Coordinating with project management offices and non-agile teams
  • “Selling agile within your teams and throughout your organization

For every project manager who wants to become more agile.


Part I    An Agile Overview7

Chapter 1    What is "Agile"? 9

Chapter 2    Mapping from the PMBOKRGuide to Agile 25

Chapter 3    The Agile Project Lifecycle in Detail 37

Part II    The Bridge: Relating PMBOKRGuide Practices to Agile Practices49

Chapter 4    Integration Management 51

Chapter 5    Scope Management 67

Chapter 6    Time Management 83

Chapter 7    Cost Management 111

Chapter 8    Quality Management 129

Chapter 9    Human Resources Management 143

Chapter 10    Communications Management 159

Chapter 11    Risk Management 177

Chapter 12    Procurement Management 197

Part III    Crossing the Bridge to Agile215

Chapter 13    How Will My Responsibilities Change? 217

Chapter 14    How Will I Work with Other Teams Who Aren't Agile? 233

Chapter 15    How Can a Project Management Office Support Agile? 249

Chapter 16    Selling the Benefits of Agile 265

Chapter 17    Common Mistakes 285

Appendix A    Agile Methodologies 295

Appendix B    Agile Artifacts 301

Glossary 321

Bibliography 327

Index 333

About the Author

Michele Sliger has extensive experience in agile software development, having transitioned to Scrum and XP practices in 2000 after starting her career following the traditional waterfall approach. A self-described “bridge builder,” her passion lies in helping those in traditional software development environments cross the bridge to agility. Michele is the owner of Sliger Consulting Inc., where she consults with businesses ranging from small startups to Fortune 500 companies, helping teams with their agile adoption, and helping organizations prepare for the changes that agile adoption brings. A frequent conference speaker and regular contributor to software industry publications, Michele is a strong advocate of agile principles and value-driven development practices. She is a certified Project Management Professional (PMPR) and a Certified Scrum Trainer (CST). She has an undergraduate MIS degree and an MBA. When not working, Michele volunteers as a grief facilitator for teens at Judi’s House, a nonprofit dedicated to helping children learn how to cope with the loss of a loved one.

Stacia Broderick has worked as a project manager for fifteen years, the last eight in software development. She was fortunate to be helped across the bridge under the mentorship of Ken Schwaber while working for Primavera Systems in 2003 and ever since has helped hundreds of teams the world over embrace the principles of and transition to an agile way of creating products. Stacia founded her company, AgileEvolution, Inc., in 2006 based on the belief that agile practices present a humane, logical way for teams and companies to deliver products. Stacia is a Certified Scrum Trainer as well as a PMPR, a mix that proves valuable when assisting organizations’ transition from traditional to modern practices. Stacia enjoys running, playing classical violin, and spending time with her family.

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Product Details

  • Paperback: 384 pages
  • Publisher: Addison-Wesley Professional; 1 edition (May 29, 2008)
  • Language: English
  • ISBN-10: 0321502752
  • ISBN-13: 978-0321502759
  • Product Dimensions: 7.4 x 0.9 x 8.9 inches
  • Shipping Weight: 1.4 pounds (View shipping rates and policies)
  • Average Customer Review: 4.7 out of 5 stars  See all reviews (21 customer reviews)
  • Amazon Best Sellers Rank: #295,958 in Books (See Top 100 in Books)

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Customer Reviews

Most Helpful Customer Reviews

27 of 29 people found the following review helpful By J. Deville on July 21, 2008
Format: Paperback
Finally a book in the agile series that acknowledges agile and PMI are compatible. As a PMP and CSM, one of my long time frustrations has been too many agile authors create a stereotype of an overly bureaucrat waterfall process being managed by a dictator project manager. That may be a great way to sell their books, but their rejection of sound project management principles has been a disservice to the industry--the classic mistake of throwing out the baby with the bathwater.

As the title states, Sliger and Broderick sets out to bridge this divide and does a super job showing how agile management practices fit into the project management body of knowledge (PMBOK). They reinforce this message with extensive quotes from the PMBOK that explicitly address incremental and iterative development. I especially like their chapter summaries which compare and contrast project manager approaches to specific practices under a plan-driven and an agile project. One of their key messages is that project managers should allow the team to focus on the current iteration, allowing the project managers to focus on removing impediments to future work. This is sound advice no matter what development framework you are using.

Sliger and Broderick discussion on how agile is being extended to product and release planning and how it's adapting to interfacing with PMOs and non-agile teams is also very relevant. While agile purest reject such notions, these are issues that my clients are facing today. Sliger and Broderick succinctly summarize the current thinking on agile product and release planning and provide sound advice on adapting agile to meet these real-world needs.

One shortcoming in the book is that the authors imply that agile is the silver-bullet that should always be used.
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19 of 22 people found the following review helpful By Bas Vodde on June 26, 2008
Format: Paperback
When I saw this book, I knew I had to read it, though I was very skeptical about it. Mapping the PMBOK practices to agile practices, is that the right thing to do? Why would you want to do that? What are the authors trying to prove?

The first chapter already helped me forward and removed some of my skepticism. This book is really what is says it is. It's a bridge for the traditional PMI project manager to understand what the difference is between traditional projects and agile projects and it's written in the language of a traditional project manager, the language of PMBOK. From that perspective, I've come to see this as an smart and important book thatm hopefully, will help lots of trainer project managers to understand what agile development is trying to do and why.

The book start with an introduction by Stacia, who describes her experience moving from a traditional environment to an agile environment and the difficulty she faced of changing the way of working she was used to. An excellent introduction that sets the tone of the rest of the book.

The rest of the book consists of 3 parts (plus some appendixes). The first part is the "standard introduction" part in which Agile development gets introduced, in which the first mapping of Agile development to the PMBOK is made and ends with a chapter on a generic agile lifecycle model, which is a guideline for the rest of the book.

The second part is the main part of the book and is structured around the different chapters of the PMBOK. This part actually maps to the PMBOK even on sub-chapter level, done quite well. Within each of the PMBOK chapters, the authors explain the problems the PMBOK tries to solve and how Agile practices solve the same problems, but in a different way.
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19 of 22 people found the following review helpful By Michael Cohn on June 17, 2008
Format: Paperback
This excellent book is targeted directly at Project Management Professionals (PMPs) but will be extremely beneficial to any project manager who is interested in agile development.

After three short chapters that introduce the general principles and activities of an agile software development project, the authors attack the meat of their subject. Each of the nine chapters of part two corresponds directly to one of the PMI's project management knowledge areas. Sliger and Broderick, each an experienced PMP, cover the changed responsibilities of the project manager transitioning to agile. A highlight of each chapter is the small table with columns for "I used to do this" and "Now I do this" that succinctly summarizes the often profound differences between traditional and agile project management.

This book is necessary reading for any project manager making the change to agile as well as for any ScrumMaster or agile coach working on a large projects. The book takes a giant stride toward dispelling the myth that the only role for project managers is to buy pizza and soda and get out of the way.
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3 of 3 people found the following review helpful By Amazon Customer on September 18, 2009
Format: Paperback
The authors have a comprehensive understanding of agile values, principles and practices and use this knowledge to provide an enlightening mapping to the PMBOK. This is a great "bridge" for PMI project managers wanting to transition to a more agile approach to software development projects.
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1 of 1 people found the following review helpful By Bent Myllerup on August 11, 2012
Format: Paperback Verified Purchase
The Software Project Manager's Bridge to Agility is a great book to study if you as a traditional project manager wants to explore agile approaches.

Taking the starting point in your existing knowledge as a Project Management Professional (or similar certification level), Michele Sliger and Stacia Viscardi explains in clear language the concepts and benefits of agile development. They are firm in their belief in agile but not religious, so a part of the book is dedicated to give examples on how agile can co-exsist with traditional minded organisations (who haven't seen the light yet). Another great chapter covers how to sell in agile into the different levels of the organization.

You will need to read other agile books as well on your agile journey - books that goes more into deep on the specific agile method you eventually choose to implement. However, this book is important and does exactly what the title claims: provide you with a bridge to agile development.

Bent Myllerup
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