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Project Management the Agile Way: Making It Work in the Enterprise Hardcover – January 19, 2010

4.8 out of 5 stars 11 customer reviews

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Editorial Reviews

Review

This book provides an in-depth look into the various forms of agile methods. It is an excellent guide on how to select and use the best agile method for a particular project and, just as important, explains when agile methods are not the best alternative. --Andrew Willard, Retired Vice President, Information Technology, Alternative Asset Management Company

A fascinating read. The author is on point and thorough. This book belongs on the reference shelf of every aspiring business leader. --Dr. Ken Ports, Director of Strategic Operations, Quantum Technology Sciences, Inc.

A methodical, well-thought-out depiction of how agile has evolved from the original classic waterfall practices. Goodpasture combines his broad depth of project management knowledge and sound insight to detail the agile methodologies of today. --Cathy Cortright, PMP, IT Project Management Consultant

About the Author

John C. Goodpasture, PMP, has engineering degrees from both Georgia Tech and the University of Maryland and broad practical experience in executive management, project management, systems engineering, and operations analysis. Mr. Goodpasture is currently the Managing Principal at Square Peg Project Management Consulting and he gained his previous practitioner experience as a strategic project office director and systems engineering program director for Harris Corporation, as a program manager for the U.S. Department of Defense, and as vice president at a large document imaging company. He is a sought-after speaker and author of the one-of-a-kind book, Quantitative Methods in Project Management.
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Product Details

  • Hardcover: 320 pages
  • Publisher: J. Ross Publishing (January 19, 2010)
  • Language: English
  • ISBN-10: 1604270276
  • ISBN-13: 978-1604270273
  • Product Dimensions: 9.2 x 6.6 x 1 inches
  • Shipping Weight: 1.4 pounds (View shipping rates and policies)
  • Average Customer Review: 4.8 out of 5 stars  See all reviews (11 customer reviews)
  • Amazon Best Sellers Rank: #761,513 in Books (See Top 100 in Books)

Customer Reviews

Top Customer Reviews

By Paul E. Shaltry on February 1, 2010
Format: Hardcover
Goodpasture's book is a readable treat. It clarifies what agile is about with much common sense for those who are interested in understanding how agile and traditional project management stack up. He recognizes using good ideas and practices regardless of source and how long they may have been around have value in particular circumstances. His approach is very much a treatment of workable ideas without being ideological.

According to the author it's not an either-or proposition when it comes to agile versus classical, it's a matter of adapting to the demands of the situation. Classical plan-driven project management tends to work best in well-known environments where products are clear. Agile tends to work best in software development environments where requirements are vague and/or unknowable except through intense, iterative collaboration to deliver continuously useful on-going benefits to customers. There are certainly other application areas, such as product R&D, where a version of agile principles would work, but that was not the scope of this book.

He explores uses and nuances of both methodologies in 12 familiar domains ranging from the essential business case to benefits realization. The chapters on governance and quality are particularly outstanding. The one on benefits was good but could have used some real examples for illustrating benefits.

As an aside, in looking at how agile, as a methodology, might align with the existing PMI standard for a single project (PMBOK® Guide, Chapter 3, 4th Edition) it is fairly easy to see how it relates to the five major processes - Initiating, Planning, Executing, Controlling and Closing.

Goodpasture did his homework, offering history and context.
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Format: Hardcover
I thorough enjoyed reading the book - "Project Management the Agile Way (Making it Work in the Enterprise)". I'm a system engineer and project manager who has worked on both large military, midsize commerial and a few start-up efforts for hard/software development and services. In the past I've used a wide range of complexity, rigor and formality in managing a project. With a basic belief - as simple as possible that works, and measure that it is works.

Goodpasture has created a well written and content rich (dense) book Project Management the Agile Way: Making It Work in the Enterprise that reviews the elements of "classic" project management with the assumption the reader has a basic understanding, agile variants and how they work in the same topic space and adds his expertise in quantitative methods for a more sophisticated decision making processes for planning, estimating and managing a project. The reader is given a 3 dimensional look at the chapter topics - classis, agile and quantitative view. Actually a fourth is provided for some with history and overview of the concept. There are "take aways" at the end of each chapter which is the author's blend as a baseline, or you can pick your own mix for your specific needs.

The book reads much better than most text books I've read on project management subject, and I've read many over the last 15 years. I was introduced to concepts and techniques that I had not read elsewhere, especially in the synthesis of different techniques, the authors insightful summaries of what is important. Hopefully these ideas will improve your ability to successfully manage future efforts.
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Format: Hardcover
John Goodpasture's book, Project Management the Agile Way has been incredibly helpful to me as I get back into managing a couple of start-up companies. Although I was a Senior Program Manager at E-Systems in the early 1990's, I went off to get my doctorate and contribute to the public interest at the MITRE Corporation so I have not had a hands-on project manager role in over a decade. A lot has happend in the interim, mostly for the better and I could not have envisioned a better guide to the alternatives than John's book. When I was hands-on, I wrote a monograph for the Aerospace Industries Association called Rapid Incremental Development (RIDE) which cataloged my success with a six week software development cycle - design a little, code a lot, let users use it for a couple of weeks and then iterate until done. SCRUM, as discussed in Johns book, is a more civilized version of RIDE. We used to burn out teams every few months with RIDE and the results were very personality dependent both on the user side and on our side as software developers. XP is even more intense than RIDE was. Crystal and EVO round out the picture of project management wisdom today and with John's book to kick start me, our two little companies are really rolling. Both are in stealth mode, so don't ask. Although I first met John Goodpasture in the 1980's, our paths diverged for a couple of decades, but it's great to benefit through his book from his years managing programs and teaching the art and skill. Linking back up professionally over his book, I promised to write this review months ago. Thus, better late than never. Now if we could just get the talent pools to grow more quickly we'd be even more agile ... Project Management the Agile Way: Making It Work in the Enterprise
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